Our work and personal lives are filled with negotiations. Some are small negotiations, such as what movie to watch or who should be responsible for washing the dishes. Other negotiations are high-stakes, like major business deals or funding procurement. While losing your movie choice isn’t likely to have a lasting impact, negotiating key business deals can directly affect your organizational...
When you go into a negotiation that has a high probability of being combative, these are the strategies for overcoming those points of contention. In fact, most of the approach stems from ignoring your natural inclinations to right the wrongs, explain the why, and promise to make sure the other side won’t have to experience the irritation ever again.
In a negotiation, having leverage means that you hold a perceived advantage that could give you the upper hand in achieving the agreement you desire.
Okay, so you’ve reached out to a vendor, communicated what you’re looking for, and requested a service-level agreement (SLA), timeline, and price quote. In an ideal world, the proposal you receive would match your desired budget, goals, and expectations. But that’s often not the case.
“Do the homework, and the test is easy.” Dr. Jeff Spencer You need about 63-65 repetitions of use of a skill to build the neural pathway, so its use is comfortable, to put you on the path to mastery. But how? Where can you get your low stakes practice for your high stakes performance?
This is also the #1 way to deal with everyone who wants to suck up your time on the phone, from colleagues to cold-calling sales-people with “Have you got a few minutes to talk?”
The secret to gaining the upper hand in negotiation is to give the other side the illusion of control. If knowledge is power, what you really want to gain is knowledge in the interaction without really giving much information away. Here’s how to flip the control dynamic on it’s head and enjoy the process.
If they’re talking to you, you have leverage. Who has the leverage in a kidnapping? As crazy as it sounds, it’s the people negotiating on behalf of the victim. After all, where else are the kidnappers going to go to get a ransom. Can you apply this to your negotiations?
Bosses reward people they trust and who are effective. And when in doubt? They lean towards those they trust. Here’s how to achieve both.
How do you overcome the objection every time? Live by 2 rules: Treat every stated objection as a counter-offer in disguise – an implied agreement. The stated objection isn’t the real problem. It’s blocking for an emotional one.