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THE INTERNATIONAL NEGOTIATION AUTHORITY
Breaking the Deadlock
The Commander is responsible for the negotiation process. However, neither do commanders take decisions nor do they negotiate at the table.
Many negotiations will see dealmakers and “realmakers” come in at different times. Dealmakers want a deal at any cost, which is often associated with immense risks. Dealmakers therefore need close supervision by the decision maker to avoid surprises.
In some negotiations, a good relationship with your negotiating partner is one of the main objectives. In the preparation phase, one of the questions to be answered is what kind of relationship you would like to have after negotiations have concluded.
Arrogant negotiating oartners
If you’re dealing with an arrogant negotiating partner, use it to your advantage and support their belief to be something special.
There is no negotiation without arguments. However, use arguments strategically – let your negotiating partner speak first to obtain additional information. This will allow you to tactially place your own arguments.
Develop an agenda before entering negotiations. This means you’re in the driver’s seat from the get-go. Never accept the other party’s agenda!
Every negotiation consists of different phases: the affective phase is the beginning of the negotiation. Since each phase has its own rules, it is important that you keep an eye on your stress level at all times.
Breaking off negotiations
Breaking off negotiations doesn’t mean defeat, it’s part of tactics. If there is nothing left to negotiate in your view, end the negotiation and deliberately pave the way for resuming it at a later stage.
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