0. CLP Negotiation Skills
Getting what you want without
losing the relationship

1. Objectives
Understand the key techniques for formulation of strong business relationships
Prepare and plan negotiations in a structured and professional manner
Understand how to structure a negotiation and maintain control of the phases and the agenda
Have the confidence to obtain the best agreement for the business
Use a range of tools for influence
Professionally handle tough negotiation tactics which are used against us
Deal with changing scenarios that require adept, sensitive and firm negotiation.

2. Topics Managing Relationships Initial Negotiations
Negotiating When Change Occurs

3. Data Process Relationship
Who are you?
What are our objectives?
What is important to them and us?
What will success do for us?
What is this negotiation about?
What do we both have in common?
What do we both want?
Let’s do it!
How can we work
together on this?
What would be the best way to resolve this?

4. How people make decisions
logic
emotion
justify
decide

5. Building a Relationship
RELATIONSHIP means TRUST
TRUST means INFORMATION
TRUST =
competence +
like

6. Logic Extrovert Introvert Emotion 10 10 10 10 Analytical Driver
Amiable
Expressive 10 10 10
Emotion

7. characteristics Bold Clear Assertive Objective Affirmative Detached
Determined
Clear
Objective
Detached
Showing no bias
Cheerful
Spirited
Buoyant
Uplifting
Still
Tranquil
Calming
Soothing

8. we can be seen as Aggressive Stuffy Controlling Indecisive Driving
Overbearing
Intolerant
Stuffy
Indecisive
Suspicious
Cold
Reserved
Excitable
Frantic
Indiscreet
Hasty
Flamboyant
Docile
Bland
Plodding
Reliant
Stubborn

9. personality dress code
Power dressing
Suits
Well pressed
To impress
Designer
Conservative
Dark suits
3 piece
Traditional
Relaxed
Jumpers
Tweed
Casual
Earth colours
Statement
Trendy
Louder
Brighter colours
Different

10. the environment we create
Look tidy
Impressions
Power desk
Certificates
Equipment
Famous photos
Very tidy
Spreadsheets
Gant Charts
Technical photos
No clutter
Plants
Sofas
Charity info
Coffee machine
Organised chaos
Disorganised
Art
Gizmos
Friends / family
Inspiring quotes

11. dealing with Blues-Analytical
Be punctual
Plenty of facts and figures
Lots of data and research
Product information
Statistics
Leave information with them
Confirm bookings in writing
Know your competition
No social chit chat
Good customer care
Find out about their business
No gimmicks

12. dealing with Reds-Driver
Prepare well
Direct questions
Be punctual
Plenty of product knowledge
Examples
Be professional
No social chit chat
Not too many facts and figures
May it easy for them by offering service
Give “whats in it for them”

13. dealing with Greens-Amiable
No jargon
No pressure, empathise
Be on time
No direct questions
More casual approach
Testimonials
Not too much data
Seek out opinions
Be friendly and sincere
Listen
Give them time

14. dealing with Yellows-Expressive
Enthusiasm
Visuals
Be creative
Seek out their opinions
Give them more than one option
Friendly
Plenty of social chit chat
Let them talk
Use humour
Not too many facts and figures

15. Get them to talk “What is your view of the situation?”
“What are the most important points for you?”
“What is your ideal solution?”
“Why is that important for you?”
“How can I help in the short, medium and long terms?”
“Can you prioritise?”

16. Managing First Impressions
Initial thoughts
30 seconds?
2 Minutes?
20 Minutes?
Timing – pausing / filling gaps / rhythm
Avoid vacuity – go beyond small talk
Get them to talk…they’ll like you more
Tone / Visual / Words
59%
38% 7%
KNEW SOMEONE WHO WAS A REAL BORE – ALWAYS NEGATIVE RESPONSES. YOU GRAVITATE AWAY FROM THEM.
So what do you do then? Not much. Do you play golf? No, not really. What’s you’re favourite sport? I quite like all of them….COULD BE A GREAT AND INTERESTING PERSON, BUT NOT WORTH THE TIME TO FIND OUT
What does 55 – stand for? And what are the implications of this? SMILE A LOT IN THE FIRST 30 SECONDS AND ASK ONE OR TWO OPEN-ENDED QUESTIONS. AND BE ANIMATED!!!
Think of people at parties you really like – often friendly and charming, but also they let you do a lot of the talking
Don’t get nervous if you cannot get into conversation straight away – it’s catching and everyone can sense it. Just be cool, but concentrate on relaxed body language and active listening – it will help you get in anyway.

