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Powerful_Negotiation_Tips_A_quick_reference_guide
| Powerful Negotiation Tips: A quick reference guide
If a negotiation is a test, this is the one-page cheat sheet
you're allowed to bring with you. Thorough preparation and
practice are the real keys to success. But a little memory jog
when you're under pressure never hurt either. Below are some of
the most powerful pointers we've discovered. Put them in your
pocket and be sure to read them before your negotiation
1. Your power lies in your walk-away alternatives. Make sure
that you have real, viable options that don't require an
agreement:
… You'll be empowered to support your interests.
… Your confident attitude will compel others to listen to and
meet your interests. They'll realize that they have to if they
intend to obtain agreement.
2. Do not disclose your walk-away alternatives. When you remind
others of the options you have should they not acceptably
satisfy your needs, your commitment to negotiation falls into
question, and the environment becomes hostile. This draws the
attention away from underlying needs, and the climate becomes
less conducive to the development of creative options. 3. Figure
out the walk-away alternatives of the other parties. Knowing
what options they have if no agreement is reached will help you
construct options that are favorable relative to their specific
negotiation. In other words, you'll be able to construct an
agreement that improves on their alternatives fair agreement
without giving away too much. 4. No offer is too high. Any offer
is valid provided you can present objective criteria that prove
each term of the offer fills to some extent the underlying needs
of all parties. 5. Don't react emotionally. When you encounter
tactics intended to intimidate, rush, draw out discussions, or
otherwise derail the focus from underlying needs and mutual
gain, patiently react to the problem at hand: The discussion
needs to be refocused. Draw attention back to substantive
interests and options that fairly address those interests. Use
personal attacks as a signal that it's time to reestablish
everyone's commitment to a mutually beneficial outcome. 6.
Remember that all the needs presented are not of equal
importance. Focus times on building an understanding of which
needs are most likely to influence the outcome. Strive to create
options that satisfy those interests.
7. Listen more than you talk. As a listener, you are gathering
information that can help you figure out which of the other
side's needs must be met for an agreement to be considered
acceptable, and to what degree those needs will have to be met.
Listening gives you the advantage. The better your
understanding, the more flexibility and creativity you'll have
as you create options. Talking gives this advantage to the other
side. 8. Know the authority of each person in the room. Make
sure you know whether or not you are negotiating with someone
empowered to make the final decision. If you aren't, make sure
you present options in such a way that they meet the perceived
needs of the negotiator and the other members of their
organization. 9. Analyze concessions. Look for patterns in the
types of concessions made by the other parties, and be attentive
to the messages sent by your concessions:
… Small concessions give the impression that the bottom line is
not far off. … Large concessions indicate that a lot more can
still be conceded before the bottom line is reached. … Rapid or
large concessions undermine the credibility of the initial
offer. … All concessions teach the lesson that more concessions
will be made. Never make concessions expecting that the other
side will meet your terms on the next issue. On the contrary,
they will expect more concessions.
Remember: When the other side makes a concession on the terms
of a specific issue, it is statistically certain that a second
concession on the same issue can be secured.
10. Never be bludgeoned into splitting the difference. When an
apparent impasse has been reached, splitting the difference is
widely regarded as the ultimate fair solution. But the
suggestion to split the difference is often used to induce
guilt. Guilt is likely to lead to concessions on your part maybe
even concessions that lead to an outcome worse for you than
splitting the difference. Additionally, splitting the difference
rarely results in an outcome that surpasses anyone's
expectations, and it does not ensure that the interests of all
parties are satisfied.
About the author:
Eric C. Gould < http://www.batna.com >. Batna.com is a great
place for tips on becoming a better negotiator. Be sure to
signup for the free newsletter.
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