“Use ‘SPEAR’ To Negotiate Sales Successfully”

“Use ‘SPEAR’ To Negotiate Sales Successfully”

 

In the sales profession, one has to be very aware of one’s demeanor in the selling process. After all, the selling process is nothing more than a series of negotiations. There’s give and take and the way you give or take sets a pattern for future engagements. The give and take also gives life to what will occur as you delve deeper into your current selling process. The way you position yourself, the image you project, and to whom you cast such projections are major factors in determining the level of success you’ll achieve.

If you want to be more successful in the selling process, you need to use a negotiation checklist to determine how you’ll position, present, and progress the negotiation?

The following information is a set of thoughts that you can employ prior to, during, and at the close of a negotiation. The acronym is “SPEAR” and it represents a mindset you can adopt and employ to be more potent during the selling process.

• Setup

In the beginning of the sale cycle, be cautious when making concessions. If you make concessions too quickly, you’ll create an environment in which a good negotiator will pressure you for more concessions as the sales process progresses. Make your client or prospect feel as though he won something that he had to earn to obtain his gain. The more he feels like he won or earned a concession, the more he’ll find value in it. Balance this thought against the type of individual he is (i.e. easy going, combative, amenable). Thus, if he is easy going, you would not want to make him work too hard to gain the concession he seeks. Do so just enough to make him feel he deserved what he received.

• Perception (whose is best, yours or the other negotiator?)

Prior to meeting with the client or prospect, consider how you wish him to view you and how he wishes to be viewed. His perceptions should be based in part on the type of personality that he possesses. If he takes a win-win, let’s be fair perspective, you should position yourself as an individual of like-mindedness. If he happens to be someone that enjoys the game of negotiations, be prepared to project the image of someone that will ‘give him a good game’, but stake out your boundaries such that you don’t give him the perception that you’re easy.

Another perspective of perception is determining how value will be perceived. Thus, you should attempt to view value through his eyes. If you align your perspective of value in the manner as he, you’ll have a clearer sight for how to entice him to move in one direction versus another. As an example, some people might be moved by the value proposition of, ten for a $1, while others might be moved by ten at $0.10 each. Sometimes, the same can be different!

• Energy

In a negotiation, there’s a flow of energy that pulsates between those involved in the negotiation. The same is true in the process of a sale. In order to keep the energy at a level that is conducive for a good engagement, determine how you will utilize your body.

In using your body as an aide, you can match the pace at which the other person speaks, sit in a similar manner as he does, and mimic his gestures. Some good negotiators will go so far as to breath at the same pace as the other person (all of this is called mirroring – It sets a subliminal mindset in the other person that states you’re like him). By performing such gestures, your level of energy will match your client and the mood will be set for a more positive negotiation.

• Assumptions

Assumptions can wreak havoc on a negotiation, especially when they’re inaccurate. When you have inaccurate assumptions about another individual, you might attempt to address him from a point of view that is not conducive to him viewing your offerings with the intent you expected. All of this can lead to wasted time, effort, and an outcome that’s fraught with despair.

In order to combat such dilemmas, be as accurate about your assumptions of your client’s demeanor, how he behaves in certain situations and what motivates him by building a dossier of his actions and responses over the time you spend with him. Over a long period, such observations will serve you well.

• Rules of Engagement

People like to be addressed based on what makes them most comfortable. When it comes to engaging your client in the process of a sale, sell him based on how he’s made such acquisitions in the past. If he needs reassurances about the outcome, allay his fears. If he needs to be viewed as a conquering hero to his superiors, appeal to his vanity when describing how the outcome of the sale will make him appear decisive and beneficial to his superiors. In essence, engage him in the manner that best suits his needs and sell from that perspective.

When engaged in the process of a sale, you need to utilize as many tools as possible in order to be successful. You must strive to give your client what he desires, wants, and needs, while at the same time achieving your goals. At the intersection of this junction lies the opportunity for more current business and more repeat business in the future. By adding SPEAR to your toolbox repertoire, you will enhance the probability of closing more sales, at a higher price point, and to the satisfaction of everyone involved … and everything will be right with the world. Remember, you’re always negotiating.

