You should think about negotiation as an organisational competency. A familiar error made by businesses is to only consider the enhancement of the negotiation skills of individuals. If your business relies solely on the negotiation skills of individuals it means that you will always be exposed to the dangers associated when people move. What happens when your star negotiator is advanced or decides to sign up with your rival or supplier?
Your business' ability to negotiate successfully is dependent on four element:
* The negotiation strategy (or absence thereof)
* The negotiation process
* The negotiation skills of individuals
* The negotiation supporting network
Enhancing an individual's negotiation skills is obviously a critical element in developing the negotiation capability, but a mistake is easily made by focusing on negotiation skills training without having contemplated the 2 steps that should head negotiation skills enhancement; an organisational negotiation strategy definition and business negotiation process design or redesign.
Focusing on a negotiation skills development program without having considered the negotiation strategy & supporting process can be compared to focusing on the training of soldiers for war independent of the general strategy for the war.
The 2nd big mistake is that businesses will focus on the development of the negotiation skills of individuals but will then not develop a supporting network for enhancement of these skills. Using the war analogy, this would be like training soldiers how to use their weapons and then not providing them with the ammunition and resources needed to keep the weapons functional in action.
If you are contemplating investing in a negotiation skills development initiative and you are not prepared to:
* define or refine a negotiation strategy,
* develop or redesign the negotiation process, and
* produce a best practice negotiation supporting network
I would like to propose that you focus your money elsewhere as you are likely to get a better return on your investment!
Another tips is to make sure that your negotiation training program includes individual negotiation preference profiling.
An individual's negotiation capability is made up of 3 element:
* Their competence (that which they are capable of doing)
* Their preferences (that which they prefer to do)
* Their behaviour (that which they in reality do)
Contrary to popular certainty, the biggest influencing element on your negotiation activities is not your competence but your preferences. Think about it, if your capability to do something was dependent on your competence to do it, then nobody would smoke, we would all eat five fruits and vegetables daily and we would all participate in exercise on a regular basis.
The simple truth is that you have a habit to behave in negotiation (as in life) according to your preferences. You could therefore persuasively argue that your preferences in life have a much bigger impact on your behaviour than your competencies. It is also one of the biggest errors made by businesses in recruitment and negotiation assessments, is to check the competence of people without attaining an understanding of their preferences.
Therefore, the fact that you are able to do anything doesn't necessarily mean that are actually going to do it. In the context of negotiation skills development, this means that it is essential that each person understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made conscious of the fact that different individuals and different cultures will have varying preferences when it comes to negotiations.
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