Handling Power Plays in Negotiation Scenarios

Do you have a David vs. Goliath negotiation memory? I do. It’s not pretty. Early in my career, I sat across from a powerhouse procurement team (big fortune 50). They had all the leverage, and I wanted to close the deal asap. It didn’t matter what I tried to trade, they were going to have their way (price concessions) if they were going to work with me. And it taught me a harsh lesson: power can be overwhelming. But there is a silver lining for the underdogs: Power in negotiation is fluid. It can shift in your favor if you know how to prepare and play your cards. 1. Redefine what power means They may have more resources, options, and status than you, but power is about leverage. Even giants have vulnerabilities, like unmet needs or internal pressures. If you can uncover these, and maybe even resolve them, you can tip the scales. What did we do? We put in performance metrics in the contract to claw back value once we exceeded expectations (we did). 2. Embrace tactical vulnerability Acknowledging their advantage can actually work for you. “I know you have other options, but here’s why partnering with us is uniquely valuable.” Vulnerability, used strategically, invites collaboration instead of confrontation. What did we do? Acted humble. I clearly articulated our value versus the competition without denigrating or talking down about them. 3. Focus on the long game Short-term wins are hard to secure against a Goliath, but long-term value is your ace. Share insights or highlight benefits that play to their strategic interests. What did we do? We leaned in for year one and built a mote around their business for 3 years. The takeaway: Even when you feel outmatched, the right strategy can make all the difference. Don’t just fight; be smart, PREPARE well, and use every tool at your disposal.

Don’t misunderstand negotiation power Balance muscle with emotional intelligence By the end of this post, you’ll master the strategic use of power in negotiations, maximizing every opportunity. After three decades of guiding executives through complex negotiations, I’ve learned firsthand this: Power at the negotiation table is nuanced, strategic, and crucial to outcomes. Early in my career, I helped a client renegotiate a supplier contract. We had a strong BATNA from a competitor’s bargain offer and flaunted it like a sledgehammer: "Match or we walk." Huge mistake! The supplier’s CEO calmly ended the meeting, destroying our goodwill in seconds. Worse, the competitor’s bargain deal had hidden pitfalls. We ended up with subpar results, a ruined relationship, and weaker leverage next time. So, be mindful there are three sources of power; use them wisely: 1️⃣ Objective power (Dependence-based): Pinpoint your best alternatives (BATNAs) so you’re never backed into a corner. Cultivate multiple options to stay flexible. What I learned:  → Having a strong BATNA is essential → But using it as a blunt weapon invites resistance and kills cooperation. What works:  → Signal your alternatives subtly.  → Let your strength shape the context, not the conversation. 2️⃣ Role power (Authority-based): Use authority wisely; show respect to gain respect. It’s about guiding, not intimidating. What I learned:  → Authority may demand respect → But flaunting your title or position fuels defensiveness, not progress. What works:  → Use your status sparingly.  → Lead with influence, not imposition, and watch collaboration grow.   3️⃣ Psychological power (Confidence-based): Bank your past wins. The more vividly you remember your successes, the more confident you become. What I learned:  → Even with solid leverage, showing up insecure undermines everything.  → Confidence isn’t optional, it’s power. What works:  → Fuel your mindset with past wins.  → Inner composure turns uncertainty into presence, and presence into persuasion. When assertiveness is balanced with empathy, power becomes less about intimidation and more about collaboration, paving the way for sustainable partnerships. How have you built (or misused) your negotiation power in the past? Share your story below. Found this valuable? ♻️ Repost and empower your network to negotiate smarter!

Deal or No Deal? Have you ever found yourself in a negotiation where the person you were negotiating with was the "good cop" and the "bad cop" was never directly involved in the conversations? I find this convenient trick to be one that many leaders use to avoid direct conflict in having the tough conversations around deal terms. It's so much easier to blame the CEO or the Board or the Owner who aren't ever in the room. But here’s the thing—if the decision-maker is never actually present, are you even negotiating with the right person? I’ve seen this tactic used time and time again to delay, deflect, or pressure the other party into accepting less favorable terms. It creates an artificial power dynamic where the “good cop” seems reasonable while the unseen “bad cop” remains an immovable force in the background. So how do you handle it? 1.  𝗖𝗮𝗹𝗹 𝗶𝘁 𝗼𝘂𝘁. Politely ask, “What would it take to get the real decision-maker in the room?” If they keep dodging, you know where you stand. 2.  𝗦𝗲𝘁 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀. If you’re negotiating with someone who doesn’t have full authority, clarify that your final concessions won’t be made until you’re speaking with the right person. 3.  𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝘁𝗵𝗲 𝗱𝗲𝗹𝗮𝘆. If they’re playing the “bad cop is unavailable” game, take your time too. Don’t let them rush you into bad terms while they hide behind hierarchy. At the end of the day, real deals get done when both sides come to the table prepared to make real decisions. If you find yourself negotiating with someone who always needs to “check with someone else,” you might not have a real deal on the table—just a runaround. Deal or no deal? You decide. #scalingwellness