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Greg Williams, The Master Negotiator & Body Language Expert

http://www.TheMasterNegotiator.com

“Containment Strategies Resolve Hostile Negotiations”

You can obtain more in life by negotiating better. Discover how to do so effortlessly.

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Negotiation Tip of the Week

# 1060

“Containment Strategies Resolve Hostile Negotiations”

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When you’re involved in a hostile negotiation, what strategies do you employ? Do you attempt to contain the hostility? Every negotiation takes on the characteristics of the people participating in the negotiation. If the negotiators display a demeanor that’s arrogant or mean-spirited, the tone of the negotiation will trend in that direction, unless mitigating circumstances are implemented to prevent such occurrences. At that point, you should implement containment strategies to alter the mood of the negotiation.

To discover how to use containment strategies in your negotiations, continue below.

What are containment strategies …

Containment strategies are tactics used to alter the mood of an irate negotiator and/or a negotiator that purports to be dismayed about a position adopted by the other negotiator. Thus, containment strategies keep a negotiation progressing down a prescribed path.

What constitutes a hostile negotiation …

A hostile negotiation can be depicted as one in which participants exhibit aggressive and antagonistic behavior that’s displayed during the negotiation.

Note: One negotiator could perceive the other as being hostile, while the accused negotiator might perceive his actions as being tough, rough, or  less than friendly, but not hostile. He may not care how the other negotiator feels about the mannerisms he displays while negotiating. If he envisions his actions as being non-hostile, that might depict a mindset that may be more difficult to alter, then someone that knows he’s being hostile and intends to negotiate in such a manner.

What strategies can one employ to contain a negotiation …

You can alienate the negotiator that’s projecting a hostile attitude from the base that supports him. That base would consist of stakeholders that have a vested interest in the outcome of the negotiation. To apply containment in this manner, you must increase pressure on the negotiator’s negative behavior to the point that it becomes too costly for him to maintain such a position. The overlying implication would be, if he continued the negative behavior that he’s displaying, he’ll lose the outcome that his stakeholders would like to achieve. By implying that his actions may kill the deal, you’ll be driving a wedge between him and his support system, thus isolating him. Once you’ve increased the level of discomfort to that degree, he should be prepared to be more amenable to your offers.

Another form of containment can come in the form of good cop, bad cop. This scenario is accomplished with your negotiation partner adopting the good cop (easy to get along with) or bad cop (difficult to deal with) role. Whichever role he adopts, you adopt the opposite role. The bad cop acts indignant and very antagonistic. If you’re playing the good cop role, at some point, excuse the bad cop from the room and offer alternative positions that the other negotiator may not find as favorable as he’d like, but he should perceive your offer as being significantly better than the bad cop. Given the two choices, the other negotiator will be more apt to accept your offer.

Containment from a defensive position …

One strategy that’s been around for centuries is the ‘attack from a defensive position’. It entails positioning your opponent with an enticing verbal and/or nonverbal position, from which he has to respond from an attacking perspective. By placing him in such a position, he becomes the one that has to go on the defensive.

Some negotiators are very adept at utilizing this tactic to alter the course and flow of the negotiation to their advantage. To guard against such occurrences and provide containment, anticipate how the other negotiator might employ this tactic and be prepared to rebuke it. In essence, be prepared to pull a double defensive move, his being the first and yours being the second.

The world looks a lot better from behind a smile. When negotiating, if you cannot get the other negotiator to manifest a smile and display a non-hostile demeanor, attempt to contain his aggressiveness. The better you are at resolving hostile negotiations, the further your negotiation efforts will take you. In so doing, more successful negotiation outcomes will await you … and everything will be right with the world. Remember, you’re always negotiating.

 The Negotiation Tips Are …

• Some people fail to see an opportunity, until it no longer avails itself. By utilizing containment strategies, you afford the other negotiator a glimpse of the positive outcome he could achieve, if he alters his demeanor to one that is more cooperative.

