You should think about negotiation as an organisational capability. A regular error made by companies is to only consider the development of the negotiation skills of individuals. If your business depends solely on the negotiation skills of individuals it means that you will always be exposed to the risks associated with the movement of people. What happens when your star negotiator is promoted or decides to sign up with your competitor or supplier?
Your business' competence to negotiate successfully is dependent on four things:
* The negotiation strategy (or lack thereof)
* The negotiation process
* The negotiation skills of individuals
* The negotiation supporting network
Developing an individual's negotiation skills is obviously an important element in support of the negotiation capability, but a mistake is easily made by focusing on negotiation skills training without having considered the two steps that should head negotiation skills development; an organisational negotiation strategy definition and business negotiation process design or redesign.
Investing in a negotiation skills development program without thinking about the negotiation strategy & supporting process can be compared to focusing on the training of troops for battle independent of the general strategy for the war.
The second big mistake is that companies will focus on the enhancement of the negotiation skills of individuals but will then not develop 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 supplying them with the ammunition and resources needed to keep the weapons serviceable 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,
* develop or redesign the negotiation process, and
* create a best practice negotiation supporting environment
I would like to propose that you invest your money elsewhere as you are likely to get a better return on your investment!
Another tips is to ensure that your negotiation training program includes individual negotiation preference profiling.
A person's negotiation capability is made up of 3 element:
* 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 belief, the biggest influencing element on your negotiation behaviour 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 five 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 generally) according to your preferences. You could therefore persuasively say that your preferences in life have a much bigger significance on your behaviour than your competencies. It is also one of the biggest errors made by companies in recruitment and negotiation assessments, is to test the competence of people without gaining an understanding of their preferences.
Therefore, the fact that you are able to do something 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 person 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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