Strategies for Dealing with Unresponsive Negotiators

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

"We will pay you $75K this year and $110K next year.” I’ve helped candidates negotiate six-figure salaries, remote flexibility, and better perks. Even when employers initially resisted. Well... negotiations often hit a standstill when both sides are holding firm. The employer won’t budge, and the employee doesn’t want to compromise. So how do you move forward without losing what matters most? 1️⃣ Understand their WHY. Your employer isn’t just being difficult. They have reasons, maybe budget constraints, company culture, and managerial oversight. If they insist on in-office work, maybe they’re worried about productivity. If they push back on salary, maybe they’re balancing multiple hires. 2️⃣ Reframe the discussion. Instead of saying, "I can only do remote", say "I’ll provide daily Loom updates to showcase my work and keep communication transparent." This way, they don’t feel like they’re losing control. They’re gaining certainty. 3️⃣ Propose a step-up structure. If they claim they can’t meet your salary, introduce a phased increase: "What if we start at $75K now, with a structured raise to $110K next year based on performance?" Now, you’re giving them flexibility while ensuring you get the pay you deserve. 4️⃣ Negotiate beyond salary. If they won’t budge on pay, shift the focus. More vacation? Training budget? Performance-based bonuses? There are multiple levers to pull. The goal isn’t to win. It’s to walk away happy. No one gets 100% of what they want, But the best negotiators ensure both sides leave with a deal that feels fair. If your negotiation is stuck, shift from demands to solutions. That’s how you break the deadlock.

❌ "We don't accept redlines to our terms." ❌ Well, as an in-house attorney, I don't always accept that position. Sure, there are some instances in which I agree that negotiating the terms isn't necessary. For example, if the deal is low risk to us, if the terms offered are well drafted and reasonable, or if my business client needs it signed asap and accepts the risks. But what about all those other times where I don't think it's in my client's best interest to sign the terms as-is? How do I get past this initial NO? My Secret 🤔➡️ With a thoughtful negotiation strategy that requires minimal effort from my counterparty and focuses on impactful yet reasonable asks. Aka I make it really hard for them to keep saying No to me. Here are three things I do - and recently did again - to get past NO during a tough contract negotiation. ✅ Run a gap analysis of the terms and identify my client's three top issues -- Aka I am reasonable because I'm only asking for three changes. ✅ Outline them in an email and explain WHY I am requesting these changes -- Aka I am respectful because I didn't send them my redlines after they told me they don't accept redlines. ✅ Schedule a call to discuss only those three issues and screen share a redlined draft showing my proposed markups -- Aka since we're on the phone already and I did all of the work, how can you say No to me again? I implemented this strategy last week and the counterparty agreed to all three changes. 🤐 This isn't the first time this approach has worked. My Client's Response: "Wow! I can't believe you got them to change their mind! I guess No doesn't always mean No." That's right. No doesn't always mean No. Especially when you use smart redlining and negotiation skills to navigate the situation. ❓Tell me, what are your best methods to get a counterparty to agree to your redlines after they've already said No? #gettingtoyes #negotiationskills #negotiationtips #contractnegotiations #fromnotoyes #corporatecounsel