Concede Properly to Get More From Every Negotiation

When you negotiate, are you aware of how you make concessions? Are you aware of the impact concessions have on the flow of the negotiation? Do you develop a strategy for how you'll make concessions prior to entering into a negotiation?

When you negotiate, one of the best barometers you can use to get insight into how a negotiation is flowing is the manner in which concessions are requested and made. Great insight can be garnered from this observance, because the demeanor and style of the negotiators can be gleaned. In so doing, negotiators can gain insight into when requested concessions are sincere, or being used for positioning in the negotiation.

When negotiating, some negotiators concede too quickly, while others concede too slowly. With some negotiators, asking for what they want is easy, while with others, asking for what they want can turn into a long laborious drawn out process. Nevertheless, asking the other negotiator for concessions and assessing the probability of receiving them is easy to determine, but you have to know how to do so in order to achieve the goals of the negotiation. There are inherent opportunities embedded in a negotiation in the creation, allocation, and timing of concessions. In order to maximize those opportunities, requests for and the allocation of concessions have to be implemented properly. The following ideas highlight the manner in which concessions are used to achieve better results when negotiating ...

Set the stage: Camera, lights, action

Before entering into the negotiation, complete the perfunctory phase of gathering background information on the other negotiator. From this process, you'll gain insight into her style of negotiating and how dogmatic she might be when requesting concessions. After that process has been developed, create two lists. On one list, assemble concessions the other negotiator may want from you and those that you may want from her. On the second list, amass concessions you could easily give the other negotiator, which would not weaken your negotiation position and those she could readily give to you. Compare the two lists and look for items that overlap, which would not degrade your negotiation position. Rank those items as 'ones'.

Next, assess the probable concessions that might be requested of you which would introduce severe anxiety and stress into the negotiation. Place a ranking of 'ten' on them; in essence, those concessions are potential 'deal breakers'. For the remaining concessions, rank them as 'fives'.

Now you have a three tier ranking system. Those probable concessions ranked 'ones' can be easily given away during the negotiation. Nevertheless, in so doing, make a 'big deal' out of making the concession and give praise to the other negotiator for being able to extract them from you. Then ask for something in return. Every time you give, make sure you get something in return.

Those concessions ranked 'fives' should be conceded with more caution and with more 'flare', than the 'ones'. You should also give the appearance of being more deliberative prior to making a concession. The concessions ranked 'ten', well let's just say, hope they won't enter into the negotiation, less you pray. Nevertheless, if the 'tens' enter into the negotiation at an early stage, ask that they be tabled (set aside) until a later point in the negotiation. From there, build momentum by agreeing on more minor points during the negotiation, looking for opportunities where you can 'give away' some of your 'ones'. Determine as you progress through the negotiation when it might be appropriate to 'give away' 'fives', but do so more judiciously; make the other negotiator work harder than she did for the 'ones' to receive them. At this point, you're allowing the other negotiator to sense the fact that getting concessions from you will become increasingly more difficult.

Be sensible to your senses:

Be mindful of where you are in the negotiation process. In the same manner in which you're creating your list of concessions, and thus have created a plan by which to implement the appropriation out of those concessions, your negotiation partner, if she's a savvy negotiator, will have done the same on her side. It therefore behooves you to know where you are in the negotiation, in order to get insight into when the timing is appropriate to make concessions.

Sense when you're close to exceeding the other negotiators patience when making requests for concessions or just standing your negotiation ground. Depending upon the flow of the negotiation, one way to get more is to give 'something' the other negotiator wants before she asks for it. When you want to signal that you're near the end of being amenable when asked for concessions, respond more slowly than you might have when making prior concessions. By doing so, you'll send a silent nonverbal signal that will speak voluminously about where you are on the mental scale of making concessions.

When it comes to negotiating, never be fearful of asking for what you want. In the end, the reason you're negotiating is to maximize the position you had prior to the negotiation. In order to maximize the outcome of the negotiation, make sure you pace your requests for concessions of the other negotiator, and strive to create a win-win negotiation environment. By doing so, you'll always achieve more from every negotiation ... and everything will be right with the world.

The Negotiation Lessons are ...

· In a negotiation, the manner in which you make concessions sets the tone of the negotiation. In order to set the right tone, be aware not to make concessions too quickly and seek something in return when doing so.

· There are different ways to play the concession 'game'. Observe how the other negotiator makes concessions by taking into account her body language when doing so and you'll gain insight into how she wishes to set the stage for the negotiation.

· The uses of concessions are wonderful tools to achieve a win-win appearance in a negotiation. To achieve such, develop and utilize the appropriate strategy, matched to the manner in which the other negotiator makes concessions, and you'll be positioned to maximize the negotiation.

