International Negotiation Skills How to get the best from your partners

? Getting to a Deal US THEM Impose a solution Bully them Persuade them with logic Beat them with data Getting a Deal Sell the benefit Beg them/Appeal Bribe them Compromise Find creative options Negotiating a Deal Trade Bargain

Mastering the Art of Movement Canning

A Game With Different Rules?

Course Aims To give you a tool box of selected skills we don’t tell you what’s right, we help you to choose what’s right ‘in context’ To offer a structured way to prepare using ‘The Negamid’ To give you the chance to practice the skills with ‘benchmarked’ scenario simulations To give you expert feedback without fear or favour and with video!

? Scope of Approach Long-term partnerships Relationship is key ‘One shot deals’ Long-term partnerships Medium-term relationship Relationship is key ‘Win-Win’ ? Let them win just enough ‘Win-Lose’ ‘Screw them it’s war!’

Negotiation Process: Macro Flow e e e exchange explore eliminate

The Negamid Deal Them Us Talking Tactics/Targets Aims and Strategy transients Tactics/Targets Aims and Strategy C h a r a c t e r s constants C o m p a n y C o m p e t i t i o n Them Us C u l t u r e

Culture Symbols Behaviour Language Values Attitudes Assumptions

The Canning ‘FAB 5’ Approach Facts Attitudes Behaviour Preparatory Truth Relationships Time Communication The Human Condition Facts Attitudes Behaviour Experiential

The Five Dimensions of Culture Relationships Communication Time Truth Human Condition Culture

What is your Current Cultural Mind-Set? Canning I think they are strange What you have to understand about them is … It is dangerous to generalise There are cultural differences. It’s important to understand them See the individual. Empathise, seek out the common ground The ‘right’ mind-set

Canning Negotiation Survey

Canning Negotiation Survey

Canning Negotiation Survey

Canning Negotiation Survey

Competition Who are they? What are they doing? What are their strengths/weaknesses How can we know more?

Company What do we know about them? How can we know more? What are their real interests?

Characters Who are they? How do they see you? How can we know more? What are their interests?

Is your next move in line with your strategy? Aims and Strategy Is your next move in line with your strategy?

Targets Your Target Their Target Entry Point Exit Point Issue Trades

Prepare to manage the movement Targets Issue Target Entry Point Exit Point Negotiation Range High Low X Agreement Range X X X Prepare to manage the movement

The Key Tactical Questions Assessing the Power Balance BATNA Preparing the Key Questions Planning Agendas Identifying the Variables. Determining the Bargaining Range Widening the Scope Timetabling

Power Balance Who needs who most?

BATNA ‘No deal’ is better than a ‘bad deal’ At what point does the deal make no sense?

Prepare the Key Questions What is your current capacity?

Agendas Don’t get lost … … manage the issues Get the full picture

Identify the Variables, Determine the Bargaining Range Prepare for Movement Identify the Variables, Determine the Bargaining Range Prefer Want Need

Widen the Scope (‘Big Pot’)

Timetabling What, When, Who, Where?

The ‘Live’ Skills Use small talk Question Manage agendas Go in ‘high/low’ Trade, don’t give Keep things open – nothing is agreed until everything is agreed SOPHOP Summarise Catch what’s good for you, turn what isn’t Widen the scope – explore don’t reject Don’t be bulldozed Take time-outs Watch the body language Be ready to close

Small Talk – Go Fishing DAN

Ask Questions Questions are winners!

Use Agendas Don’t get lost!

Go in ‘High’/’Low’ and Manage the Movement High risk/return Low risk/return

I’ll open the book, if you show me the figures Trade, Don’t Give I’ll open the book, if you show me the figures

Nothing is Agreed Until Everything is Agreed All we have to discuss now are the service and warranty aspects… We got a deal! Can’t wait to tell everyone!

Soft On People, Hard On Points

Summarise Better to check than guess The Welsh translation says: ‘I'm not in the office at the moment. Please send any work to be translated.’

Catch What’s Good for You, Turn What Isn’t We’re glad you like the proposal We like your proposal but we cannot work with Nigel White What kind of person would you like to work with.

Widen the Scope Explore, don’t reject

Give Yourself Time ‘Let me sleep on it’

Take Time-Outs A break is better than breakdown!

The Finns are well known for expressing their emotions ... Watch the Body Language The Finns are well known for expressing their emotions ... frustration depression joy anger delight hilarity

Closing the Deal Summarise with ‘Conditional Hook’ and presumptive close

Why Do People Co-operate? Principle of Liking Principle of Reciprocity Principle of Authority Principle of Social Proof Principle of Consistency Principle of Scarcity

Managing the Meeting How many We need to do you need? talk about time. How much does it cost? I need to leave early.

Managing the Meeting Exchange Explore Eliminate Small Talk Business update Central Message Agenda 1 2 3 4 ? Probe, explain, summarise, and move on ? ? ? Package negotiation ‘If we could would you …?’

Teamwork Prepare as a team Roles, not only functions Signals? Verbal linking Body language

Dirty Tricks Avocado Straw Man Phantom Boss Trojan Horse Good Cop/Bad Cop Poor Man Deadline Bandit Door Knob

Behaviour hard on the person on the point soft Canning

Behaviour hard the giver on the person on the point soft Canning

Behaviour hard the loser on the person on the point soft

Behaviour the caveman hard on the person on the point soft Canning

Behaviour hard the winner on the person on the point soft Canning