Negotiation Skills CLP Negotiation Skills Getting what you want without losing the relationship.

Negotiation Skillswww.goodfoot.co.uk

CLP Negotiation Skills

Getting what you want withoutlosing the relationship


Objectives

Understand the key techniques for formulation of strong business relationships

Prepare and plan negotiations in a structured and professional manner

Understand how to structure a negotiation and maintain control of the phases and the agenda

Have the confidence to obtain the best agreement for the business

Use a range of tools for influence Professionally handle tough negotiation tactics which

are used against us Deal with changing scenarios that require adept,

sensitive and firm negotiation.


Topics

Managing Relationships

Initial Negotiations

Negotiating When Change Occurs


Data Process Relationship

Who are you?

What are our objectives?

What is important to them and us?

What will success do for us?

What is this negotiation about?

What do we both have in common?

What do we both want?

Let’s do it!

How can we worktogether on this?

What would be the best way to

resolve this?


How people make decisions

logic emotion

decidejustify


Building a Relationship

=TRUST

likecompetence +

RELATIONSHIP means TRUST TRUST means INFORMATION


Amiable

DriverAnalytical

Expressive 10

10

10

10

Logic

ExtrovertIntrovert

Emotion

0


•Bold•Assertive

•Affirmative•Determined

•Cheerful•Spirited•Buoyant•Uplifting

•Clear•Objective•Detached

•Showing no bias

•Still•Tranquil•Calming•Soothing

characteristics


•Aggressive•Controlling

•Driving•Overbearing

•Intolerant

•Excitable•Frantic

•Indiscreet•Hasty

•Flamboyant

•Stuffy•Indecisive•Suspicious

•Cold •Reserved

•Docile•Bland

•Plodding•Reliant

•Stubborn

we can be seen as


•Power dressing•Suits

•Well pressed•To impress•Designer

•Statement•Trendy•Louder

•Brighter colours•Different

•Conservative•Dark suits

•3 piece•Traditional

•Relaxed•Jumpers•Tweed•Casual

•Earth colours

personality dress code


•Look tidy•Impressions•Power desk•Certificates•Equipment

•Famous photos

•Disorganised•Art

•Gizmos•Friends / family•Inspiring quotes

•Very tidy•Spreadsheets•Gant Charts

•Technical photos•No clutter

•Plants•Sofas

•Charity info•Coffee machine•Organised chaos

the environment we create


dealing with Blues-Analytical Be punctual

Plenty of facts and figures Lots of data and research

Product information Statistics

Leave information with them Confirm bookings in writing

Know your competition No social chit chat

Good customer care Find out about their business

No gimmicks


dealing with Reds-Driver Prepare well

Direct questions Be punctual

Plenty of product knowledge Examples

Be professional No social chit chat

Not too many facts and figures May it easy for them by offering service

Give “whats in it for them”


dealing with Greens-Amiable No jargon

No pressure, empathise Be on time

No direct questions More casual approach

Testimonials Not too much data Seek out opinions

Be friendly and sincere Listen

Give them time


dealing with Yellows-Expressive

Enthusiasm Visuals

Be creative Seek out their opinions

Give them more than one option Friendly

Plenty of social chit chat Let them talk Use humour

Not too many facts and figures


Get them to talk

“What is your view of the situation?”

“What are the most important points for you?”

“What is your ideal solution?”

“Why is that important for you?”

“How can I help in the short, medium and long terms?”

“Can you prioritise?”


Managing First Impressions

1. Initial thoughts1. 30 seconds?2. 2 Minutes? 3. 20 Minutes?

2. Timing – pausing / filling gaps / rhythm 3. Avoid vacuity – go beyond small talk4. Get them to talk…they’ll like you more

59%

38%

7%

Tone / Visual / Words


Preparing our approach


Prepare your case

Facts & examples What are their main worries? Options Preventative actions to stop it

going wrong Something for them


Negotiating


Preparation

ObjectivesContext

Power

Arguments Method


What is the past? What is the future? Who are the key

players? What else are they

negotiating?

What is my carrot? What is my stick? What is my

banana?

Context Power

What are the main benefits I am offering?

What are the unexpected extras I am offering?

How am I reducing the risk to enable an easy decision?

Arguments


Method

Hold back from saying what you really want to say… your objective early on is to get permission to say what you really want

Don’t jumpin feet first

POSITION

WHAT they

want

INTEREST

WHY they

want it

Target the other side’s underlying interests

logiclogicemotionemotion


Preparing for Negotiation

DEFINE OUTCOMEWhat will success

do for us?

BACKGROUNDHistory, personalities, relevant

info.

SPECIFY OBJECTIVESIdeal, Realistic, Fallback

BANANA

ASSESS THE POWERWhat is important to them?

What is important to us?

DECIDE STRATEGYHow to build relationship?

Tactics Agenda

PLAN ARGUMENTSWhat are your strengths

and weaknesses?

1.

2.

3.

4.

5.

6.


PlanningIDEAL

REALISTIC

FALLBACK

IDEAL

FALLBACK

REALISTIC

=

!

=

REMEMBER!

Keep the gaps between your positions fairly equal.

Be prepared to justify all three positions.

Don’t be surprised at the gap between their opening position and yours.


When to Walk Away

The Best AlterNative to A Negotiated Agreement

Typical BANANAS:

Someone else you can do a deal with

Option to do without the item being negotiated

Ability to defer the deal to a later date

Alternative solution

ALWAYS KEEP A BANANA IN YOUR POCKET!


