The Five Teamwork Principles to Follow for Winning Negotiations

Even with a well-crafted value argument and solid customer motivation to get a deal done, the whole process can unravel if negotiation leadership and teamwork are absent.  The most effective “tactic” in your arsenal is a unified team. Selecting your team, involving all key players in planning, and maintaining group discipline begin the teamwork  that will hold your important deal together.

In our decades of helping clients manage and win complex deals, we have seen five key teamwork principles that are critical to getting the win/win negotiation outcomes you desire.

1. Recognize Varied Motivations, Both Internally and Externally

Everyone has specific reasons for acting as they do. (For example, the other side may stall negotiations if they think you are in a revenue bind, hoping to extract price concessions.) Lay the necessary groundwork by considering both the organization-level and role-based motivations of the other side. Read more

Six Principles Every International Negotiator Must Know: M.O.R.E.

This is the fourth post in a series entitled: The Principles of International Negotiation: Finding Universal Value in a Complex World

International Negotiation

In our two previous posts on international negotiation, we discussed the importance of P&L (Patience and Listening) and the dynamics of credibility and leverage. One is a practice, the second is a conceptual understanding. They are interlocking and dependent. Patience and listening yield trust and information. Trust and information help us generate credibility and leverage – the two things you must have if you want to negotiate successfully.

What are some other ways to generate credibility and leverage? Over decades of collective experience as international negotiators, K&R has formulated six principles that serve as a guide to the fundamentals of negotiating. Read more

The Dynamics of Credibility and Leverage

This is the third in a series of blog posts The Principles of International Negotiation: Finding Universal Value in a Complex World.

“You lied to us.”

That was what we heard from across the table on the opening of our fifth consecutive negotiation meeting during a Japanese engagement. The actual issue was minor, having only to do with the meeting’s start time. But tensions were high. Days one through four had started at eight a.m., usually stretching until two or three a.m. the following morning. The man making the accusation was a key Japanese negotiator from the customer’s procurement organization. He had been difficult, not because he was hard to work with, but because he was detail-oriented – and often right. In the preceding days he had used good logic and persuasion to push costs of the deal onto our side. Read more

If You Don’t Listen, You Can’t Win: Positive Attitudes for Effective Global Negotiators

This is the second post in a series entitled: The Principles of International Negotiation: Finding Universal Value in a Complex World. You can read all posts in the series here.

In its essence, good negotiation is good communication. When the person across the table from you is from a different country, you’ll see and feel just how critical good communication is!
In K&R’s world, negotiation is the interaction between people to reach agreement. To reach that agreement your job as a negotiator is to understand exactly what everybody wants out of the process. You will succeed when you reach an agreement with terms that satisfy all involved. In subsequent posts, we will discuss the mechanics of articulating value. But for now, let’s focus on negotiation as communication. Read more

The Principles of International Negotiation: Finding Universal Value in a Complex World

The combination of technology and the evolution of global markets has created exciting opportunities to forge successful relationships and seek lucrative deals globally. While the world has indeed become smaller and a lot faster, culture from country to country, region to region – and even company to company – is far from uniform.

With dazzling new opportunities come more potential pitfalls. Even without the culture variable, negotiating in business is already a complex process. Culture, language, and fundamental, unspoken approaches to business can all make international negotiations more complex than domestic negotiations. While acting in a way that would normally create a good impression in your culture, you may inadvertently create the opposite in someone else’s culture. For example, setting an agenda for a meeting with someone you don’t yet know may be appropriate in the U.S., while some Japanese may view it as arrogant and presumptuous. Read more