top of page
Search


๐ฌ๐ผ๐ ๐ฎ๐ฟ๐ฒ ๐ฎ๐ณ๐ฟ๐ฎ๐ถ๐ฑ ๐ผ๐ณ ๐บ๐ฎ๐ธ๐ถ๐ป๐ด ๐ฎ๐ป ๐ผ๐ณ๐ณ๐ฒ๐ป๐๐ถ๐๐ฒ ๐ผ๐ณ๐ณ๐ฒ๐ฟ.
Letโs be honest: itโs not โjust youโ. ๐ฏ๐ฌ% of people involved in negotiations admit theyโre afraid their offer will be seen as shocking or disrespectful. So what do they do? They soften. They wait for the other side. They hide behind โletโs see your proposal firstโ. And then they complain that suppliers or internal stakeholders โalways anchor too high / ask for too muchโ. Of course they do. You gifted them the steering wheel. ๐๐จ๐ฆ๐ ๐ฌ๐๐ฅ๐๐ฌ ๐ฅ๐๐๐๐๐ซ๐ฌ ๐ฐ๐ข๐ฅ๐ฅ ๐ก๐๏ฟฝ
-
1 min read
ย
ย


๐๐ผ๐ ๐๐ผ ๐ฎ๐๐ผ๐ถ๐ฑ ๐๐ต๐ฒ ๐ณ๐ฟ๐๐๐๐ฟ๐ฎ๐๐ถ๐ผ๐ป ๐ผ๐ณ ๐ฎ ๐๐ผ๐ผ-๐พ๐๐ถ๐ฐ๐ธ ๐ฎ๐ด๐ฟ๐ฒ๐ฒ๐บ๐ฒ๐ป๐?
Yesterday I wrapped up a negotiation in 15 minutes. Target achieved, supplier smiling, team relieved. I should have been happy. Instead, that little voice: โ๐๐ง ๐ต๐ฉ๐ฆ๐บ ๐ด๐ข๐บ โ๐บ๐ฆ๐ดโ ๐ด๐ฐ ๐ง๐ข๐ด๐ตโฆ ๐ฅ๐ช๐ฅ ๐ ๐ด๐ฆ๐ต ๐ต๐ฉ๐ฆ ๐ฃ๐ข๐ณ ๐ต๐ฐ๐ฐ ๐ญ๐ฐ๐ธ?โ This is where most negotiators get it wrong. They do one of two things: 1๏ธโฃ Beat themselves up for days. 2๏ธโฃ Reopen the price and destroy trust. ๐๐ก๐๐ซ๐โ๐ฌ ๐ ๐ญ๐ก๐ข๐ซ๐ ๐ฐ๐๐ฒ. If the deal meets ambitious objectives you defined
-
1 min read
ย
ย


๐๐ก๐ฒ ๐ฆ๐จ๐ฌ๐ญ ๐๐๐ฏ๐ข๐๐ ๐จ๐ง โ๐ง๐๐ ๐จ๐ญ๐ข๐๐ญ๐ข๐ง๐ ๐ฅ๐ข๐ค๐ ๐ ๐๐๐/๐๐๐โ ๐ฆ๐ข๐ฌ๐ฌ๐๐ฌ ๐ญ๐ก๐ ๐ฉ๐จ๐ข๐ง๐ญ
Many negotiation models still taught and shared today were designed for one purpose: helping people understand negotiation conceptually. But, at senior levels, negotiations rarely fail because leaders donโt know: โข the phases of negotiation โข their BATNA โข their ZOPA โข or which โstyleโ to adopt ๐๐ฉ๐ฆ๐บ ๐ง๐ข๐ช๐ญ ๐ฃ๐ฆ๐ค๐ข๐ถ๐ด๐ฆ ๐ต๐ฉ๐ฐ๐ด๐ฆ ๐ค๐ฐ๐ฏ๐ค๐ฆ๐ฑ๐ต๐ด ๐ข๐ด๐ด๐ถ๐ฎ๐ฆ ๐ค๐ฐ๐ฏ๐ฅ๐ช๐ต๐ช๐ฐ๐ฏ๐ด ๐ต๐ฉ๐ข๐ต ๐ฏ๐ฐ ๐ญ๐ฐ๐ฏ๐จ๐ฆ๐ณ ๐ฉ๐ฐ๐ญ๐ฅ. In real executive negotiations: โข Alternatives are u
-
1 min read
ย
ย
bottom of page