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5 Steps To Negotiating Better Agreements
5 Steps To Negotiating Better Agreements
But these shortcomings affect other judgments and intuitions as well. For example,
people have undue confidence in their ethical invulnerability. In one study of medical
residents, only 1 percent felt that sales reps from drug companies had impacted their
prescription choices, but reported that 33 percent of their colleagues had been
influenced. Among physicians, 61 percent claimed they had not been influenced—but
only 16 percent felt that their colleagues had been similarly immune. We all imagine our
best intentions will guide our decisions, but the evidence suggests otherwise.
Do Five Things
More leaders are recognizing that efforts to improve require key sponsorship;
mechanisms for knowledge capture and continuous learning; and realignment of
processes and incentives where needed. The results of thinking more holistically are not
trivial. In 2008—a year when the net income of the Global 2000 fell by 31 percent—
companies ranked in the top quartile of negotiation posted an average increase in net
income of 42.5 percent!
In spite of books like Getting to Yes—which argues that negotiations can take the form
of joint problem solving—the word negotiation still suggests to some deception,
exaggeration, manipulation, and even threats. No wonder leaders remain wary. But
leaders should not let the word negotiation deter them from focusing helping their people
get better at reaching agreements.
Leaders should seek to normalize conflict on their teams among people who are paid to
care about different things. Even normalizing conflict does not guarantee that people will
have the emotional intelligence or courage to confront different interests, perceptions,
beliefs, or priorities. It’s easy after the fact to condemn others for failing to have acted
courageously by “speaking up” or raising issues that might “cause problems.” It’s harder
to be the person in the room, actually facing the situation. Effective leaders recognize
how hard it is for people to voice disagreement.
If you can’t articulate convincing arguments about the value you add, you can expect to
be treated as a commodity at the negotiating table (and the rise of Procurement reflects
this reality). Yet this is principally a strategy problem, not a negotiation problem. Leaders
who use negotiations as feedback are more likely to address the fundamental problems
that lie at the heart of the negotiation, rather than sending their people to negotiate with
the hope that there is some “magical tactic” that will rescue a favorable deal.
Leaders who manage negotiations well are process designers, coaches, and role
models. By moving in these five ways, you can expect dramatically better results in your
organization.