| Business negotiations are a fact of life for most | | | | other person's direction, thus improving rapport.o |
| professionals. But there's a world of difference | | | | Create a positive climate. Your goal when |
| between smart negotiation tactics and manipulative | | | | face-to-face with your negotiator is to be |
| ploys. | | | | conversational, relational, and energetic. Body language |
| Many people mistakenly put too much energy into | | | | should communicate receptivity and a willingness to |
| manipulating others to get what they want instead of | | | | listen to the other person's point of view.o Bring an |
| strategizing to conduct a mutually respectful | | | | agenda both parties can use. This action will subtly give |
| negotiation. We've all seen these manipulative ploys - | | | | you control over the meeting. Get agreement from |
| behaviors designed to throw the other negotiator | | | | your fellow negotiator. Saying something like, "Does this |
| off-guard so he inadvertently agrees to things while | | | | include everything we need to discuss?" will ensure |
| emotionally unnerved. These include maneuvers such | | | | that you are both at the same starting point. If the |
| as deferring decisions to a higher authority to buy time, | | | | other negotiator challenges the content of the agenda, |
| asking for more at the end of the negotiation, artificially | | | | this will be the first part f the negotiation you must |
| raising one's voice to challenge a stated price, or pitting | | | | tackle.o Neutrally obtain information. Ask open-ended |
| offers against those of fictitious competitors. | | | | questions to gain as much information as possible |
| The ethical negotiator resists these shortcuts, and | | | | during the negotiation. At this stage, remain as |
| instead uses a professional and methodical approach. | | | | nonjudgmental as possible. For example, acknowledge |
| Here are nine tips to help you succeed as a savvy, | | | | everything but agree to little. During this phase focus on |
| ethical negotiator:o Plan your strategy. Know ahead of | | | | uncovering the importance of various factors to your |
| time what you want, what you think you'll get, and | | | | opponent. If you know what the other person values |
| what your "walk away" position is. During the planning | | | | and in what order, you will be a better negotiator.o |
| phase, set your aspirations as high as possible and find | | | | State positions. You and your fellow negotiator must |
| out as much as you can about the other negotiator. | | | | state your respective positions, which often means |
| Ask yourself, "What will they likely open with or ask for | | | | talking price. Always get the other person to talk |
| during the meeting?"o List your "bargaining currencies." | | | | dollars first, because it generally gives you a stronger |
| Compile a list of items you may use to bargain with | | | | position. Remember, unless both of you clearly know |
| during the negotiation in order to move the discussion in | | | | the other's starting position, subsequent negotiation will |
| a favorable direction. Currencies can include the timing | | | | be fruitless.o Bargain methodically. Remember that |
| of a final transaction, the support and service required, | | | | giving and getting concessions is part of the process. |
| or the number of units you will take. The longer your | | | | For every concession you give, make sure you |
| list, the stronger your starting position.o Research the | | | | receive one in return. Because most concessions |
| other negotiator. Find out as much as possible about | | | | occur at the end of a negotiation, retain as many of |
| the other party beforehand. Is he/she a forceful | | | | them as long as possible so you can trade at the very |
| negotiator? Does he/she have time constraints on the | | | | end.o Agree in writing. You should write a contract as |
| project? Is his/her company solidly in place or is it one | | | | soon as possible outlining agreements. If the final legal |
| that is still building a reputation? If you know the other | | | | document will take some time, at least get a co-signed |
| negotiator's style you will be able to modify how you | | | | letter of agreement while you await detailed |
| typically communicate in a way that flexes more in the | | | | paperwork. |