Techniques for Balancing Compromise and Collaboration

Negotiation thrives on smart trade-offs. Move beyond price and create real value. Learn 7 proven strategies to unlock stalled negotiations and capture more value, without getting stuck on price. With 30+ years of negotiating across industries and regions, I’ve seen one skill consistently shape better deals: the ability to design trade-offs that work for both sides. Last week, I had the privilege of delivering the 𝗡𝗲𝗴𝗼𝗰𝗶𝗔𝗰𝘁𝗶𝗼𝗻 keynote at Fondazione Aldini Valeriani, hosted in the stunning setting of Palazzo di Varignana, in Bologna, Italy. The experience was memorable, not just for the venue, but for the exceptional group of entrepreneurs and executives in the room. Curious, sharp, and deeply committed to upgrading how they negotiate. Together, we explored a fundamental truth: When negotiations stall, it’s rarely because of price. It’s because we stop creating options. I shared real examples of how deals move forward, not by pushing harder on money, but by trading smarter across other variables. Here are 7 strategies we unpacked, with tactics you can apply today: 1️⃣ Identify and expand issues: Go beyond price. Add delivery terms, quality specs, exclusivity, IP use, training, etc. → Ask: “What other elements could make this deal better for both of us?” 2️⃣ Clarify differing priorities: What’s minor to you might be vital to them. → Move: Offer early payment in exchange for strategic terms. 3️⃣ Break down complex topics: Turn a rigid issue into flexible parts. → Split “price” into components: base fee, add-ons, volume tiers. 4️⃣ Evaluate timing differences: Explore how cash flow preferences differ. → Front-load value to them now in exchange for longer-term returns. 5️⃣ Address differing risk tolerances: Use your comfort with risk to relieve theirs. → Offer guarantees or volume commitments where you’re confident. 6️⃣ Combine complementary resources: Barter strengths. → Storage for data? Distribution for visibility? Get creative. 7️⃣ Structure conditional agreements: Build “if-then” logic into the deal. → “If performance exceeds X, then pricing adjusts to Y.” When you do this well, you stop haggling and start designing. The most powerful negotiators don’t demand more; they discover where value hides and trade accordingly. What’s a trade-off that changed the course of your negotiation? Drop it below or repost this with your own version. 📌 Save this for your next high-stakes conversation. Smart trades change everything. ♻️ If this reframes how you think about negotiation, share it with someone who needs to hear it.  

STUDENT SUCCESS STORY YOU CAN USE: HOW TO WIN AT THE UNITED NATIONS.   Imagine being thrown into high-stakes global negotiations—with almost no experience. What would you do? And how can the answer help you in your tough talks today? Hi, I’m Professor Seth Freeman. True story. One of my students—let’s call her Sheila—was working at her country’s UN consulate when she got a major assignment: representing her nation in key talks on women’s rights—with 100 other countries. The problem? She had almost no diplomatic experience. And this wasn’t a Model UN. This was the real UN. To her surprise, Sheila did brilliantly. She soon became so effective that four other countries asked her to represent them, too. Result? She won major changes to the document’s language—revisions her government and others had longed for for years but had failed to win. Her fellow diplomats were so thrilled they actually danced and cried. They asked: Sheila, how did you do it? A key? Negotiation training. Sheila applied two key techniques that made a big difference: *First, Creative Bargaining: She knew her key priorities and traded low-priority language for high-priority language. A major win. *Second, a dialogue tool called Paraphrase, Praise, Probe: At a critical moment, when a bloc of countries seemed unmovable, she actively listened, showed she appreciated their concerns, then asked key questions. Then she tested options: "What about this? That? Oh, so you don’t care about this, just that? Got it. How about this? By ensuring they felt heard, understood, and respected, and offering options, she helped lower their guard, understand, and turn a deadlock into a breakthrough. Lesson: Even in high-stakes diplomacy, training to use negotiation tools can help you win. Try these techniques in your next tough conversation—whether it’s at work, at home, or anywhere you need to get results. And if you want to really sharpen your negotiation skills, like Sheila, consider getting good negotiation training. How have negotiation tools and training helped you thrive in situations where it seemed improbable? Let me know in the comments. #negotiation #training #diplomacy #persuasion ELIJAH STOVER Julia Stanzenberger Jessica Tomasella Jonathan Grady Roi Ben-Yehuda

Conflict is inevitable. How we manage it is both an art and a science. In my work with executives, I often discuss Thomas Kilmann's five types of conflict managers: (1) The Competitor – Focuses on winning, sometimes forgetting there’s another human on the other side. (2) The Avoider – Pretends conflict doesn’t exist, hoping it disappears (spoiler: it doesn’t). (3) The Compromiser – Splits the difference, often leaving both sides feeling like nobody really wins. (4) The Accommodator – Prioritizes relationships over their own needs, sometimes at their own expense. (5) The Collaborator – Works hard to find a win-win, but it takes effort. The style we use during conflict depends on how we manage the tension between empathy and assertiveness. (a) Assertiveness: The ability to express your needs, boundaries, and interests clearly and confidently. It’s standing your ground—without steamrolling others. Competitors do this naturally, sometimes too much. Avoiders and accommodators? Not so much. (b) Empathy: The ability to recognize and consider the other person’s perspective, emotions, and needs. It’s stepping into their shoes before taking a step forward. Accommodators thrive here, sometimes at their own expense. Competitors? They might need a reminder that the other side has feelings too. Balancing both is the key to successful negotiation. Here’s how: - Know your default mode. Are you more likely to fight, flee, or fold? Self-awareness is step one. - Swap 'but' for 'and' – “I hear your concerns, and I’d like to explore a solution that works for both of us.” This keeps both voices in the conversation. - Be clear, not combative. Assertiveness isn’t aggression; it’s clarity. Replace “You’re wrong” with “I see it differently—here’s why.” - Make space for emotions. Negotiations aren’t just about logic. Acknowledge emotions (yours and theirs) so they don’t hijack the conversation. - Negotiate the process, not just the outcome. If you’re dealing with a competitor, set ground rules upfront. If it’s an avoider, create a low-stakes way to engage. Great negotiators don’t just stick to their natural style—they adapt. Which conflict style do you tend to default to? And how do you balance empathy with assertiveness? #ConflictResolution #Negotiation #Leadership #Empathy #Assertiveness #Leadership #DecisionMaking