• By using containment strategies in your negotiation, you’ll enhance the probability of achieving your goals, while controlling the flow of the negotiation.

• Used correctly, containment strategies will save your mental state of mind.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Negotiation Secrets Resolve Conflicts”

Click here to learn how you can “Negotiate Your Way To Riches”

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Negotiation Tip of the Week

# 1050

“Negotiation Secrets Resolve Conflicts”

 

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What skills do you employ when trying to resolve conflicts? The answer should be, the same skills you use when negotiating.

Conflict resolution is a subset of negotiation and thus, the better you are at negotiating, the better you’ll be at resolving conflicts. The information that follows gives insight into how you can enhance your negotiation and conflict resolution efforts.

 Listening:  

1. 1. In any negotiation, when attempting to resolve conflicts, really understand the other person’s perspective and assess the basis for the conflict.
   2. Consider the source of the other person’s motivation that stimulates his beliefs, thoughts, and desires for the outcome he’s striving to achieve. Seek to understand his perspective at an intellectual and emotional level. Ask open-ended questions (i.e. questions that require more than a yes or no response) to solicit insight as to why he holds such beliefs to be valid.
   3. Ascertain who and/or what the source of his beliefs, thoughts, and desires are that’s generating the outcome he seeks. If you determine that there’s a vast conflict between the position you hold and his, cite sources from references that he believes to be credible, in an attempt to sway his viewpoint.

Patience:

1. 1. Prior to responding with a rebuttal, be sure you understand the gist of the other person’s position. Let him talk. The more he talks, the greater the opportunity to glean additional insight and information about his mindset.
   2. Watch rhetoric, yours and the other individual. Words have meanings and some words may convey thoughts that are   different from the intent you meant. Be sure to use words that the other person understands and applies in the same manner as you intended for him to perceive.
   3. If you are slow to respond to questions, you give the impression that you’re reflective. Answer a question too quickly and you could give the impression that you’re being flippant. Strike a balance between the two modes, based on the situation at hand.

Use of language:

1. 1. Once you understand the other negotiator’s perspective, assess the viability of his beliefs, based on the verbiage he uses. Some words, such as, “I believe” versus “I know” or “I’m sure of”, conveys the degree to which he believes his thoughts to be accurate. In observing the manner in which he uses words, you’ll be able to peer into his beliefs and begin to determine the level of commitment he has for the outcome he seeks.
   2. If you cannot oblige the outcome the other person seeks, explain in language that he can understand (use words he uses) why you can’t oblige him.
   3. Avoid using inflammatory language. An ill word cast at an inappropriate time, will deflate the conversation and most likely, create a more negative environment.

Tone and pace of voice:

1. 1. Align the tone and pace of your voice to the situation and strategy you’ve adopted. If the situation calls for a display of empathy, display it. If on the other hand, it’s more appropriate to allow the timbre of your voice to convey a more steadfast position, display that demeanor. Unless it’s part of your strategy, don’t be backed into a position you can’t, or don’t want to defend.
   2. Keep in mind, a good thought/plan delivered with the appropriate demeanor can soften rejection, or enhance acceptance.
   3. Try not to interrupt the other person when he’s speaking. Take note of how long he delivers his position and be aware of when he starts to repeat himself. Regardless of whether the other person starts to pontificate, don’t over talk him.

Just because you silence a man doesn’t mean you’ve converted him. In order to gain benefits from the resolution of a conflict, you must delve deep enough into the psychological mind of the other individual to emotionally and intellectually understand his perspective. You must know what holds sway with him; in order to do so, you have to experience his reality. Once you’re able to comprehend his perspective, you’ll be prepared to offer a solution to his situation. If the intersection between what you’re capable of delivering and what he needs intersects, success will lie at that junction … and everything will be right with the world.  Remember, you’re always negotiating.

 The Negotiation Tips Are …

• A conflict is nothing more than disparate positions. Never become mentally burdened as the result of a conflict. Understand the source of it before attempting to address it.

• In our everyday lives, we participate in conflict resolutions. If you take note and utilize some of the same tactics and strategies you employ in your negotiations, you’ll enhance your ability to resolve conflicts.

