How to Prepare for Your Win Win Negotiation

 

When people think of negotiation, they usually visualize the part where they are meeting with the other party– usually around a big conference table in an imposing board room – making arguments and trading concessions fast and furiously, the tension in the room so thick you could cut it with a knife. Okay, some negotiations can be like that, but if that is all you ever think about you are going to come away disappointed most of the time. The success of that meeting in the conference room actually relies on work you did weeks, maybe even months before. In a word, the key to successful negotiation is Preparation.

You might say, "Okay, but preparation seems pretty self-explanatory. After all, isn’t this simply where you decide what you want and how you are most likely to achieve it?" Well, yes, but effective preparation involves a series of very important factors. At least ten come to mind:

1. First of all, you should define your objectives in general terms. Studies show that successful negotiators identify a range of results rather than fixed points when preparing for a negotiation. Are you going to dig in on a demand for $2 an hour raise, or will you be willing to take a combination of cash and benefits?

2. After that, you also need to decide in advance what constitutes agreement. People are notorious for hearing what they want to hear, especially when they are anxious to just get it over with. Make sure you have a plan for clarifying the final decision, whatever it is.

3. Next, if you are part of a group representing your side, make sure your ducks are in a row before you get to the table. Resolve differences within the team and at least loosely define team roles.

4. Number four is where things start to get a little more complicated. You need to figure out, as well as you can, the strengths and weaknesses of each side. What is your source of power? We will talk more about power in a minute. Also be honest about the limitations or weaknesses of your position. What about these same issues for the other party?

5. Then you are going to need to assess the personal and organizational motivations of each side. What is their underlying set of interests and needs? What are yours? Where are your interests similar to theirs?

6. It may be at this point that you realize you don’t have good answers to some of these questions, which means the next step you need to take is researching any additional information you may need.

7. Number seven is where you begin to analyze trade-offs. What can you afford to trade off? What do you think the other party can afford to give up? If you can, quantify the trade-offs or list and prioritize them.

8. By now you should be ready to decide on a strategy, which is factor number eight. Be sure you include the initial position you take, plus bargaining positions and desired outcome. Make sure to ask yourself, "Are my aspirations high enough?"

9. Factor number nine involves estimating strategies the other party may take. How will you neutralize tactics the other party may use? For a complete discussion of tactics and how to deal with them, we recommend another Baker Audio Program entitled "A Tactic Perceived: Understanding the Tactics of Winning Negotiators."

10. The final step is developing your agenda, along with a plan to deal with their agenda. This will give you a step-by-step plan and a list of options to consider as you begin the face-to-face process.

Every one of these factors is vital to achieving the goals you are seeking in the big conference room. Pay close attention to each one and you will be much better prepared – and much more successful – than many of the other people in the room.

 

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November Negotiation Quick Tip of the Month – Negotiation is NOT Arguing

Without a doubt, negotiating can be a tense, nerve-wracking business. All sides are invested in a particular outcome and a lot of needs – and maybe a career or two – could be riding on the outcome. Therefore, when one side or the other digs into an irrational position or employs an underhanded tactic in order to gain an advantage, it can be extremely upsetting. At this point, the temptation to get personal or make accusations will be very strong. However, once a negotiation becomes an argument, all you have to work with is threats and intimidation; the chance for a Win Win outcome will be lost. Whatever happens next will almost certainly turn out very badly for someone (you, perhaps?). So, don’t take the bait. Instead of arguing, stick to the issues. Refocus the group on the stated goals of the process and get things back on track. Call a break if you must, but don’t start calling names.