17. Preparing our approach

18. Prepare your case Facts & examples What are their main worries?
Options
Preventative actions to stop it going wrong
Something for them

19. Negotiating

20. Preparation
Objectives
Context
Power
Arguments
Method

21. Context Power Arguments What is the past? What is the future?
Who are the key players?
What else are they negotiating?
What is my carrot?
What is my stick?
What is my banana?
What are the main benefits I am offering?
What are the unexpected extras I am offering?
How am I reducing the risk to enable an easy decision?

22. Target the other side’s underlying interests
Method
Don’t jump
in feet first
Hold back from saying what you really want to say… your objective early on is to get permission to say what you really want
emotion
logic
Target the other side’s underlying interests

23. Preparing for Negotiation
DEFINE OUTCOME
What will success
do for us? 1.
BACKGROUND
History, personalities, relevant info. 2.
SPECIFY OBJECTIVES
Ideal, Realistic, Fallback
BANANA 3.
ASSESS THE POWER
What is important to them?
What is important to us? 4.
DECIDE STRATEGY
How to build relationship?
 Tactics  Agenda 5.
PLAN ARGUMENTS
What are your strengths
and weaknesses? 6.

24. IDEAL REALISTIC FALLBACK Planning ! = REMEMBER!
Keep the gaps between your positions fairly equal.
Be prepared to justify all three positions.
Don’t be surprised at the gap between their opening position and yours.

25. ALWAYS KEEP A BANANA IN YOUR POCKET!
When to Walk Away
Typical BANANAS:
Someone else you can do a deal with
Option to do without the item being negotiated
Ability to defer the deal to a later date
Alternative solution
The Best AlterNative to A Negotiated Agreement
ALWAYS KEEP A BANANA IN YOUR POCKET!

26. Phases in Negotiations
Opening
Signals
Package
Bargain
Agree

27. Creating Movement Signals Amended Proposals Packaging Bargaining
Closing
Contracting

28. Creating Movement Positions Needs Shared Needs The P-I-N Triangle
Interests
Shared Needs
The P-I-N Triangle
Positions
Needs
Take a Cisco difficult situation from them and examine it using this model. Exposing shared interests and needs will create space for movement on positions.

29. Working Towards Agreement
Important to us
Important to both of us
Less important to us and them
Important to them
Start with the Lubricators
Deal with the Difficult Issues
Don’t sign off the Lubricators until you have dealt with the Difficult Issues
THEIR LEVERS
DIFFICULT ISSUES
LUBRICATORS
OUR LEVERS

30. Building Rapport You want this person on your side of the bridge.
Do you:
Throw a lasso over and pull them
Call them over to your side
Meet them halfway across
OR WHAT?
Draw yourself standing where you feel you should.

31. Rapport Breakers Talking more than listening Formal-speak
Parental language
Using “irritators”
Doing their thinking for them
Arguing
Being dogmatic

32. The Hidden Language of Signals
We would find it extremely difficult to meet that deadline. -
Not impossible.
I am not empowered to negotiate on that.
See my boss.
We never negotiate on price.
We do negotiate what you get for the price.
We do negotiate everything else.
We’re not prepared to discuss that at this stage.
We can discuss it tomorrow.
I doubt I could get agreement on that.
You need to help me to make a case for it.