• Resolve in your mind that you’ll reduce tension in your personal and business life, by enhancing your communications with those you encounter. Become more adept at conflict resolution.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Don’t Be Psychologically Manipulated When Negotiating”

Discover the psychological reasons why men and women negotiate differently. Click here!

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Negotiation Tip of the Week

# 1045

“Don’t Be Psychologically Manipulated When Negotiating”

Do you become psychologically disadvantaged when negotiating? Are you aware that smart people do dumb things, because they’re psychologically manipulated when negotiating? Do you know how such psychological manipulation occurs and how to prevent it from happening to you? If you’d like to insulate yourself from ploys that can lead to psychological discourse in your negotiations, observe what follows.

The following five points are a few reasons why some people are roused when negotiating. Heed this insight to prevent psychological manipulations from being forced upon you.

1. Lack of negotiation strategy: Anytime anyone enters into a negotiation without a strategy as to how they’ll possibly achieve their goals, they enter the negotiation unprepared. Before entering into any negotiation, take the time to develop a strategy that can lead to achieving the goals of the negotiation.

2. Lack of discipline: Know your exit points in a negotiation, what should trigger those points, and don’t be manipulated by becoming emotionally tied to a position, or involved in the negotiation to the point that you can’t exit. You can be drawn deeper into a negotiation, due to your zeal to achieve the goals of the negotiation. Know when to stop and do so at the point you’ve set.

3. Time as a factor: Be aware of the pressures time places upon you in a negotiation. Always remember, the more time you invest in a negotiation, psychologically, the more you’ll become engaged and want to see the negotiation to its conclusion. You may be motivated psychologically to do so, even if it means you commit acts that are detrimental to your negotiation position.

4. Image: In a best-case scenario, you should desire to negotiate in an environment that’s conducive to your style and manner of negotiating, and one in which you can be viewed as influential. To the degree you’re viewed with reverence, you’ve already begun to create a subliminal impression from which you can be in command of the negotiation.

5. Combativeness: When engaged in a negotiation, some negotiators allow their egos to become inflated. In doing so, some fall into the trap of being manipulated by either thinking the only way to win is by defeating the other negotiator. Thus, they overlook possible situations in which compromise may lie. Such thoughts can be stimulated by the belief that they’re not viewed by the other negotiated with the deference they deserved. So, they adopt a, “I’ll show you” mentality. Always remember the cliché, “He who fights and runs away, lives to fight another day”. Don’t be caught by this psychological dilemma. By doing so, you’ll avoid the possibility of expediting your demise.

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Several problems occur when people are mentally distracted and distressed in a negotiation. One, they lose their ability to be rational and two, they risk becoming lulled into an almost hypnotic state of mind. To prevent from becoming mentally frenzied, and engaging in irrational behavior that doesn’t support your negotiation position, be objective and reflective when negotiating. Don’t be lured into the traps mentioned above … and everything will be right with the world. Remember, you’re always negotiating.

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 The Negotiation Tips Are …

• In any negotiation, know with whom you’re negotiating, how badly they want/need what you’re offering, and assess their tenacity to approximate how long they may stay engaged in the negotiation to obtain their goals.

• When negotiating, always leave a mental proverbial back door open in case you suffer a mental collapse. If need be, escape through it. Don’t become a psychological slave to mental insanity.

• To avoid psychological dilemmas, never get caught up in a tizzy and fail to execute your negotiation plan. Always strive to control your emotions.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Dead-End Negotiations Aren’t Useless”

Bestselling Book - "Negotiate: Afraid, 'Know' More"

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Negotiation Tip of the Week

# 1035

“Dead-End Negotiations Aren’t Useless”

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Are you aware of when you’re headed for a dead-end in a negotiation? If you recognize the signs that could lead to a dead-end early in a negotiation, you can save lots of time, energy, and headaches, by knowing when to exit and knowing how long to stay engaged to reap the benefits. Don’t consider ending the negotiation, just because it could be headed for a dead-end. You can still learn something from the negotiation.

