{"id":3381,"date":"2018-12-12T09:21:54","date_gmt":"2018-12-12T09:21:54","guid":{"rendered":"https:\/\/www.stl-training.co.uk\/b\/?p=3381"},"modified":"2023-12-31T01:55:58","modified_gmt":"2023-12-31T01:55:58","slug":"managing-negotiations-trusted-relationships","status":"publish","type":"post","link":"https:\/\/www.stl-training.co.uk\/b\/managing-negotiations-trusted-relationships\/","title":{"rendered":"Managing Negotiations; For and Against"},"content":{"rendered":"

Managing Negotiations, for and against<\/em><\/strong><\/p>\n

\u00a0<\/strong>An entrance of objectivity<\/strong><\/p>\n

\"Tips
negotiation training uk<\/a><\/figcaption><\/figure>\n

You have called a meeting on the pretext of discussing price. You understand win\/win, you have a plan set in place. You are confident your fall-back point is strong. To entertain any notion of losing is what the other <\/em>guy does. \u00a0As you walk into the board room the \u2018competition\u2019<\/em> are seated in prayer over laptops. There are four of them and only one stands up. The other three pretend not to notice. The win\/win is to build the foundation of a lasting business relationship. Trust is what you are looking for in any negotiation<\/a>\u00a0(and an\u00a0emotional intelligence in the workplace training<\/a> can also come in handy!)<\/p>\n

Your plan, as agreed by the Operations team, is to initiate a partnership so your company products can reach the biggest consumer base. For the right logistics company it would be a lucrative partnership. Consider, you have offered to do all the work on publicity, production, quota\u2019s and packaging. They simply have to guarantee logistics, customs and insurance at a fair price. Your fall-back point is that there is one other partnership which is on offer from a much younger and smaller company. One that sounds eager for new business.<\/p>\n

What isn\u2019t said?<\/strong><\/p>\n

He stands and walks to you, extends his hand and in a loose grip turns your hand over. He places the other hand on your elbow. He gently pats your shoulder, looks you in the eye and offers a welcome with a non-committal smile. You may have a feeling of intimidation. A sense you are out of your depth. It is not the start you imagined.<\/p>\n

He ushers you to the other side of the table. You pull out your chair and feel like they are lined up against you. You undo your jacket and give a nod to each as one-by-one<\/em> they are introduced. He immediately advises you that their time is limited. You shrug as he points out that he doesn\u2019t see how the compromise you have asked for on shipping costs is possible. He also advises there is no room to move on the one-off deposit required to signal commitment. A deposit is not a typical standard for the industry.<\/p>\n

He catches the way you look at the three intense executives on their machines and nods, suggesting that they have many clients to attend too. He also reminds that time is limited and that it would be good to agree on these conditions and get the next stage of the logistics on the table. You now have an issue with trust. If this is what the company is like at the negotiation table what will they be like to deal with as a long-term partner?<\/p>\n

Its all about the win!<\/strong><\/p>\n

The over bearing body language<\/a>. The handshake, the pat on the shoulder. The us-against-them seating. The disinterest of the other three. The over-powering false importance of the laptop and the suggestion they have many clients to deal with. The initial comments that time is important. The position of their interests first and foremost. The conditions that are set out. You may be asking yourself who exactly is the client here? The poor choice of dialogue and props.<\/p>\n

In this position you would use their objection to see how serious their need for business is. Time is limited. You latch onto it and take control. No need to rush, this is much too important to be limited by your availability, you are obviously stretched at the moment<\/em>. It is a strong move to focus on time being the issue. You push for a far more flexible attitude. If not today at this meeting, then why don\u2019t we decide when a decision should be reached? Let\u2019s pick a time which suits you better.<\/em><\/p>\n

You have made up your mind<\/strong><\/p>\n

Maybe you push the chair back from the table, giving yourself room. Maybe you pull out your phone and check for messages. Your silence after such a statement will be intolerable.\u00a0 He may lean forward onto his elbows trying to reengage. You cross your legs and get comfortable. His next statement should confirm what you already knew, they are here to get a signature on a lucrative deal for them. You can flash a smile as he comes forward onto an elbow, his other hand on his waist.<\/p>\n

It\u2019s all about trust<\/strong><\/p>\n

Negotiation is a dynamic playground of planning, adaptability and a science of people skills. You know what you want, you have the win\/win sketched out. You have your fall-back position. You will observe the body language, check the tone of voice, listen for statements that lead or confine you. You see the distractions and implications that are suggested. Your dialogue is consistent – what\u2019s-in-it-for-them<\/em>. The secret is to keep one small compromise you have until trust takes shape. Then when the deal is on table give them something that elicits trust. An enthusiasm that says yes, we are open for business that builds networks<\/a> and proactive relationships. Its all about a love for doing great business. It just depends on what does a great business mean to you?<\/p>\n","protected":false},"excerpt":{"rendered":"

Managing Negotiations, for and against \u00a0An entrance of objectivity You have called a meeting on the pretext of discussing price. You understand win\/win, you have a plan set in place. You are confident your fall-back point is strong. To entertain any notion of losing is what the other guy does. \u00a0As you walk into the […]<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[633],"tags":[],"class_list":["post-3381","post","type-post","status-publish","format-standard","hentry","category-professional-development"],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/posts\/3381","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/comments?post=3381"}],"version-history":[{"count":7,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/posts\/3381\/revisions"}],"predecessor-version":[{"id":5024,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/posts\/3381\/revisions\/5024"}],"wp:attachment":[{"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/media?parent=3381"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/categories?post=3381"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.stl-training.co.uk\/b\/wp-json\/wp\/v2\/tags?post=3381"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}