Become A Master Negotiator

Summary: Asking a question to redirect the conversation.

It may not be in your best interest to answer a counterpart’s question if you do not have enough information to make an educated or appropriate response. In those situations, Deflecting an Answer with a Great Question is appropriate.

Example

A salesperson asks you, “If I could get this model in blue, your favorite color, would you be willing to purchase the unit today?” You respond by stating, “How long would it take you to locate a blue model and have it delivered?” You have not made a commitment, and at the same time you have asked a great question, which could yield information important to your purchasing decision. When negotiating to buy something, you can almost always make more gains before committing to buy than afterward.

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Summary: Apologizing for making a mistake or failing to meet all agreements.

The ability to say, “I am sorry,” or, “I made a mistake,” is a strength, not a weakness. When you are humble, your counterpart finds it easier to like you and work with you to create a win-win outcome.

Example

A printing sales representative receives a large order from a client. The client’s order is supposed to be completed by a specific date, but something happens at the printing plant and the delivery is late. The client is disappointed and is not planning to use the same printing company in the future. But the sales representative makes a special trip to the client’s company to personally apologize for the tardiness of the delivery. The sales representative’s obviously sincere apology convinces the client to continue to utilize the printing company’s services.

Counter

In this situation, the damage has been done. It would be appropriate for the client to accept the sales representative’s apology and then put a Safeguard in place to guide the future relationship. For example, “If you are ever late on one of my jobs again, I will not accept delivery.” Safeguards are negotiated so that remedies are in place in case the problem ever recurs in the relationship. The client could also negotiate an add-on, or something extra, for the inconvenience.

Have you used or encountered this tactic in your negotiations? If so, how’d it go?

Summary: Forcing a counterpart to let go of past issues and look at what’s ahead.

Sometimes counterparts get into conflict and start blaming each other for negative things that have happened in the past. (This is as common in marriage as it is in long-term business relationships!) Getting stuck in the past can make it very difficult to create a win-win outcome, since all the negotiators are busy blaming their counterparts or defending themselves. Under these circumstances, it may be in your best interest to Focus on the Future.

Example

A manager is counseling an employee about poor performance on the job. Each time the manager brings up an example of the employee’s poor performance, the employee blames the specific problem on the manager or another department. Since difficult employees will defend their wrongful actions to their death, it is helpful to Focus on the Future. It would be appropriate for the manager to ask the difficult employee, “What will it take to have you produce a quality product next week?” Even the most difficult employees will help define the future.

Counter

If you are put in this situation and, for some reason, do not want to be held completely accountable for the results of the negotiation, the appropriate counter is the tactic of The Safeguard. In the example above, the employee might reply, “I will do what I can to produce a quality product next week, but if I do not get all the information and cooperation I need from other departments, I may not be able to accomplish that goal.”

Have you used or encountered this tactic in your negotiations? If so, how’d it go?

Summary: Attempting to upsell a counterpart by offering extras.

One of the challenges everyone faces is the aggressive salesperson who pushes additional products or services. The perfect model of this tactic is the fast-food cashier who always asks, “Would you like fries and a drink with your double cheeseburger?” and attempts to upsell you on the Meal Deal.

Example

Sue is buying a new laptop and the salesperson says, “You really should purchase the extended warranty. If anything goes wrong with this laptop, we will fix it free of charge.” The salesperson convinces Sue to buy the extended warranty with the argument, “You just never know.”

Some people like extended warranties; others feel such warranties are a waste of money. Some individuals have purchased the warranties and, when the product has malfunctioned, have been unable to find the paperwork, so the retail chain would not honor the warranty anyway.

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