Dead-end negotiations can be very frustrating, if you’re not aware of where a negotiation is headed before it hits a dead-end. To maximize the benefits from a dead-end negotiation observe the following:

Before the negotiation:

• As with every negotiation, set your goals for the negotiation in the planning stage. Create a strategy addressing the possibility of not reaching a successful outcome. As part of the strategy, determine what benefits you can receive by engaging in the negotiation, even though you know it may meet an untimely demise. Prioritize the benefits, so you’ll have a readymade ‘hit list’, when it’s time to maneuver out of the negotiation.

During the negotiation:

• During the negotiation, as soon as you sense you’re headed for a dead-end, at that point determine what is salvageable and beneficial to you. Take note of what might entice the other negotiator to concede items you can take from the negotiation.

• Try to comprehend why the other negotiator is not engaging in the negotiation in earnest. Based on your assessment, you’ll gain insight into how much time and effort you may wish to invest.

• Heighten your awareness of the possibility that a negotiation is headed for a dead-end, when more of a negotiation’s discussion revolves around conversations not related to the matter at hand. The more prolonged the non-pertinent discussion strays from the purpose of the negotiation, the greater the possibility the negotiation outcome will not meet your expectations. (Note: Be aware, in some cultures, it’s customary to have an extended exchange of personal information and interaction before starting the ‘real’ negotiation. While such endeavors can be time consuming, the getting to know you process is essential in adding to a more sincere exchange of information.)

After the negotiation:

• Seek insight as to what the real intent of the other negotiator’s efforts were for the negotiation. Ask yourself, what purpose was served by drawing you deeper into a negotiation that was either intended, or trended towards a dead-end. Consider what the other negotiator may have learned about your negotiation style and can use against you in the future. Assess what you learned about him, too.

When you’re negotiating and you realize your efforts are not going to bear fruit, you can still benefit from the exchange that occurs in the negotiation. Even though you will have exposed how you might react to a certain stimulus in a negotiation, hopefully, you will have gained insight that you can use, too. Try not to expose more of your demeanor than the benefits you get … and everything will be right with the world. Remember, you’re always negotiating.

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 The Negotiation Tips Are …

 

• In any negotiation, attempt to control as much of the process as possible. To the degree you control the negotiation process, you’ll be better positioned to thwart efforts created to draw you into dead-ends.

• Be aware of when a negotiation may be headed for a dead-end. If you decide to remain engaged, determine what you wish to receive for your efforts (i.e. insight into how the person negotiates, strategies/tactics used, etc.). Get what you can, and then disengage.

• When confronted by the potential of a dead-end negotiation, be cautious of the amount of time you invest. Also be mindful of the mindset you maintain, once you sense a dead-end.  Don’t let your mental guard down and be dragged into an unwanted position.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Seven Steps To Negotiating Successfully”

 

Click here to discover how you can win

more negotiations and get more out of life!

 

 

Negotiation Tip of the Week

# 1025

 

“Seven Steps To Negotiating Successfully”

 

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When you negotiate, do you use a system? Do you haphazardly jump into a negotiation without any planning or thought for what you might do if you hit roadblocks? In order to negotiate successfully, good negotiators prepare before a negotiation.

The information that follows outlines seven steps you can use to negotiate successfully.

1.   Gather Background Information:

• When gathering background information, include the style, values, ethnicity, culture, demographics (younger negotiators on/using twitter, facebook, Linkedin, and their way of communicating, versus those that are slower to use these mediums) and other information that’s pertinent to that particular negotiation session.

2.   Assess your arsenal of negotiation tactics and strategies:

• The more you’re aware of how to use the appropriate tactic with the appropriate strategy, applied at the appropriate time, the more options you’ll have and be able to execute during the negotiation.

3.   Create Your Negotiation Plan:

• Consider the overall strategy you’ll use for the negotiation. Break strategies into tactics. Assess possible strategies the other negotiator might employ. Take into consideration the use of red herrings (Note: Red herrings are items that have little to no value to you that you position as having value, but items that possess real value to the other negotiator). Also consider how you might apply pressure to points (leverage) throughout the negotiation.

