The Ultimate Negotiation Book

Discover What Top Negotiators Do; Master Persuasion and Influence; Build Rapport with NLP

Peter Fleming, Mo Shapiro, Di McLanachan

• Publisher: Teach Yourself
• Year: 2018
• Print ISBN: 9781473688803
• eBook ISBN: 9781473688810
• Topic: Personal Development
• Subtopic: Negotiation

If you want to be the best, you have to have the right skillset. From influencing and persuading to choosing a negotiating style and using NLP, THE ULTIMATE NEGOTIATION BOOK is a dynamic collection of tools, techniques, and strategies for success. Discover the main themes and key ideas, and bring it all together with practical exercises. This is your complete course in negotiation. ABOUT THE SERIES
ULTIMATE books are for managers, leaders, and business executives who want to succeed at work. From marketing and sales to management and finance, each title gives comprehensive coverage of the essential business skills you need to get ahead in your career. Written in straightforward English, each book is designed to help you quickly master the subject, with fun quizzes embedded so that you can check how you're doing.

PART 1

Your Negotiation Skills Masterclass

Introduction

There was a time, not that long ago, when negotiation was seen, in the main, as the province of industrial relations folk and car-sales advisers. But, no longer!

Repeated financial crises have squeezed profit margins and, in some markets, discouraged buyers from making marginal purchases or continuing habitual expenditure. Managers have found themselves in the frontline of the expectation to achieve better value for money, and the starting point for this is to shop around and explore the offers made by new suppliers, and/or to negotiate better deals with existing suppliers.

Becoming an effective negotiator is certainly within the scope of the majority of people. At its simplest, it involves thinking out what you want, planning how you’d like to get it and developing your powers of persuasion to convince other people that you are simply being reasonable.

This Part will help you to plan to become a better negotiator through:

• being better prepared for meetings

• planning clear and realistic objectives for a negotiation

• maintaining concentration

• making logical proposals that create agreement in the other party.

It is important to remember that negotiating may not be essential (or even desirable) in every situation. Alternative approaches or outcomes could include:

• acceptance by the other party

• consultation of the other party (this could result in erosion of possible objections)

• selling the idea (a simple but effective method of persuasion)

• imposition (not nice – but sometimes necessary in a crisis situation)

• arbitration by another, mutually acceptable and appointed, party (the result is usually binding)

• mediation through a neutral third party (who provides an additional communication channel)

• alternative dispute resolution – which is useful when all else fails and the parties want to avoid recourse to the law.

CHAPTER 1

Creating the right environment

You are more likely to be successful if you know how to create the right environment for negotiation to take place.

Before setting out on a negotiation strategy, it is important to review your motivations for wanting to negotiate in the first place.

Did you identify strongly with the ideas expressed in the Introduction and now want to put them into practice? Or, maybe, you are planning a new ‘attack’ on your department’s objectives (cost controls, sales revenues or even reorganizing work routines) and you fear that there might be some negative reactions.

This chapter will help you to set up the best environment for a negotiation, so that you avoid distractions and negative factors that can reduce the chances of a successful outcome. This includes:

• reviewing your own attitudes to a negotiation

• creating the best atmosphere for the meeting

• selecting the best time

• selecting the best place.

Reviewing your own attitudes

Let’s look at an example. Your manager has told you to cut back your team’s hours, and the best way to do this would be to make someone redundant. You are concerned that this will cause negative attitudes or even conflict among your team, making you feel that you have to be more insistent and take a more hard-line attitude. This, in turn, might make change more difficult and result in a bad working atmosphere.

Alternatively, you could take a softer, ...

Table of contents

• Cover 
• Title
• Contents 
• Part 1: Your Negotiation Skills Masterclass
• Part 2: Your Advanced Negotiation Skills Masterclass
• Part 3: Your Persuasion and Influence Masterclass
• Part 4: Your NLP Masterclass
• Find out more
• Answers
• Further reading
• Copyright