Helps you to avoid arguments.
Helps you to avoid talking too much.
Enables you to help the other party recognise what they want, then you can help them decide how to get it.
Helps crystallise the other party's thinking. The idea then becomes their idea.
Helps you find the most vulnerable point with which to close the sale - the key issue.
Gives the other party a feeling of importance. When you show you respect their opinion, they are more likely to respect yours.
Negotiation can only succeed between equals who both have the authority to agree on any of the decisions that will need to be reached. If either party - buyer or seller - does not have that authority, the negotiation cannot be concluded. It is important to understand what authority levels exist in your counterpart's company.
Part of the necessary questioning process is to establish the real authority of your counterpart and any team
The first question is, what title does my counterpart have? Does that title clearly establish their authority? Even if they are a senior partner or managing director you can check by asking the innocent question, 'Beside yourself, who else is involved in the decision-making process?'
Where our counterpart's title is less clear, we must check whether they have the authority that the negotiation requires. State, 'We are going to move to the final negotiation phase
Often there are
What other individuals are consulted before decisions are reached?
Does the decision require an expert or technical specialist's approval?
Who are those experts, and what is the extent of their influence?
When we are pursuing this we should build a humanogram, a human map of who does what in the organisation. Get your counterpart to help you build it; let them draw on it with pencil or pen. You might even ask whether any of these individuals play sport together or socialise together, thus finding powerful pairings - which may be helpful information indeed.
During the preparation phase we should have uncovered the existence of these individuals and either found a way to negotiate them out of the process, or, more likely, insisted that we meet them at an early stage so that we can build our knowledge of the factors important to each one.
We then ask for an informal meeting with all of them present. We have met or telephoned each one individually beforehand. We make an informal presentation that takes into account all their individual requirements. During this informal presentation we ask each one in
If we have not covered all their requirements, simply take responsibility and control of the next step. You might say, 'John and Peter, I will come back to you first with some revised calculations. When we are sure we have agreed them, shall we all meet again one last time, say
Develop Your Leadership Skills: Develop Yourself as a Leader; Lead at a Strategic Level; Grow Leaders in Your Organisation (Sunday Times Creating Success)
Successful Time Management: Learn to Priortise; Minimise Paperwork; Maximise Performance (Sunday Times Creating Success)
Improve Your Communication Skills: Present with Confidence; Write with Style; Learn Skills of Persuasion (Sunday Times Creating Success)
Dealing with Difficult People: Handle Aggression; Manage Conflict; Motivate Poor Performers (Sunday Times Creating Success)