Click here to Download The Negotiation Book PDF Book by Steve Gates Language English having PDF Size 4.4 MB and No of Pages 232.
Negotiation is a necessity, a process, and an art. It evokes complex feelings that many seek to avoid and yet it is fundamental to how business gets done and takes place millions of times a day around the world. If you can take control of yourself, your values and prejudices, your need for fairness, and your ego, you may start to realize the best possible outcomes in your negotiations.
The Negotiation Book PDF Book by Steve Gates
|Name of Book||The Negotiation|
|PDF Size||4.4 MB|
|No of Pages||232|
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About Book – The Negotiation Book PDF Book
The biggest challenge here is not in educating you in how to be a better negotiator, but motivating you to change the way you think about negotiations and yourself. Of the many thousands of negotiation workshops I have provided at The Gap Partnership, the greatest change I see clients make is that of selfawareness.
Learning about negotiation is an exercise in self-awareness because understanding yourself and what effect a negotiation can have on you, enables you to accommodate the pressures, dilemmas, and stresses that go with it. Self-awareness helps us to recognize why we do the things we do and the effect this has on our results.
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Values such as fairness, integrity, honesty, and trust naturally encourage us to be open. Personal values have their place within any relationship but business relationships can and often do exist, based on diff erent value sets. Values are usually deep-rooted and many people feel very defensive about them, as if their very integrity was being challenged.
The point here is that they are not right or wrong. I am not suggesting that eff ective negotiators have no values – we all do. However, in negotiation, when you are involved in a process, what you do and what you are need not be the same thing. Th is is not about challenging who you are, but it is about helping you to change the things you do.
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If you want to remain loyal to your values during negotiation there is nothing wrong with this. However, others may not be as faithful to theirs, which could leave you compromised. In other words, if you choose to be open and honest by, for example, sharing information with the other party and they decide not to reciprocate, guess who will gain the balance of power?
And how appropriate is that? Where natural economic laws, such as supply and demand, result in people doing business with each other, a cooperative relationship can help to create greater opportunities but it is not always critical. Trust and honesty are great corporate values: they are defendable and safe.
Especially when you have a business involving hundreds or thousands of people buying or selling on behalf of one business. Th ey also help promote sustainable business relationships. However, in a negotiation, these values can be the root of complacency, familiarity, and even lazy attitudes that end up costing shareholders money. The Negotiation Book PDF Book
I remain a strong believer in collaborative relationships but with the emphasis on optimizing value whilst ensuring the best interests of all involved. Th e art of negotiation can be learned and applied, but you must have the self-motivation for change and the ability to be fl exible. Th is is not just about being tough or being prepared.
It is fi rstly about being motivated by the prospect of creating value and profi t from well-thought-through agreements. You should therefore recognize that your past performance is no indication of your future performance, especially as every negotiation is unique, like every basketball or football game. So, the fi rst challenge is you. It is people who negotiate; not machines, or companies.
We all have prejudices, values, ideologies, preferences, pressures, objectives, and judgment, as will the other party in your negotiations. So one part of our journey will involve you understanding why your greatest challenge in negotiation is yourself and how, by nature, you naturally see the world from your perspective rather than that of others. The Negotiation Book PDF Book
The simple process of an exploratory meeting, patience, and seeking to work with someone rather than to assume and then impose ideas on that person, is key to understanding how others see the world and what their objectives are when you are both selling and negotiating. As an eff ective negotiator you need to be able to understand the dynamics of any situation from “inside” the other party’s head.
Without this insight, you will remain in a state that we at Th e Gap Partnership call “being inside your own head,” which is a dangerous place to be during negotiation. If you really want to negotiate eff ectively, you fi rst have to get your thinking this way round. During 2015 Facebook progressed a strategy of building relationships with publishers including the BBC, Bild, NBC news.
And The New York Times, amongst others. Th e concept (called Instant Articles) attracted nine publishers who committed to provide news information to Facebook. Th is in turn attracted audiences to their own monetized solutions, of which they were able to keep 100% of those revenues. The Negotiation Book PDF Book
It was apparent to the publishers that Facebook were in fact competing with Yahoo, Google, and Twitter, securing exclusive social media feeds. Th e negotiations resulted in the publishers taking control over which stories appeared and ensured that, by embracing social media, their own online business model would not be undermined.
The agreement facilitated by Facebook sought to build on the mutual interests of those involved, focus on the longer-term picture, and measure success through the synergy and strengthening this would bring to their own users. Th e win–win agreement had only been made possible because of the collaborative approach this engendered.
In his book Th e Undercover Economist , Tim Harford explains how the cost and value of a cup of coff ee can vary and why the average commuter is prepared to pay a premium for a cup of coff ee at the train station or airport when time is a premium and supply and demand are in favor of the well-positioned coffee kiosk. The Negotiation Book PDF Book
Although you may be a regular customer of the kiosk as you rush to the offi ce, and may have become loyal to a particular brand of coff ee as a result, your relationship is not a partnership. Indeed, the balance of power as a result of supply and demand is still fi rmly in favor of the strategically positioned coff ee kiosk. Your ability and your motive to negotiate in public over a few cents is removed.