Greg Williams - The Master Negotiator http://www.TheMasterNegotiator.com http://www.YourEmergingSmallBusiness.com Article Source: http://EzineArticles.com/?expert=Greg_Williams

Best Practices in Negotiation - Reviving Dead Deals

Negotiations break off for several reasons:

(1) Parties deadlock, digging into positions that settle like wet concrete.

(2) Parties grow impatient, feeling the game isn't worth the effort.

(3) Personalities offend.

(4) External events trump the proceedings, i.e. (9-11, stock market crashes).

(5) Deadlines are reached, without results.

So, the question occurs: How can we revive deals once they seem to die?

Presuming there's merit in the undertaking, how do we get back on track?

One of the best starters is to let time pass. Give yourself and the other party some breathing room.

During the interval it is very likely both of you will transition from feelings of indignation and self-righteousness to remorse.

"Gee, it's too bad we couldn't work SOMETHING out!" will become your attitude. By itself, this is a very positive mood to be in, because you'll feel inclined to resume and to recoup if there is at least a slight feeling of loss.

Next, make the gesture of calling your counterparts, or better yet, if it's practical, try to bump into them or knock on their door.

Express GRATITUDE for their time invested in the past discussion, and mention you feel badly that you couldn't try a little harder to work something out.

Then, stop talking and simply listen.

Typically, if there's even the faintest hint of a pulse in the deal, your counterpart will agree with you. It's too bad talks broke off.

And at that very moment, you are on the threshold of resuming your negotiations. It may take just one more statement or question to get up and running:

"Want to pick up where we left off?"

"Something occurred to me that I wanted to share with you. I think it makes a difference."

"I was a stickler on such-and-such a point, and I don't really think it's that important to me."

"I think I may have figured out how to give you what you need."

Take your pick or mix and match these phrases. What's paramount is that you're interacting again, and communications are flowing.

Having let time heal and provide you both with perspective, and after making the first move to break the silence, you're well on the way to bringing negotiations back to life.

And who knows? You both may benefit more than before because you experienced the intermission.

Dr. Gary S. Goodman is a top speaker, negotiation consultant, attorney, TV and radio commentator and the best-selling author of 12 books. He speaks professionally and conducts seminars around the world, including his original program, "Best Practices in Negotiation." He can be reached at gary@customersatisfaction.com.

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What If Our Tower Becomes So Tall That it Topples Upon People? What Are People?

It was when I was out for an early morning run, or more a jog nowadays, that the following thoughts came to me for a letter, or even a brief short concise article.

The Royal Bank of Scotland had just announced massive losses, and we were being informed of long established Banks and Financial Institutions crumbling and collapsing across the world.

It is not so much a financial collapse as the disappearance of morality and Christian foundations on which many of these banks and institutions were originally founded. The consequences of greed and mismanagement and corruption, and misleading people to take on more debt than they could ever repay, has led us into a crisis from which we will take years to recover and some may never recover.

There are those who are carrying such a burden of guilt that the only way out for some may be to commit suicide, which is really self-murder.

If you know of anyone who, if only for a brief moment contemplates suicide, do whatever you can to help or get help to that individual. Help is available and suicide is never the answer, no matter how enormous the problem or how heavy the burden.

What was the nature of the words that came to me? Let me get back to that letter, because it deals with the root cause of the current crisis: SIN! This picture demands a different type of leadership to emerge.

Imagine the scenario in some financial boardroom. My thoughts were centred on the Royal Bank of Scotland, and I have been a customer with that bank for over forty years.

Come, let us build a tower. Let us build the biggest tower that has ever been built. We will get bricks from other places. We will acquire other banks so that our bank will be the biggest and tallest in the world.

Our tower will be taller than anyone else's and we will make a name for ourselves.

What will we call our tower? What about calling it Babel? No, that has been done before.

I know. We will take away these three strong words and call it RBS! We will put these letters everywhere: on rugby pitches and race tracks and tennis courts and everyone will recognise our tower.

But what if it becomes too tall and it topples upon people! People? What are people?

Our concern is the tower.

Sandy Shaw

Sandy Shaw is Pastor of Nairn Christian Fellowship, Chaplain at Inverness Prison, and Nairn Academy, and serves on The Children's Panel in Scotland, and has travelled extensively over these past years teaching, speaking, in America, Canada, South Africa, Australia, making 12 visits to Israel conducting Tours and Pilgrimages, and most recently in Uganda and Kenya, ministering at Pastors and Leaders Seminars, in the poor areas surrounding Kampala, Nairobi, Mombasa and Kisumu.

He broadcasts regularly on WSHO radio out of New Orleans, and writes a weekly commentary at http://www.studylight.org entitled "Word from Scotland" on various biblical themes, as well as a weekly newspaper column.

His M.A. and B.D. degrees are from The University of Edinburgh, and he continues to run and exercise regularly to maintain a level of physical fitness.

Sandy Shaw
sandyshaw63@yahoo.com

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