Negotiating What You Deserve

Writen by JoAnn Hines

Negotiation is the art of following a process. The more often you practice negotiation, the better you get at it. It is essential to know when you must negotiate. It's often very difficult to stand your ground and say no or respond that the option available is not acceptable. The first couple of times you find yourself saying no might be very stressful, but the rewards are well worth the effort. Let's review a couple of scenarios.

1) You want a raise and your boss says there is no money. Should you put your tail between your legs and slink off to nurse your wounds while you are angry and upset? NO! The plan is to offer options and alternatives when the discussion begins. Think in terms of a wish list of the things you want. Then determine what you would settle for. Is it money you really want or are there other issues in play that you believe money will resolve?

The Reality: You want a raise badly. The fact is that you are probably not going to get it. Assumption: Just because the boss says no doesn't mean that there isn't flexibility to offer other considerations in lieu of money.

Game plan: Have alternatives prepared to request in lieu of the raise, i.e., an extra day off, and reimbursement for something like furthering your education. Get the picture. It's best to be ready to talk about a deal once your boss says no. Even after the NO is reinforced follow-up in writing with other alternatives to be discussed at a later date.

2) Your client says that your price is too high. In most cases this is SOP (Standard Operating Procedures). You are convinced your price is reasonable and fair, so be prepared to negotiate.

The Reality: You need the business. So what do you do? Lower your price rather than negotiate? This is a major mistake. Once you start this practice it's difficult to stand firm with this client ever again.

Assumption: "If you refuse to negotiate price, you will lose the deal." The truth is just the opposite. If you aren't prepared to defend your price, your customer will lose respect for you. Bigger mistake.

Game plan: Recap the reasons why your price is fair and justified. Make your client explain the reasons they think the price is high. Negotiating for the best price is part of their job. If they weren't good at it they wouldn't be there. Don't cave and immediately offer to reduce your price. Explore options and investigate if there are other things that can be offered in lieu reducing your price. Tell them you can't get an answer today but promise to get back with other options.

3) Your boss gives you another project you simply can't handle and finish on time.

The Reality: Everyone is overworked. Someone is going to have to do this project, hopefully not you.

The Assumption: Because you say no your boss will think less of you or have a negative perception of your performance.

The Game Plan: You say: "Our department is currently involved with three other projects. In order to finish this project on time, one of those projects will need a time extension or should be delegated to another department. Is there someone else who can handle this project or can one of our other projects be delegated to another team?" Or "That project will require my undivided attention. Which of the other items we are working on can I delegate to X."

7 Tips To Help You Negotiate Like An Expert:

1) You are entitled to a reasonable and fair price or value. What is reasonable? Whatever you can convince your buyer/boss that you or your product/service is worth. The operative word is value. It is up to you to do the convincing.

2) Operate from a position of strength. Believe that what you are selling is worth the price! Are you confident that you are worth what you are being paid? If not, how can you convince someone else?

3) Don't be wishy-washy and apologetic. Stand your ground. Once you have established the value of your product/service, present your price/value with confidence. Don't waver in that conviction. As soon as someone questions your price you must be prepared to demonstrate your value.

4) Be willing to walk away and continue another day. You must be prepared to say: "Next!" or your customers will sense your uncertainty. In the case of your boss he/she needs to know that you are still aggressively looking for ways to resolve a compensation issue. That doesn't mean that you should issue an ultimatum, however, it is vital that you state your position firmly and convey that you are not giving up.

5) Make the buyer/boss work for concessions. If you appear too eager to negotiate your price or terms downward, the buyer will perceive you as worth less (or worthless). If you do lower your price, be sure to make your buyer earn the concession. Don't give in right away. Ask for concessions in return, such as additional business or faster payment.

6) End with everyone feeling happy. Whatever you do, remember that your objective is to create a satisfied customer or a loyal boss. Don't leave any situation unresolved with hard feelings.

7) Be a good listen and offer constructive comments rather than criticisms. Don't get angry or flustered if you don't get what you want. There is always another client or another day to negotiate.

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Data Collection And Negotiations

Writen by Eric Jones

What is data? How does it impact a negotiation. How do you gather it? Data is the meat of preparation. Negotiators should take the time to fully prepare. If they do this, often as not they will be better prepared than the other person. As a result, they will likely control the conversation and its outcome.