4.   Engage in the Negotiation Process:

• Observe body language and mannerisms. This can be done in person, via the phone, and in writing (e-mail, etc.). Note the style in which the other person negotiates (i.e. friendly (let’s get along), reserved (I’m not quite sure how this is going to go and I’m apprehensive), hostile (I’ll show you mine, if you show me yours – the only way for me to win is for you to lose – I’m in the driver’s seat; it’s my way or the highway).

5.   Closing the Negotiation:

• Be on high alert for the conclusion of what you think is an agreement, serving as the next phase of the negotiation; in some cultures, this is a common practice. If you’re unsure of the other negotiators sincerity, put deliverables into phases of the negotiation.

6.   Conduct a Postmortem:

• Dissect the negotiation. Assess what went right – What could have been improved upon – What you learned from that negotiator about negotiation styles – What lessons should be taken forth into other negotiations – What went wrong – Why did it go wrong – What could you have done differently – What prevented you from using a better tactic/strategy to allow you to gain control of the negotiation).

7.   Create Negotiation Archive:

• Create an archive of your negotiations and store them in a repository. Set up keywords to cross-reference sections, tactics, and strategies in your negotiation write-ups, to be used for the extraction of quick ideas and serve as a resource, for future negotiations.

Whether you’re a negotiation neophyte or a seasoned professional, by using the platform of the “Seven Steps To Negotiating Successfully” as your negotiation foundation, you’ll be considerably ahead of the other negotiator … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• When negotiating, seek advantages that allow you to exploit your strength, but don’t disparage the other negotiator in your enthusiasm to obtain victory.

• When a negotiation outcome is less than expected, learn from the experience. Commit to getting better. Increase your knowledge of how to use the right tactic, with the right strategy(s), aligned with the right situation.

• Make sure you observe and control your biases when assessing the person with whom you’ll be negotiating.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“To Win Negotiations Consider Exclusivity”

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Get the book. Click here.

 

 

Negotiation Tip of the Week

# 1020

 

“To Win Negotiations Consider Exclusivity”

 

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When negotiating, what strategies do you employ? In the appropriate situation, do you vie for exclusivity in your negotiations? Negotiating in an exclusive manner isolates you from others that might be competitors.  Thus, negotiating in an exclusive mode is a powerful negotiation tactic.

This Negotiation Tip highlights a tactic that you can use to exclude others from a negotiation and from negotiating against you.

The Environment For Exclusivity To Work:

In order for the exclusive negotiation tactic to work, the other negotiator has to be in a position where he needs what you have and is 100% sure you can deliver upon that need, quickly. There has to be a time constraint factor attached to your offer that leaves the other negotiator with few options to consult with others about your offer (i.e. you don’t want another source to be able to make a counteroffer).

The Set Up:

The attempt to effect this tactic can occur prior to and/or during a negotiation. To position yourself correctly, observe the other negotiator’s negotiation efforts to conclude a deal. In general, the more information you have about the party with whom you’re negotiating, the better your position. In this case, the more information you have, the more your position improves, significantly!

Timing And Presenting Of The Exclusive Offer:

In order for this tactic to be effective, its delivery (offer) must be timed to coincide with an almost desperation mindset of the other negotiator. Your offer should be prefaced with a statement such as, “if I agree to accept your offer, will you accept mine without any counteroffers or offers from others?” If the reply is yes, you’ve accomplished the proper positioning for this tactic to work. Then, depending on the offer made by the other negotiator, you can accept or decline it. In either case, you’ve eliminated other negotiators from participating in the process.

Potential Problems:

In order for the exclusivity tactic to work, you must set your offer up so it prevents others from negotiating against you. Such efforts may require patients, proper timing, and a sense of desperation in the mindset of the other negotiator. If any of these factors are out of alignment, your chances of successfully implementing this tactic will be greatly diminished.

