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Cleveland Indians: Agentes deportivos y el arte de negociar
Dos grandes negociadores el deporte estadounidense, Ron Shapiro y su hijo Mark, exponen su visión sobre cómo liderar y negociar. Su máxima es: "sean gentiles con el hombre que conduce su coche y hace su colada. La vida es en sí misma una negociación: respetar a los demás y saber lo que desean, le permitirán a fin de cuentas conseguir también lo que usted quiere".
Autor: Universia Knowledge@Wharton
25/06/2013
En su juventud, en Baltimore, Mark Shapiro casi nunca vencía en las discusiones que tenía con su padre. Aunque sea el actual presidente de Cleveland Indians, equipo de primera división de béisbol americano, su padre, Ron, tiene reputación de ser un gran negociador, y no dudó en echar mano de sus habilidades con su ambicioso hijo.
"Yo tuve el mejor ejemplo posible de cómo comportarme y relacionarme con las personas”, dijo Mark Shapiro en una reciente Conferencia sobre Liderazgo de Wharton, donde estuvo acompañado de su padre. Shapiro conversó sobre las habilidades necesarias para la negociación. "Mi padre me enseñó que es preciso tener paciencia y tolerancia, ya sea en las relaciones del día a día o en las negociaciones complejas. Él nunca se enfocó de forma exclusiva en el éxito, sino en el esfuerzo que el éxito exige. Él nunca enfatizó el grado en sí, sino el esfuerzo que exige.
"Ese es el secreto de la buena negociación: el esfuerzo y la preparación, y no sólo el resultado esperado", dijo Mark Shapiro.
Ron Shapiro ha asesorado a empresas, universidades y ejecutivos en varias negociaciones, pero hace tiempo actúa también como agente de deportes y ha trabajado con diversos equipos, principalmente en Baltimore, su ciudad natal. Además, ofreció consultoría a los Ravens, de la Liga Nacional de Fútbol Americano, a los Orioles, de la Primera División de Béisbol y al departamento atlético de la Universidad de Maryland, que ayudó a supervisar el año pasado en un intento del organismo de migrar de la conferencia atlética de la Costa Atlántica al grupo de las Diez Grandes (conferencias atléticas universitarias del país).
"Esa negociación fue tal vez la más difícil de todas", dijo Ron destacando que los trabajadores de la universidad fueron a la reunión creyendo que el acuerdo estaba cerrado. "Creo que se olvidaron de las palabras de Harry Truman: 'Lo que importa, en realidad, es lo que sabemos sólo después de enterarnos de los hechos relevantes'".
La universidad había cortado anteriormente siete deportes de su programa atlético por motivos económicos. Eso, probablemente, sería un impedimento a la hora de convencer a los líderes de las Diez Grandes de que Maryland sería una incorporación positiva para la conferencia. Wallace Loh, rector de la Universidad de Maryland, estaba convencido de que vencerían fácilmente, dijo Ron Shapiro, pero el hecho era que la escuela estaba lidiando con James Delany, negociador experto de la comisión de las Diez Grandes. La recomendación de Shapiro a Loh fue que necesitaba ser el abogado del Diablo durante las conversaciones.
"Loh acató la sugerencia y consiguió cerrar el acuerdo", dijo Ron. "Él mostró que los grandes líderes son gente sensible que sabe que tiene muchas cosas que aprender".
Según Mark Shapiro, la diferencia entre las negociaciones conducidas por su padre y las conversaciones en que él, Mark, participa en favor de los Indians, es que el público rápidamente dice lo que piensa sobre cualquier cosa que tenga que ver con la dirección del equipo o con sus jugadores. Cuando los Indians, por ejemplo, ofrecieron US$ 56 millones por una estrella prometedora como el primera base Nick Swisher, tal y como hizo el equipo el invierno pasado, los medios de comunicación, analistas y fans eventuales se apresuraron a dar su opinión, aunque ninguno de ellos participe de hecho en la mesa de negociaciones.
