Techniques For Keeping Negotiations Collaborative

In business and life, the best outcomes go to the best negotiators. Most people think negotiation is about winning. It's actually about understanding. What separates good deals from great ones? It's not aggression. It's not manipulation. It's not who talks loudest. It comes down to mastering the human side of the exchange. Here's the path that works: 1. Prepare Like You Mean It Research goes beyond Google. Understand their pressures, their goals, their challenges. Knowledge becomes helpful when used with care. 2. Open With Real Connection Forget the power plays. Start with curiosity and respect. The tone you set in the first 5 minutes shapes everything that follows. 3. Explore What's Underneath People fight for positions. But they negotiate for reasons. "I need a better price" might really mean "My boss needs to see I'm adding value." Find the why behind the what. 4. Trade Value, Create Value The best deals aren't zero-sum. Look for ways both sides can win. Sometimes what costs you little means everything to them. 5. Close With Total Clarity Handshakes aren't contracts. Document what you agreed to. Confirm next steps before you leave. Ambiguity kills more deals than disagreement. The biggest mistake I see leaders make? They negotiate like it's combat. But the best outcomes come from collaboration. When you're across the table, remember: 👂 Listen more than you speak ❓ Ask "Help me understand..." when stuck ⏸️ Take breaks when emotions rise 👟 Know your walk-away point before you sit down Your style matters too. Sometimes you need to compete. Sometimes you need to accommodate. The magic is knowing when to shift. Success isn’t given. It’s negotiated. But how you negotiate determines whether you build bridges or burn them. Choose wisely. 📌 Save this for your next negotiation. ♻️ Repost if this helps you (or someone on your team) negotiate. 👉 Follow Desiree Gruber for more tools on storytelling, leadership, and brand building.

When I'm negotiating, I tend to AGREE with the other side. Sounds counter-intuitive. But it's enabled me to close 7-figure settlements. Most lawyers think negotiations are about being tough, standing your ground, and not giving an inch. I take the opposite approach: tactical empathy. Here's how it works. When opposing counsel says something like, "That's a ridiculous settlement demand. We can never possibly pay that much," I don't fight back. Instead, I validate them: "I can see why you would say that. I'm sorry for that. What can I do to come up with an offer that makes sense for you? My client is unfortunately stuck here." Their reaction? Complete confusion. They're prepared for a fight. They've got their counterarguments lined up. But when I validate their feelings instead, their entire script falls apart. The best part? They start giving me information I can use to negotiate against them. When faced with validation instead of opposition, lawyers suddenly start explaining their real constraints, their client's actual position, and sometimes even what number they might actually be able to get approved. All because I didn't argue. I've found this approach works especially well on lawyers because they don't even know what's happening. They're so used to adversarial negotiations that genuine validation short-circuits their usual approach. The key elements: • Validate their emotions • Acknowledge their position • Ask questions instead of making demands • Keep validating even when they try to be difficult This isn't just about being nice – it's strategic. By removing the confrontation, you force them to either engage constructively or look unreasonable. Next time you're in a difficult negotiation, try validation instead of opposition. It feels counterintuitive, but the results speak for themselves. After all, the goal isn't to win the argument – it's to get what your client needs.

Surprising Your Counterpart with Collaborative Negotiation Imagine beginning your next negotiation with this statement: "I am here today to assist you in reducing your costs, liabilities, and risks, and to help enhance your profits. Would you be interested in my help with that?" When teaching or advising on collaborative negotiation, one question frequently arises: "Can you really say that?" The answer is a resounding yes, and here's why. Opening a negotiation with an offer to assist the other party in reducing their costs, liabilities, and risks can indeed provoke surprise. This approach, however, is a powerful way to shift the traditional adversarial mindset to one of SMARTnership and mutual benefit. This opening not only catches the other party off guard but also sets a positive tone. It signals that you are committed to a collaborative process where both sides can win. Such a statement demonstrates confidence in your value proposition and fosters an environment of trust. By following up with: "Then I would appreciate your assistance in reducing my costs, liabilities, and risks, and helping improve my profits. Would you be willing to do so?" You reinforce the concept of reciprocity, which is foundational to successful collaborative negotiations. This two-way street approach ensures that both parties are invested in each other's success. Finally, affirming with: "So, we both agree that our goal today is to support each other in reducing costs, liabilities, and risks, while also aiding each other in enhancing our profits." This closing statement solidifies the mutual understanding and commitment, paving the way for a productive negotiation. This is the essence of SMARTnership—turning negotiation upside down. By focusing on mutual support and shared goals, we transform the traditional negotiation process into one of collaboration and mutual gain. So, the next time you're asked, "Can you really say that?" remember that such an approach not only surprises but also lays the groundwork for a stronger, more collaborative negotiation. Embrace this method and watch how it transforms your negotiation outcomes. #Negotiation #Collaboration #SMARTnership #BusinessGrowth #TrustCurrency #NegoEconomics World Commerce & Contracting BMI Executive Institute Tine Anneberg Gražvydas Jukna Jason Myrowitz Tarek Amine Ibrahim Hussain Yunus Loise Waruingi