One way to insure you win more negotiations is to exclude those that would negotiate against you. If you want to win more negotiations, utilize the exclusivity tactic in your negotiation efforts. You’ll be rewarded with more winning negotiation outcomes … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• Never be overly greedy when negotiating. Even when you’re able to exclude others from negotiating against you, make sure the other negotiator is very satisfied with the deal.

• Exclusivity is a powerful negotiation tool. Seek its use when possible to improve your negotiation outcomes.

• By observing the body language of the other negotiator and interpreting it accurately, you can gain insight into his mindset. By utilizing that factor, you can perfect the timing of your exclusive offer.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Good Faith Negotiation Bargaining Can Lead To Losing”

 

 

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more negotiations and get more out of life!

 

 

Negotiation Tip of the Week

# 1015

 

“Good Faith Negotiation Bargaining Can Lead To Losing”

 

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Bargaining in good faith can lead to losing a negotiation. There can be several reasons why this occurs.

In some societies, good faith bargaining means bargaining to a perceived point, only to back out of the deal in the end, for a more favorable outcome. Such tactics can be very frustrating to deal with, if you’re not aware of what is occurring.

Making sure that someone negotiates in good faith can be like nailing Jell-O to a wall, difficult. It can be akin to you thinking that both you and the other negotiator are negotiating in good faith, according to perceived decorum, only to discover later in the negotiation that the other negotiator has a different perception of what good faith negotiation is. Worse, because of the demeanor he portrays, you can become unsure as to the character with whom you’re negotiating, which can cause anxiety to seep into the negotiation.

You can employ strategies to shield yourself from these tactics. The following are ideas and suggestions you can employ to thwart such efforts.

1.    In some societies and cultures, the perception of good faith negotiation is very open to interpretation. Thus, there can be a wide chasm between the manner parties interpret what good faith negotiation means. Understand what the definition of good faith is when you negotiate. You can get insight based on the past negotiation habits of the other negotiator.

2.    To assist in keeping the other negotiator bound by what his commitments are during a negotiation that stretches over an extended time, negotiate in modules and insert short-term deliverables into your agreement. Collect the deliverables when you’ve completed a module, before moving to the next one.

3.    If your negotiation efforts become strained, due to what you perceive to be less than good faith negotiation efforts, seek leverage by identifying ‘points of influence’ to which you can apply pressure’; it can be in the form of entities that have a stake in the outcome of the negotiation, or another source to which you can summon. In essence, get others that have an interest in the outcome of the negotiation to influence the other negotiator.

If you sense the other negotiator will not negotiate in good faith, invest as little time in the negotiation as possible. In the end, you don’t want to be dragged into a quagmire that will only turn out to be wasted time and effort. Save yourself from such disasters … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• Try to never enter into a negotiation, when you’re unsure of the negotiation customs and habits of the other negotiator.

• If there’s a question to what good faith negotiation is, get the other negotiator’s perspective and observe to what degree he moves from that perspective during the negotiation. His movement will be an early warning signal, if he begins veering off the path of, good faith.

• If the other negotiator refuses to abide by the covenants of a negotiation, exploit his points of weakness, in an effort to nudge him back in the right direction.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“To Succeed When Negotiating Use Questions Strategically To Go From Despondency To Euphoria”

 

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“To Succeed When Negotiating Use Questions Strategically …

To Go From Despondency To Euphoria”

 

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When you negotiate, do you use questions strategically, to go from despondency to euphoria? During negotiations, some negotiators become despondent, because they don’t know how to answer questions.

During a negotiation, your emotional perspective and the way you respond to questions determine the flow and outcome of the negotiation. If you wish to become more adept at negotiating, you must use questions to control the flow of the negotiation.

Become better positioned to achieve successful outcomes in your negotiations, by considering the following information.

1. How should you respond to questions and control the flow of the negotiation?

• To control the flow of a negotiation, only answer questions that are pertinent to your position. If a question is posed that could support your position, but you feel it might be the source of potential friction, consider acknowledging it with a gesture and ask that it be put aside until another phase of the negotiation. If the question is not appropriate to advance your position, don’t lend credence to it. Ignore it. You can use a shrug of the head, or some other nonverbal gesture, to dismiss it.

