In times of large influx of information, advanced negotiation skills tend to be increasingly elaborate – and important, especially for those in the procurement department.
Studies, research, persuasion and speech techniques are some of the knowledge a good negotiator should have. But what makes a negotiation achieve the best possible result? Read below!
How to succeed in an advanced negotiation
The American negotiation expert, speaker and author of the book Negotiation Boot Camp: How to solve conflicts, satisfy clients and make better deals, Ed Brodow, explains that, in today’s turbulent commercial climate, the ability to negotiate can make all the difference between failure and success.
Brodow, who is one of the world’s top speakers, lists some important tips for the professional who will go through this challenge:
- Be consistent and don’t be afraid to ask for what you want;
- Know how to listen;
- Gather information and studies before going to the meeting;
- Don’t show you depend too much on a positive outcome;
- Be patient;
- Focus on the best possible outcome and be optimistic;
- Don’t focus on your limitations, but on the pressures from the opposite party;
- Look at the transaction from the other party’s perspective;
- treat everything bilaterally – don’t offer anything without receiving something in return.
Advanced negotiation still requires a number of other practices involving environment, style, communication, relationship and image. Check out – and don’t miss out on the essential skills for the 4.0 shopping manager!
Inform yourself and prepare the environment for the negotiation
Study, planning and preparation of the environment are part of the prenegotiation process. The professional should have clarity of points their targets might bring up, their objectives, possible concessions, limits and, mainly, the negotiated theme and the history of such negotiations.
From that point on, the negotiator may set up an environment and a presentation that are consistent with the process in question.
Learn about trading styles
There are several negotiation styles and negotiators that are defined from studies of the management area. It is necessary to have knowledge about these concepts and to understand which one is more adapted to the negotiator, the subject of the negotiation and the other parties involved.
This understanding goes through a profile identification for the development of the negotiator’s skills.
Several authors in the field of management have already conceptualized different terms for negotiation and negotiation styles. For example, there is the assertive negotiator, who is clearer and more objective when exposing his ideas; the persuasive negotiator, with great argumentative power; the stable negotiator, who is more secure and patient; the detailed negotiator, who only acts after having all the relevant information.
Regardless of the negotiator’s style, it is important that they always put the company’s interests at the forefront, but know how to put themselves in the other person’s shoes to analyze the situation from a different perspective.
A good result is one that offers advantages for both parties involved. Therefore, be aware of the values you have to offer, but know how to recognize what the other is granting so that the transaction is an exchange and starts an assertive relationship.
Be aware of your personal image and brand
The image, posture and behavior of the negotiator are extremely important. Professionals should maintain an adequate visual aspect, and they should know how to control their emotions.
To avoid having an unstable mindset, one should be prepared to deal with anxiety, frustrations and responses, whether they are positive or negative, and use their image, brand and style as gaining differentials. The negotiator must impose confidence, demonstrating these characteristics.
A valid tip is to study Personal Branding and invest in this personal marketing practice, which teaches the professional how to manage their career as if it were a brand.
Build relationship networks and invest in communication
A Good negotiation also depends on strong relationships and long-term thinking, according to conflict management expert John G. Shulman. Working collaboratively can be the key to building lasting relationships.
Having a good relationship also involves the practice of communication, which must be clear, assertive and work through its complete flow – emission, message and reception. When acting in cross-cultural environments, communication must be bidirectional, based on trust, expressing interest in the culture of both parties and with respect to the contributions of those involved.
Plan a better alternative to the agreement
There is a concept developed by two great negotiators, William Ury and Roger Fisher, in the bestseller “Getting to Yes”, which must be taken under consideration when the negotiation between the parties is paralyzed due to a deadlock.
BATNA stands for Best Alternative to a Negotiated Agreement. The concept explains that it is possible to overcome the obstacles and move towards a final result. Planning and observing BATNA helps the negotiator to have power during the decision-making process.
Ideally, we should already foresee possible deadlocks in order to identify them more easily when negotiating. After that, it is necessary to map the consequences (burdens and bonuses) of possible alternatives to the agreement and understand the position of the interested parties.
Knowing how to use the advanced negotiation techniques can be decisive to reach the best results for your company. To be up to date with the latest news too, which is why Soluparts is always providing rich information to update professionals and improve processes.
With that in mind, we are offering an infographic with the latest updates on Incoterms – international terms of trade. Download it and always be well informed!
