subject: Improve Your Negotiation Skills With Your Employees [print this page] Improve Your Negotiation Skills With Your Employees
Corporate leaders today report feeling that they must consistently barter to extract complicated agreements from people with power over industries or individual careers. Sensing that theyre in continuing danger makes them want to act fast, project control ( even if they do not have any ), depend on duress, and defuse stress at any cost. The end result could be a compromise that fails to address the real problem or opportunity, raised resistance from the opposite side that makes agreement very unlikely, antagonism that sours future talks, a failure to develop relations based primarily on mutual respect and trust, or an agreement that creates great exposure to future risk. To avoid these risks, corporate executives can apply the same strategies used by well-trained military officials in hot spots like Afghanistan and Iraq. Those in fundamentalist negotiators angle for others perspectives, propose multiple solutions and invite their counterparts to critique them, use facts and elements of fairness to persuade the other side, methodically build up trust and commitments over the course of time and take steps to reform the negotiation process as well as the result.
Get The Big Picture
Avoid
Presuming you have all of the facts : look, its plain that. presuming the other side is biased but youre no assuming the other sides inducements and aspirations are obvious and doubtless nefarious
Instead
Be curious : help me know how you see the situation. Be humble : what do I have wrong? Be open-minded : Is there another way to clarify this?
reveal and cooperate
Avoid
Making open-ended offers : What do you want? Making one sided offers : Id be prepared to. simply agreeing to ( or refusing ) the other sides demands
Instead
Ask Why is that crucial to you? propose solutions for critique : heres a possibilitywhat might be wrong with it?
Elicit real Agreement
Avoid
Threats : youd better agree, or else. arbitrariness : I need it because I want it. Close-mindedness : under no circumstances will I'm in agreement toor even considerthat proposal.
Instead
Appeal to fairness : What should we do? Appeal to logic and legitimacy : I believe this seems sensible, because. Consider component perspectives : how can each of us explain this agreement to colleagues?
Build Trust First
Avoid
trying to purchase a sound relationship Offering concessions to fix breaks of trust, whether real or only understood
Instead
Explore how a breakdown in trust could have occurred and how to remedy it. Make concessions only if they are definitely a legitimate way to provide compensation for losses owing to your nonperformance or broken commitments. Treat counterparts with respect, and act in ways which will command theirs.
Focus on Process
Avoid
Acting without gauging how your actions will be understood and what the reply will be ignoring the effects of a given action for future as well as current talks
Instead
Talk not only about the problems but about the negotiation process : We appear to be at an impasse ; perhaps we should spend some more time exploring our respective objectives and constraints. slow down the pace : Im not prepared to agree, but Id prefer not to walk away either. I suspect this warrants further exploration. Issue alerts without making threats : Unless youre prepared to work with me toward a mutually sufficient outcome, I cant afford to spend a little more time negotiating.
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