Think about negotiation as an organisational capability. A familiar error made by businesses is to only consider the development of the negotiation skills of individuals. If your organisation depends solely on the negotiation skills of individuals it directly signifies that you will always be subject to the risks associated when people move. What happens when your star negotiator is advanced or decides to sign up with your competitor or supplier?
Your organisation's competence to negotiate effectively is dependent on 4 factors:
* 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 an important component in support of the negotiation capability, but an error is easily made by investing in negotiation skills training without having considered the 2 steps that should head negotiation skills enhancement; an organisational negotiation strategy definition and business negotiation process design or redesign.
Investing in a negotiation skills development initiative without thinking about the negotiation strategy & supporting process can be associated to investing in the training of troops for war independent of the general strategy for the war.
The 2nd big mistake is that companies will invest in the enhancement of the negotiation skills of individuals but fail create a supporting environment 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 serviceable in action.
If you are thinking about investing in a negotiation skills development program and you are not prepared to:
* outline or refine a negotiation strategy,
* design or redesign the negotiation process, and
* create 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 ensure that your negotiation training initiative includes individual negotiation preference profiling.
A person's negotiation capability is made up of three factors:
* Their competence (that which they are able to do)
* 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 behaviour is not your competence but your preferences. Think about it, if your ability to do something was reliant on your competence to do it, then not one person would smoke, we would all eat 5 fruits and vegetables daily and we would all 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 say that your preferences in life have a far bigger significance on your behaviour than your competencies. It follows that one of the biggest mistakes made by companies 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 something doesn't mean that are actually going to do it. In the frame of negotiation skills development, this suggest 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 conscious of the fact that different individuals and different cultures will have varying preferences when it comes to negotiations.
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