Reciprocity ensures that if one party becomes competitive, the other party will mirror this behavior and, as a result, both will fi nd themselves being drawn into positional arguments that become counterproductive. It is your humility that will allow the other party to “win” the argument as they concentrate on the climate and maximizing the total value of the deal from their perspective.
Ultimately, it is not you who is important; it is what is best for the relationship and for the agreement. It’s not about competing or about how you feel. Humility requires the removal of personal emotional considerations other than the need to maintain mutual respect with your focus on the agreement. Th e skills associated with managing climate are well documented under behaviors later in the next chapter. The Negotiation Book PDF Book Download
Humility is what sits beneath the behavior. It is a trait that allows you as a negotiator to focus on the quality of the agreement rather than being preoccupied with personalities and personal agendas. Although it carries risks, having the confi dence to admit that you don’t know something (where your credibility would not be completely ruined), being open to ideas without appearing influenced.
And making the other party feel important are all indicators of humility in play. It’s alright not to know all the answers. It is knowing what questions to ask and demonstrating integrity and gravitas that allows those with humility to build the appropriate relationship for the more interdependent deals.
Because every action attracts a reaction, trained negotiators work as hard at calculating how you will react to certain actions, and which signal to send that will most likely infl uence you during your negotiations. No matter how many tactics, strategies, or variables are in play, it is people who make the decisions and it is people you need to understand; in particular, how you both behave in the heat of the moment. The Negotiation Book PDF Book Download
Unlike an engine, which is mechanically predictable and responds each and every time to the push of a throttle, negotiation and, importantly, people are less predictable. Negotiation requires an attitude of mind based on self-discipline and self-control of emotion. What makes good negotiators into Complete Skilled Negotiators is that they not only execute negotiations using skills, tactics.
And strategies but also recognize the attitudes and emotions, hidden or otherwise, that play a part in shaping the outcomes. It is emotional control, that allows for clear decision making. Behavioral control, mental control and emotional detachment are all needed to get inside the other party’s head.
You can never assume the reaction you are going to attract when tabling a proposal, especially when it’s not one they are expecting. So the “E” in “E factor” is, you guessed it, for emotion. It is a conscious state that allows you to manage, use, manipulate, understand, and control it. Many negotiation decisions in business are still emotionally infl uenced, even during sizeable complex deals. The Negotiation Book PDF Book Download
I’m not suggesting that deals take place without careful diligence or clear criteria and analysis. What I am suggesting from observation is that during negotiations, proposals and considerations are not always dealt with in the objective manner you might expect. Emotion and ego, as well as enterprise, have a signifi cant role in infl uencing how decisions are taken.
Th e trust and respect that you build in your relationships allow for discussion and the opportunity to build agreements. Your energy can then be spent on the deal rather than on positioning and managing the emotional needs of those involved. Between 9 o’clock and 12 o’clock this relationship state provides the ideal place to maximize value.
Some negotiators say they want to work in a partnership and yet behave tactically back around at 6 o’clock. Th ey may even start to introduce demands that they don’t even want. Why? Because they are still attempting to provide you with the satisfaction of negotiating the demands off the table. The Negotiation Book PDF Book Free
Like most tactics, this can be transparent and can prove detrimental to your interests, especially if you need to maintain trust and integrity for the relationship to work. It can also result in the discussions being emotionally charged and most likely result in transactional agreements yielding less value.
Th e king is not as mobile as the other pieces. If your king is in check, you will always be vulnerable no matter how many pieces you have on the board. Th erefore, your job is to protect your king, to ensure that the other party does not gain access to them. In negotiation, your king is your boss and it is not in your interest to expose your boss directly to the other party.
Otherwise you could find yourself in a compromised position. Th ere is a famous mantra preached by buyers: “another level, another percent.” Th e buyer will negotiate hard with their counterpart and then try to escalate to the next level to get that extra percent concession, and then escalate again for another percent and so on. The Negotiation Book PDF Book Free
Th is is where one party sets out to form an anchor (an opening position taken up by one party from which they will move but such movement will come at a price). Th e aim of anchoring is to adjust the expectations of the other party providing an extreme and yet realistic opening position. Movement becomes relative to the anchor.
If you open with your position first and are able to get the other party talking about it, even if this means them rejecting it, it is your position that becomes anchored in their mind. Unless they make a counter-offer. Often they become so preoccupied with attacking your position, they forget all about their own position.
Opening statements are designed to manage the aspirations of the other party. Th ey are usually used as a statement in the form of an assumed fact. Th e idea is to test an assumed position of power by eff ectively telling them that, whilst you are in a position of “indifference,” they are under pressure to conclude the deal with you.