Business Solution Series: Great Negotiating Skills (Business Solutions)
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Top 5 Negotiation Skills Training Tips
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Never Tell a Lie, Be Nice, and Consider the Timing
Use those that you do not care much about as leverage in negotiating to achieve your priorities. Also, identify the attributes you bring to the table.
For example, in joining a practice, you may have special training that the practice needs or you may be fluent in a language spoken by a large percentage of its patients. If you will be negotiating with several people, identify the person who is the authorized decision maker.
Asking questions about their competition and why they want to work with you -- what's in it for them -- builds your negotiating counterpart's motivation. However, even integrative negotiation is likely to have some distributive elements, especially when the different parties both value different items to the same degree or when details are left to be allocated at the end of the negotiation. We were looking for somebody who was really able to adjust to our particular needs and the Imperium team showed that capability to the fullest. Negotiation is a rather complex interaction. Our Digital Platform has you covered if you prefer remote access. They desire to control their environment, and do so by solving problems and meeting challenges.
Now that you've done your homework, what about actually negotiating? Here are some techniques to help you when you sit down with the other party. To help you stay focused, remind yourself of your own objectives. To a great extent, power is a matter of perception. You may feel at a disadvantage when negotiating with a more powerful individual, but keep in mind that you would not be negotiating unless you have something the other party needs.
Be humble but know your options. Although it is a good strategy to find areas to agree on first, avoid waiting too long to bring up points you know might be significant. Both sides tend to keep those issues tucked away because they are painful and a bit hard. But you want to bring it up early. This has to be part of the resolution. Be wary of talking too much. By listening more than you talk, you will uncover information and attitudes that can help you understand the other party's concerns and interests. Paraphrase others' statements in your own words.
This lets them provide clarification or correct misinterpretations. In addition, you will often hear an elaboration on a point that will help you find out their needs and how to meet them. As a clinician, you are likely already familiar with the significance of nonverbal cues. Noting gestures such as these can be helpful in negotiating: Never negotiate when you are angry.
Be aware of your own hot buttons, and do not rise to the bait if someone pushes one of them. Similarly, help the other party stay cool. When identifying potentially touchy points, refer to them objectively rather than assigning ownership. Seek to clarify an issue and evaluate the nature of the disagreement before exploring solutions to it. Discussing solutions before the problem is fully defined can lead to trouble later because there might have been premature agreement on a problem that was not really fully understood by both parties.
Although you have researched alternatives and know what someone else might be offering you, discuss the current deal on its merits. Do not compare it openly with other offers you have. Other offers you may have are your backup—your BATNA—if you can't reach a satisfactory agreement in the current negotiations.
Ultimatums are especially dangerous early in the negotiating process. In negotiating an employment contract, compensation is an area in which you can sometimes gain what you want by deferring it to the second year. This shows that you are thinking long-term and also conveys confidence that the practice will be happy with you. Do not let any of the leveraging points you identified earlier go unexpressed during negotiations.
As you prepared, you thought about the attributes you have that they want. Now is the time to bring them up. Data and literature convey authority. Have reports on hand that back up your negotiating points, such as salary surveys. If you want to work part time, for example, bring articles that discuss the success stories and the benefits that such arrangements can offer. Those people negotiate softly and often end up acquiescing. Other people are great at building rapport, but the moment the conversation turns toward price and terms, all of that rapport disappears.
They make a conspicuous switch from conversation mode into negotiation mode. Understanding your default signature helps you know what you're working with. This is a particularly critical step toward growth as a negotiator, because there's one thing you can guarantee when it comes to negotiations: Every time you negotiate, you'll be there. You can't ask yourself to leave the room when the negotiations start. So get to know your own personality, style, and preferences. If you want help figuring this out, you can use the exercise that we used in our class this weekend: Two participants role-played a negotiation while a third party watched and gave feedback afterward.
One of the most powerful things you can do in a negotiation is draw out why the other party wants to make a deal. You can do this by asking questions and building negotiating roots.
For example, if you're buying services from an IT vendor, try saying something like, "Tell me about your IT services. I get email offers for IT services all the time. How are your services different from the services they're offering? Asking questions about their competition and why they want to work with you -- what's in it for them -- builds your negotiating counterpart's motivation. It's human nature that in any negotiation, one party will be eager and the other will be reluctant.
Principles and Tactics of Negotiation
Now that might not be true every time, but it's probably true 80 percent of the time. And let me tell you: I hate gambling, but give me 80 percent odds, and I'll hit Vegas and play the tables all day. You just have to throw down when you've got those odds. So, assume that your negotiation will be like most others: It will have an eager party and a reluctant one.
And, if you use these three tactics, you can be sure that you're the reluctant one. Just by taking on the role of the reluctant party, you can actually force your opponent to take on the role of the eager party.
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Sure, there are about a hundred others that I would follow up with. But if you have only the time, inclination, and energy to learn a few strategies, these five tactics will give you the biggest return on your investments of time and attention. What's the best possible outcome?
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Let's say you're negotiating to sell a product, service, or company -- what's the most you could realistically go after?