33. Signals
Listen out for underlying interests that you can use later as leverage
Never accept a refusal or blockage, test it as a signal
Listen for easy quick hit successes, longer haul topics and no-gos

34. Sample Signals “We never admit liability”
“We could not produce that quantity in that time”
“It is not our policy to discuss discounts, and even if we did they certainly would not be 10%”
“Our price for that quantity is £x”
We are not prepared to discuss that at this stage”
“These are our standard terms and conditions”
“We would find it extremely difficult to meet that deadline”
“Our production line is not set up to meet with that requirement”
“I am not empowered to negotiate this price”

35. Package link apparent concessions Underlying Interest
Low Risk decisions

36. Bargain
only Bargain near the end
show a willingness to move
“If ..”

37. Push or pull? KUNG FU JU JITSU You are wrong because …
I disagree because …
You need to re-think …
You don’t understand the situation …
No, that’s not right …
You shouldn’t take that approach
You haven’t considered …
It won’t work because
We are saying almost the same thing …
You are right to point that out, which is why I …
Is your approach achievable within the cost/time constraints?
I think you are clarifying this for me. What if …
I understand and you are right. But what else can we do?
I like that. How about we incorporate that idea.

38. Awkward People If People You Then go quiet on you
ask questions. if they refuse to answer, ask them WHEN and HOW an answer will be available
make demands
listen, slow down, state that you want to achieve their demands and that to do that you need to ask some questions first
are over friendly and complimentary
smile, be friendly, and return to the business agenda
unpredictable, changing the subject or changing mood
say you are unsure of how to proceed because you are getting different signals
impatient and want a quick decision
say you can give them a quick decision which will partly solve the problem but you’d rather give them a decision that will fully solve the problem

39. Tips for Breaking Deadlock
don’t argue or defend
probe on the underlying issues
keep stating that you are willing to work out an agreement
change location, people, subject
try incentives
know your walk away point and call the bluff
backtrack and review
push for what you can agree on

40. Handling Objections empathy (rephrase) decide when
general now, detail later
back to agenda
specifically you seem
worried about...
if I.... could you.... ?
underlying concern
agree
recommendation
next steps
generalised statement
options
recommendation
next steps

41. How to say NO I understand (pause, not BUT) currently (state facts)
therefore (difficult / impossible)
I suggest (give 2/3 options)
your choice?

42. Being Tough, Nicely “I understand In order to achieve that I need…
How can you help?”
“Currently the situation is …
Therefore it is impossible for me to …
What I can do is …”
“What you are asking for requires a re-assessment of our whole position.
To move forwards I suggest …”
“I want to be direct and honest with you about what we can and cannot achieve.
We cannot achieve X, we can however achieve Y”
“I am prepared to negotiate further and move my position. However, I require movement from you in return.”
“That’s as far as I am willing to go at the moment. I can get back to you with further ideas, or we can perhaps discuss another issue.”
“I can certainly commit to these broad aims, with respect to detail we need to construct a timetable for discussion.”
“I am prepared to consider your requests though I think achieving all of them will not be possible. Can you prioritise this list for me please?”
“I believe we can reach an agreement but we will both have to accept that we have to move our position. To get an agreement I am prepared to move, how far are you prepared to move?”

43. Some golden rules Uncover real reasons underneath (why why)
Ask for things you know they will refuse then ask for something you really want
Smile even when you say no
Get agreement in principle
Listen for BASIS of argument and use it back
Collect all requirements before arguing or replying
Ask for something more than once
Disclose more information to get the moral high ground
Be happy with compromise, let them feel they have made you move
Trade offs (if I ... will you ...)

44. Negotiating Bad News current situation downside remedy benefits
facts, numbers
downside
impact on them
remedy
simple
benefits
to them
next steps
immediate

45. Handling Pressure stay with logic go back to agenda
identify what can agree on
suggest steps for resolving disagreements
seek agreements in principle
if attacked personally then address their criticism as another issue for discussion

46. Handling Pressure If They Then You Say don’t argue, ask a question !!
criticise your suggestion
what do you suggest?
change the subject
do you agree on the issue that needs solving?
criticise you personally
we can either solve this issue or discuss my performance, what do you want to discuss?
say they are not convinced
what do I need to do to convince you of my solution?
say they need you to do xxx
if I do xxx will you back my suggestions?
don’t argue,
ask a question !!

47. CLP Negotiation Skills
Thank You