Phases in Negotiations

Opening

Signals

Package

Bargain

Agree


Creating Movement

Bargaining

Packaging

Amended Proposals

ClosingContracting

Signals


Creating Movement

SharedInterests

Shared Needs

The P-I-N Triangle

Positions

Interests

Needs


Working Towards Agreement

Important to us Important to both of us

Less important to us and them Important to them

THEIR LEVERS DIFFICULT ISSUES

OUR LEVERSLUBRICATORS

■ Start with the Lubricators

■ Deal with the Difficult Issues

■ Don’t sign off the Lubricators until you have dealt with the Difficult Issues


Building Rapport

You want this person on your side of the bridge.

Do you: Throw a lasso over and pull

them Call them over to your side Meet them halfway across

OR WHAT?Draw yourself standing where

you feel you should.


Rapport Breakers

Talking more than listening

Formal-speak

Parental language

Using “irritators”

Doing their thinking for them

Arguing

Being dogmatic


The Hidden Language of Signals


Signals

Listen out for underlying interests that you can use later as leverage

Never accept a refusal or blockage, test it as a signal

Listen for easy quick hit successes, longer haul topics and no-gos


• “We never admit liability”

• “We could not produce that quantity in that time”

• “It is not our policy to discuss discounts, and even if we did they certainly would not be 10%”

• “Our price for that quantity is £x”

• We are not prepared to discuss that at this stage”

• “These are our standard terms and conditions”

• “We would find it extremely difficult to meet that deadline”

• “Our production line is not set up to meet with that requirement”

• “I am not empowered to negotiate this price”

Sample Signals


Package

link apparent concessions Underlying Interest Low Risk decisions


Bargain

only Bargain near the end show a willingness to move “If ..”


Push or pull?

KUNG FU JU JITSU

You are wrong because … I disagree because … You need to re-think … You don’t understand the

situation … No, that’s not right … You shouldn’t take that approach You haven’t considered … It won’t work because

We are saying almost the same thing …

You are right to point that out, which is why I …

Is your approach achievable within the cost/time constraints?

I think you are clarifying this for me. What if …

I understand and you are right. But what else can we do?

I like that. How about we incorporate that idea.


Awkward People

If People You Then

go quiet on you ask questions. if they refuse to answer, ask them WHEN and HOW an answer will be available

make demands listen, slow down, state that you want to achieve their demands and that to do that you need to ask some questions first

are over friendly and complimentary

smile, be friendly, and return to the business agenda

unpredictable, changing the subject or changing mood

say you are unsure of how to proceed because you are getting different signals

impatient and want a quick decision

say you can give them a quick decision which will partly solve the problem but you’d rather give them a decision that will fully solve the problem


Tips for Breaking Deadlock don’t argue or defend probe on the underlying issues keep stating that you are willing to work out an

agreement change location, people, subject try incentives know your walk away point and call the bluff backtrack and review push for what you can agree on


Handling Objections• empathy• (rephrase)• decide when• general now, detail later• back to agenda

• generalised statement• options• recommendation• next steps

• specifically you seem • worried about...• if I.... could you.... ?

• underlying concern• agree• recommendation• next steps


How to say NO

I understand (pause, not BUT) currently (state facts) therefore (difficult / impossible) I suggest (give 2/3 options) your choice?


Being Tough, Nicely“I understandIn order to achieve that I need…How can you help?”

“Currently the situation is …Therefore it is impossible for me to …What I can do is …”

“What you are asking for requires a re-assessment of our whole position.To move forwards I suggest …”

“I want to be direct and honest with you about what we can and cannot achieve.We cannot achieve X, we can however achieve Y”

“I am prepared to negotiate further and move my position. However, I require movement from you in return.”

“That’s as far as I am willing to go at the moment. I can get back to you with further ideas, or we can perhaps discuss another issue.”

“I can certainly commit to these broad aims, with respect to detail we need to construct a timetable for discussion.”

“I am prepared to consider your requests though I think achieving all of them will not be possible. Can you prioritise this list for me please?”

“I believe we can reach an agreement but we will both have to accept that we have to move our position. To get an agreement I am prepared to move, how far are you prepared to move?”


Some golden rules

1. Uncover real reasons underneath (why why)

2. Ask for things you know they will refuse then ask for something you really want

3. Smile even when you say no

4. Get agreement in principle

5. Listen for BASIS of argument and use it back

6. Collect all requirements before arguing or replying

7. Ask for something more than once

8. Disclose more information to get the moral high ground

9. Be happy with compromise, let them feel they have made you move

10. Trade offs (if I ... will you ...)


Negotiating Bad News

current situation

downside

remedy

benefits

next steps

facts, numbers

impact on them

simple

to them

immediate


Handling Pressure

stay with logic go back to agenda identify what can agree on suggest steps for resolving disagreements seek agreements in principle if attacked personally then address their

criticism as another issue for discussion


Handling Pressure

don’t argue, ask a question !!

If They Then You Say

criticise your suggestion what do you suggest?

change the subject do you agree on the issue that needs solving?

criticise you personally we can either solve this issue or discuss my performance, what do you want to discuss?

say they are not convinced

what do I need to do to convince you of my solution?

say they need you to do xxx

if I do xxx will you back my suggestions?


CLP Negotiation Skills

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Negotiation Skills CLP Negotiation Skills Getting what you want without losing the relationship.

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Transcript of Negotiation Skills CLP Negotiation Skills Getting what you want without losing the relationship.