Think about negotiation as an organisational capability. A common mistake made by businesses is to only consider the enhancement of the negotiation skills of individuals. If your business depends solely on the negotiation skills of individuals it means that you will always be subject to the risks associated with the movement of people. What happens when your star negotiator is advanced or decides to sign up with your rival or supplier?
Your business' competence to negotiate successfully is dependent on 4 things:
* The negotiation strategy (or lack 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 support of the negotiation capability, but a mistake is easily made by investing in negotiation skills training without having considered the two 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 thinking about the negotiation strategy & supporting process can be compared to investing in the training of troops for battle independent of the general strategy for the war.
The 2nd big mistake is that businesses will focus on the enhancement of the negotiation skills of individuals but will then not create a supporting environment for deployment 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 program and you are not prepared to:
* define or refine a negotiation strategy,
* design or redesign the negotiation process, and
* create a best practice negotiation supporting environment
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.
A person's negotiation capability is made up of 3 things:
* Their competence (that which they are able to do)
* Their preferences (that which they like 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 reliant on your competence to do it, then nobody would smoke, we would all eat 5 fruits and vegetables daily and we would all exercise on a regular basis.
The 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 significance on your behaviour than your competencies. It is also one of the biggest mistakes made by companies in recruitment and negotiation assessments, is to test 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 frame of negotiation skills development, this means that it is essential that each individual understands their own preferences with regards their approach to negotiations in addition to their competencies and equally, that they are made aware of the fact that different individuals and different cultures will have varying preferences when it comes to negotiations.
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