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THE INTERNATIONAL NEGOTIATION AUTHORITY
Breaking the Deadlock
If your negotiation is difficult because you are negotiating with a group, try to understand the group structure as quickly as possible. This will help you address the right communication partner in critical moments.
When someone crosses your boundaries, in your professional or private environment, you need to act. The 1-1-1 Formula will help you develop a response.
A list of demands is one of the most important parts of your negotiation strategy. Develop at least ten demands and rank them according to priority.
An agreement should be reached at the very last minute. Don’t commit early and don’t provoke your negotiating partner to commit early, either.
Honouring the agreement
After you’ve come to an agreement, the motto should be: trust, but verify. Write down everything that has been agreed in the meeting and get written confirmation from your negotiating partner. You may have to make inconsequential concessions in this phase to allow the other side to save face.
Threatening your negotiating partner will push them into a corner, and they will start to fight you. Use a warning instead – if the opposite side increases resistance, a warning is an effective instrument to get them back to the negotiating table.
Information forms the basis of every negotiation. It pays to double-check information by using two independent sources. Otherwise, you might work with false information or deliberately be misled by the opposite side.
Decision makers develop the strategy and oversee its execution. They work on the strategy, but not within in. They make the final decision and are carry overall responsibility.
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