"Es importante acordarse de que las emociones y el ímpetu son las dos mayores fuentes de la mala negociación", dijo Mark Shapiro. "Me levanto y leo los titulares de los periódicos sobre, digamos, un jugador que tal vez vaya a los Indians. Enciendo la radio y el sujeto está hablando sobre el asunto. Dejo los niños en la escuela y el director me dice lo que piensa sobre el tema. Voy a tomar café y me encuentro con una persona exaltada a causa del mismo asunto. El barbero me habla de ello".
La idea es hacer feliz a toda esa gente. Por lo tanto, por buena que sea su estrategia de negocios, si cree que la opinión ajena no le afectará de ninguna manera a sus emociones, se está engañando a sí mismo, añadió Mark Shapiro. "En ese momento, es preciso dejar de oír lo que los demás dicen y acordarse de que es la investigación y la preparación lo que hicieron que usted llegara dónde llegó, y que la emoción puede estropearlo todo".
Ceder para vencer
Otra cosa fundamental para una buena negociación, según Ron Shapiro, es comprender lo que el otro lado desea y estar preparado para hacer concesiones. "Creo firmemente en un desenlace en que ambas partes salen ganando", dijo. Tanto es así que el título del primero de sus tres libros es "El poder de la gentileza: cómo negociar para que todos salgan ganando, principalmente usted".
"A las empresas que asesoro por todo el país, les digo que jamás se olviden de que el poder de la negociación consiste en pensar en el bien de los otros y encima conseguir lo que se desea", añadió.
Ron Shapiro dijo que, si estás involucrado en una negociación muy arriesgada, es probable que algún día vuelva a repetirse la situación con alguien a quien ya te has enfrentado anteriormente. "Puedes perfectamente dejarle con las manos vacías; sin embargo, el tiempo demuestra que siempre es mejor dejar a tu oponente con algo, sino él jamás volverá a negociar contigo. La conclusión es que las relaciones son muy importantes en las negociaciones. Maximizamos lo que podemos obtener, pero no debemos olvidar que tiene que haber algo que sea aceptable para los demás también. Cosechamos aquello que sembramos".
Él citó como ejemplo las negociaciones de los tratados de paz a finales de la Primera Guerra Mundial. Los aliados exigieron fuertes compensaciones a Alemania, lo que impuso al país una carga demasiado grande que acabó preparando el camino para el ascenso de Hitler al poder y la llegada de la Segunda Guerra Mundial, dijo Shapiro.
"El mundo no es un paraíso" donde reinan la unión y la compasión, tal y como dice la letra de la música (Kumbaya). "Aquí la vida es dura y (...) a veces nos vemos obligados a luchar duro por lo que queremos. Pero al final de la negociación, lo ideal es estar en un lugar en que, la próxima vez, la persona del otro lado de la mesa respete tu reivindicación".
El arte de escuchar
Ron Shapiro jamás había planeado entrar en el mundo de los deportes. Después de estudiar derecho en Harvard, volvió a su ciudad natal, Baltimore, para ejercer la profesión y trabajar en el Gobierno. Él fue representante de la sección de valores mobiliarios del Estado de Maryland desde 1972 a 1974 y fundó un bufete, Shapiro Sher Guimot & Sandler.
Recibió entonces una llamada de Brooks Robinson, tercera base de los Orioles. Robinson estaba al borde de la suspensión de pagos debido a decisiones comerciales equivocadas que había tomado y necesitaba a alguien que negociara un contrato que sería su último contrato con el equipo. "Fui a la reunión provisto de todos los detalles y de todos los argumentos", recuerda Shapiro. El hombre del otro lado de la mesa era Hank Peters, gerente general de los Orioles hace muchos años. Él no dijo nada mientras Shapiro hablaba. "Cuando terminé, le dije: 'Hank, por eso es por lo que Brooks merece ganar US$ 100.000. ¿Qué le parece?' Él me miró y dijo: 'Ron, ya te contestaré'. Él me había escuchado, no dijo nada. Al final, no me dio nada".
