NEGOTIATE
WHY IT MATTERS
In businesses and organizations everything that happens occurs between two or more people, groups, or entities. Each side of every issue will always have needs and goals they are trying to meet that may not be the same as those on the opposite side of the table. Leaders who negotiate well are able to strike win-win agreements that meet their needs, demands, and goals, but do it in a way that simultaneously helps others to do the same. They can reach compromise in a way that creates strong long-term relationships. Leaders who can’t effectively negotiate will find themselves alone, struggling to meet their goals on their own accord, without the strength and safety that comes from effectively joining forces with others.
WHAT IT LOOKS LIKE
Leaders that are strong negotiators know that in every negotiation, no matter how large or small, they are tasked with representing their organization in the most dignified way. They know their dual responsibility is to bargain a strong negotiation while representing the image of those they represent well. They are tough and skilled at getting what they want, but they never allow themselves to achieve those interests through shady means. They know that a negative negotiation reputation will only lead to the loss of future opportunities.
Leaders that are strong negotiators are skillful in negotiation tactics, best practices, processes, steps, and patterns. They stay up to date on negotiation science and thinking. They counsel and learn from others, practice and role play, and are up to date on the latest thinking.
Leaders that are successful negotiators know the value of always being prepared. They do their homework before ever entering into formal talks. They identify the differences of position, the desired outcomes of each party, possible leverage points, key arguments, and acceptable concessions. They know that most often those that win at negotiations and secure the interests of their organization are not those that are the most dynamic, but those that are the most ready, organized, and equipped for any situation.
Leaders that are good negotiators are motivated to do what is in the best interests of the organization in the short and long term. They are not so driven by winning that they make unnecessary concessions. They are not blinded by their ambition, hold too strong to their position for too long, or become oblivious to the cues of when it might be the right time to walk away.
Leaders that are good negotiators react calmly under stressful conditions. They think clearly and maintain their composure in tense situations. They are not afraid of conflict, recognizing it as part of the negotiation process. They are able to establish a working relationship with their counterparts and continue congenial interactions with them once negotiations have ended.
Leaders that are strong negotiators are in the business of creating win-win agreements. They don’t take advantage of people. They know others have interests they need to protect. They are the most satisfied when all parties leave the negotiating table feeling good about the end results.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
In businesses and organizations everything that happens occurs between two or more people, groups, or entities. Each side of every issue will always have needs and goals they are trying to meet that may not be the same as those on the opposite side of the table. Leaders who negotiate well are able to strike win-win agreements that meet their needs, demands, and goals, but do it in a way that simultaneously helps others to do the same. They can reach compromise in a way that creates strong long-term relationships. Leaders who can’t effectively negotiate will find themselves alone, struggling to meet their goals on their own accord, without the strength and safety that comes from effectively joining forces with others.
WHAT IT LOOKS LIKE
Leaders that are strong negotiators know that in every negotiation, no matter how large or small, they are tasked with representing their organization in the most dignified way. They know their dual responsibility is to bargain a strong negotiation while representing the image of those they represent well. They are tough and skilled at getting what they want, but they never allow themselves to achieve those interests through shady means. They know that a negative negotiation reputation will only lead to the loss of future opportunities.
Leaders that are strong negotiators are skillful in negotiation tactics, best practices, processes, steps, and patterns. They stay up to date on negotiation science and thinking. They counsel and learn from others, practice and role play, and are up to date on the latest thinking.
Leaders that are successful negotiators know the value of always being prepared. They do their homework before ever entering into formal talks. They identify the differences of position, the desired outcomes of each party, possible leverage points, key arguments, and acceptable concessions. They know that most often those that win at negotiations and secure the interests of their organization are not those that are the most dynamic, but those that are the most ready, organized, and equipped for any situation.
Leaders that are good negotiators are motivated to do what is in the best interests of the organization in the short and long term. They are not so driven by winning that they make unnecessary concessions. They are not blinded by their ambition, hold too strong to their position for too long, or become oblivious to the cues of when it might be the right time to walk away.
Leaders that are good negotiators react calmly under stressful conditions. They think clearly and maintain their composure in tense situations. They are not afraid of conflict, recognizing it as part of the negotiation process. They are able to establish a working relationship with their counterparts and continue congenial interactions with them once negotiations have ended.
Leaders that are strong negotiators are in the business of creating win-win agreements. They don’t take advantage of people. They know others have interests they need to protect. They are the most satisfied when all parties leave the negotiating table feeling good about the end results.
BELIEFS
- In negotiations, it is not just the deal that is at stake, it is your personal reputation and that of your organization.
- It is never worth the short-term gain of a great deal to lose your personal dignity and the long-term trust of others.
- The goal for negotiators should always be to create win-win agreements, not take advantage of the other party.
- The best negotiations are those in which everyone feels positive about the results when negotiations are complete.
- Conflict is part of the negotiation process, but negotiations should never be taken so far they personally damage to people.
- At the end of the day, good negotiations are built on trust. Never give your negotiation counterparts a reason to not trust you.
- If you are the most prepared, and know more about your counterpart than they know of you, you are ready to win.
- You have to know when it is the right time to leave the negotiation table, walk away, and wait for the next opportunity.
BEST PRACTICES
- Do not leave anything on the table you can’t.
- Do not overreact to strong emotional display.
- Know when to hold the line and when to give in.
- Try to work for win-win scenarios.
- Be diplomatic in how you represent yourself.
- Know when it is right to give and to take.
- Gain the trust of all involved parties.
- Be aggressive while being well mannered.
- Identify and settle key gaps and differences.
- Don’t be willing to win at all costs.
- Listen clearly to other’s needs and wants.
- Be direct, don’t beat around the bush.
- Find common ground in all situations.
- Think clearly in high- stress situations.
- Present sound and strong arguments.
- Know negotiation tactics and strategies.
- Use facts and data to build your case.
- Show respect for others at all times.
- Don’t be afraid of conflict during negotiations.
- Identify and build upon common interests.
- Try to achieve compromise.
- Know when to walk away from a deal.
SELF-REFLECTION
- Do I represent my organization and myself in the most dignified way, or do I act in ways that could bring embarrassment?
- Do I achieve what I want through dishonest or unethical means, or do I always act and speak with integrity?
- Do I do my homework and plan for every negotiation, or do I enter into negotiations without being fully prepared?
- Do I approach negotiations with the short and long-term perspective in view, or do I sacrifice the future for the present?
- Do I end negotiations that are proving unfruitful at the right time, or do I hold on too long before walking away?
- Do I maintain composure in negotiation situations that are stressful, or do I allow stress to negatively affect my performance?
- Do I approach negotiations looking for win-win outcomes, or do I approach negotiations trying to get what I want at any cost?
- Do I deliver the results my organization needs in negotiations, or do I often fall short of stated goals?
WORDS OF CAUTION
- Don’t be so fixed on winning every negotiation that you don’t back down when backing down is the right thing to do.
- Don’t forgo proper preparation because you believe too much in your ability to talk your way out of anything.
- Don’t sacrifice your personal integrity and dignity by acting unethically, even if it means losing a big win.
- The best sales associates maintain a strong relationship with customers.
- If a deal is “too good to be true” I take it.
- No matter what time of day, I represent my organization well.
- I’m proud to work for this organization.
- I take great pride in the job that I do.
- If our conversation gets “heated” I do not take it personal.