2. Use questions to answer questions, as a way of directing and controlling the flow of a negotiation.

• Another way to alleviate your despondency when confronted with questions is to respond by asking a question (e.g. Question asked of you – What’s the per unit cost? Your response – Is the per unit cost important to you?). If you have control of the negotiation, the other negotiator will be obligated to answer your question, while forgoing a response to his own. While he’s answering your question(s), you’re gathering more information and controlling the flow of the negotiation.

3. Use body language to convey your questions succinctly and with authority.

• In order to have your question(s) perceived with authority, be sure your body language is synchronized with the manner by which you pose questions (e.g. If a question is meant to put the other negotiator in a somber mood, consider presenting your question in a manner that represents such a demeanor. In essence, don’t smile if you’re trying to make the other negotiator experience dread, unless you’re attempting to be sinister.)

If you want to experience the euphoric feeling one has when reaching a successful negotiation outcome, enhance your abilities to use questions as a strategic negotiation tool. Once you acquire the skill to direct the negotiation with questions, you’ll increase the positive outcomes of your negotiations … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• The ranges of emotions experienced in a negotiation are tied directly to how you answer and ask questions. Answer questions with this thought in mind.

• Negotiators experience a wide range of emotions, promoted by the questions posed. In order to become a better negotiator, learn to use questions strategically.

• By posing and responding to questions strategically, you decrease the potential for despondency and improve your chances of reaching a successful outcome.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

Arrogance Can Cause Zeal To Be Added To Negotiations

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Negotiation Tip of the Week

# 1005

 

“Arrogance Can Cause Zeal To Be Added To Negotiations”

 

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When negotiating, how do you respond to arrogance? Do you use arrogance as a ploy in your negotiations? When arrogance is infused into a negotiation, it can add zeal to the process. It can also cause the negotiation to wander into unexpected territory.

When confronted by arrogance, some negotiators shrink, while others become emboldened. To contemplate the usage of arrogance in a negotiation, and how to combat it, consider the following factors.

Weighing the use of arrogance as a strategy:

In the planning stage of your negotiation, ask yourself if being arrogant will achieve the advantage you’ll seek during the negotiation. If the answer is yes, play the role of someone that’s arrogant. If you feel uncomfortable playing such a role, don’t fret. In a negotiation, everyone plays a role. Just be sure to consider the mental makeup of the other negotiator. If you’re not sure how such a stance will be perceived, avoid using arrogance as a strategy.

Using arrogance as a ploy:

When confronted by arrogance, some negotiators will become meek and easy to maneuver, while others will become hardened in their position and immobile.

If the negotiation is not progressing significantly, and the other negotiator is someone that withers at the sign of authority, you may consider using arrogance to influence the progression of the negotiation. With this type of individual, you’ll more than likely receive little pushback about your persona. If on the other hand, you’re dealing with a strong willed individual and your negotiation position is tenuous, you may consider being more tolerable in your persona and exchange of information.

Combating arrogance:

Negotiating with arrogant people can be daunting. At times, you may have the desire to become combative. Such an emotion can cause you to lose focus on your strategy for the negotiation. When dealing with arrogance in a negotiation, recognize it for what it is and don’t be influenced by it. If you’re using arrogance as a ploy, be sure it’s the appropriate tool for the task you’re trying to accomplish.

When used strategically, arrogance can be the catalyst that progresses a negotiation towards the point of completion more expediently. On the other hand, if it’s misused, it can serve as the catapult that sends the negotiation to unexpected places. Just make sure you observe the influence that the use of arrogance has on the negotiation and be prepared to adjust quickly, if you’re not receiving the expected outcome you seek … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• When negotiating, don’t be pushed into becoming a living corpse, if arrogance becomes a strategy used against you. Have a plan prepared to combat such tactics.

• If you negotiate in a team environment, don’t become the protagonist against someone that’s being arrogant, unless you’ve predetermined that’s the best course of action to adopt.

• When using arrogance as a ploy never put yourself in a position that requires you to back down. If you have to back down, exact a toll from the other negotiator to do so.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.