"Yo me di cuenta de que aquel hombre había negociado 500 contratos antes de ese momento y sabía que lo más importante era escuchar, y no hablar sin parar como yo había hecho", dijo Ron. "Aquello era saber negociar".
Ron Shapiro fundó entonces Shapiro, Robinson & Associates, una empresa de gestión deportiva. Él fue uno de los primeros grandes agentes deportivos de la era del agente libre, con una cartera de clientes de la que formaban parte Carl Ripken Jr., de los Orioles de Baltimore, además de Jim Palmer, Kirby Puckett y Joe Mauer. Tuvo gran repercusión la decisión de Puckett y Mauer de continuar jugando por menos por los Twins de Minnesota, en vez de marcharse a un mercado grande como el de Nueva York o Los Ángeles, porque les gustaba jugar donde estaban y eran parte vital de la comunidad.
"Carl Lipken Jr. también tenía la misma idea. Quería quedarse en Baltimore, por eso era difícil negociar con la otra parte cuando ésta sabía su intención. Pero ahí uno se da cuenta de que parte de la negociación tiene que ver con aquello que se desea además del dinero", dijo Ron. "Recuerdo la conversación que tuve con Joe Mauer y sus padres en una cafetería cuando negociábamos su contrato, que cerramos en US$ 184 millones. Sus padres se sintieron muy satisfechos porque él había conseguido lo que deseaba: ganar mucho dinero sin tener que salir de casa. Hay algunos agentes que sólo se preocupan por el dinero y por lo que pueden sacar de su cliente. Pero lo que hace que una negociación realmente salga bien es representar a personas con valores".
Una situación en que no hay ganancias
Cuando Mark Shapiro asumió la dirección general de Indians, en 2001, él percibió de forma inmediata que estaba ante una situación en que nadie, probablemente, saldría ganando. Shapiro, que se graduó de Princeton en 1989, comenzó a trabajar con los Indians en 1993 como director de desarrollo de los jugadores. Asumió la dirección del equipo en un momento en que el equipo había tenido buen rendimiento durante varios años, tanto en el campo como en la parte empresarial, habiendo agotado las entradas de más de 400 partidos consecutivos en su estadio. Shapiro, sin embargo, tenía ahora que lidiar con un plantel de jugadores no muy jóvenes y con un grupo de fans cuya atención estaba a punto de dividirse con la vuelta a la ciudad del equipo de fútbol americano Cleveland Browns.
El mejor jugador que los Indians tenían en la época era el lanzador Bartolo Colón. Mark Shapiro percibió que la única manera de reequipar al equipo era transferir a Colón por nuevas perspectivas. Los fans se asustaron, ya que nunca habían oído hablar de los tres jugadores que el equipo recibió a cambio. En la época, ellos jugaban en la segunda división. (El trío —Cliff Lee, Grady Sizemore y Brandon Phillips— alcanzaron posteriormente el estrellato).
"Fue un momento solitario, difícil, pero tuve que decir a las personas de la empresa y a nuestro público que ese era el camino, lo que ya era una negociación en sí misma", dijo Mark Shapiro. Él se reunió con el personal administrativo del equipo, con los jugadores, dueños y ojeadores. "Cuando se dedica tiempo a informar a todos de la razón por la cual ha hecho alguna cosa, ellos confían en usted, se vuelven leales, y no hay dinero que pague eso".
Son esas cualidades las que hacen que Ron se sienta muy orgulloso cuando tiene la oportunidad de seguir el trabajo de su hijo. Él recuerda una visita que hizo al Progressive Field, en Cleveland, antes del inicio de un partido. Un trabajador de mantenimiento le llamó y le preguntó: "'¿Es usted el padre de Mark?'. Su hijo es una gran persona. Él siempre me saluda y me pide mi opinión. Noto que él se preocupa por mí de forma genuina", dijo Ron Shapiro. "Eso es lo que le digo a todos: sean gentiles con el hombre que conduce su coche y hace su colada. La vida es en sí misma una negociación: respetar a los demás y saber lo que desean, le permitirán a fin de cuentas conseguir también lo que usted quiere".

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