Data is any information available about a given topic, person, commodity or situation. Having the discipline to gather, assess and use this data makes the difference between negotiating and begging. Preparedness is the key to a successful negotiation.

Data is readily available in the information age. Computers, data bases, the Internet. newspaper archives, public libraries, even company historians all have a wealth of raw data. Knowing where to look and how to search are excellent tools to develop to help you be a better negotiator.

Computers and the Internet are great tools when searching for data that is in the public domain. This type of information may be available at the library, newspaper archives, from a title company, or off the Internet. It is difficult to refute hard data. That is why it is worth the extra effort to gather. It is also important to know what facts can be used against you. When you conduct fact-based research, be alert for related information that may be used against you. The search for data should be broad-based and inclusive. Being properly prepared takes away the element of surprise at the moment of confrontation.

When you are investigating the person or persons you will be confronting seek the counsel of others who know the person, study previous negotiation results with the person or his company, casually discuss the person with his peers. Never miss an opportunity to discuss him with his secretary or assistant. Often a little casual conversation will reveal reams of valuable information about how his day is going, his travel schedule and even pressures around the office. In days of old secretaries were guardians at the door. Today the roles have changed and that former loyalty may be lacking.

With a little sleuthing, there are usually some valuable insights available. As with data-based research, cast a wide net and collect as much information about the other person's interests, nature, and reputation as possible. You can use this collective pool of data to talk about his hobbies and interests to build a relationship or use it to be on the alert for his known stylistic tactics.

The author is an assistant editor at How-to-Negotiate.com, a site featuring articles about the use of data in negotiations required in the dispute settlement process and how people negotiate everything in their daily lives be it personal issues, parenting matters, social conflicts, or business or work related challenges. The site promotes the fact that conflict is a natural aspect of everyone's life and we should all work at improving our ability to negotiate the curves life throws our way.

An Effective Negotiator Is A Good Manager

Writen by Eric Jones

A management opportunity occurs when two or more people have a conflict . Whether it is a barroom brawl or settling a dispute those who take the initiative will typically prevail. Unlike a fight where blows are thrown, in a negotiation the combatants typically must feign civility and control. In the absence of absolute power, initiative and leadership are among the most reliable tactics used to win.

Those involved in a dispute comprise a small group and respond to group dynamics. They need to be managed. Mediators are effective in settling disputes because they have the mantle of authority. They take control and manage the settlement process. Negotiators should adopt certain mediating techniques.

How does one take control of an informal group? By exerting influence and demonstrating leadership traits. This can be done by initiate the call to arrange for the meeting, offering to host the meeting where you will have the ability to perform administrative tasks through your staff for the group, and preparing and presenting (or have on the table) an agenda for the meeting. These seem like small things but they demonstrate your confidence, your can-do attitude, and your control of the environment. All that is left is for you to control the discussion. That is not as easy. But you will have made a good start.

Managing a negotiation requires you to delegate responsibilities not only to your co-negotiators, if any, but to the other side. This delegation of assignments serves not only to get the job done but also to give everyone a vested interest in the outcome. A mediator advances the process by directing and delegating the participants in a mediation. This process serves to make both parties valuable to the process, more equal in their respective statures, and, ultimately, more likely to be able to come to reach an agreement.

In a negotiation, group participation can have a similar impact. That is, by getting both sides involved in working together, the resulting 'attitude' should be more supportive of reaching a mutually viable accord. To get two people openly at odds to work together start with simple tasks that are unrelated to the primary issue. Suggest the other person come with you to the coffee room to help get the coffee, cream and sugar. Another approach may be to suggest methods of sharing information, "If I can explain to you how I have valued the property will you demonstrate to me your cost basis?" This gets the parties involved in valuing a piece of real estate by working together. It calls upon each to be an expert in their own right.

Managing the negotiation process will enable you to settle more conflicts. People, for the most part, want to be led. That is human nature. By making small decisions easier for them, they will be inclined to go along with you. In the process, you are becoming an informal group leader. That leadership role should pay off when you have reach the final decision and need to get the other party to sign the agreement document or commit to the deal.

The author is an assistant editor at How-to-Negotiate.com, a site featuring articles about basic management skills required in the dispute settlement process and how people negotiate everything in their daily lives be it personal issues, parenting matters, social conflicts, or business or work related challenges. The site promotes the fact that conflict is a natural aspect of everyone's life and we should all work at improving our ability to negotiate the curves life throws our way.