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Improve Your Negotiation Skills By Using And Challenging Authority In Your Negotiations
How can you invent influence and leverage for yourself in negotiations?
Is there a negotiation skills method to counter the power held by the other side in negotiations?
There is a way to consistently develop authority for yourself whilst at the same time challenging the power of your counterparts. If you consistently apply this technique, you will be rewarded with a substantial improvement in the quality of the transactions that you conclude.
You will find many books about the power that can be found in negotiations. Below are some examples of the things that might provide you with some power, which you would have come across in your sales negotiation training:
* Status & position (you or your position may be held in high regard)
* Physical appearance (you may be very big physically or be deemed to be physically attractive)
* Organisational rank (your business may be deemed powerful)
Whilst the aforementioned are examples of some of the things that may award power on you or your counterpart in negotiations, without a shadow of a doubt, the single most effective way to creating authority for yourself in negotiations is to develop other possibilities. You will never have as much power in a transaction as you will have if you are not restricted to one option only. If you can place yourself in a position where all you have to do is choose between alternatives, then you will always guarantee that you have both authority and leverage in your deals.
The funny thing is that whilst we do think of alternatives when we negotiate we tend to make 2 key mistakes:
1. We deploy alternative options too late in the negotiation process. Normally, we only begin to think about alternatives when we realise that we are in a stalemate or in a difficult position. The problem with thinking about alternatives late in the negotiation process is that we could find ourselves in a position where we have no time left and then we may be compelled to agree a result we would have preferred to avoid. The key to effectively developing alternatives is to do so even before you start negotiating.
2. We do not really invest ourselves in developing alternatives. Whilst we may think about options, often we do not put in place exact actions to explore these alternatives. It is key that once we've identified possible alternatives that we actively engage in exploring these alternatives. If you want both power and leverage in your negotiations, then you will have no alternative but to explore fully all the alternatives available to you. As a matter of fact, you may even have to create some options if there seems to be no alternatives available.
Do not forget that successful negotiations and creativity go hand in hand. Here's a word of caution though. Use your negotiation training, because you should carefully think about whether you should let your counterparty know about the alternatives that you have at your disposal. If you are in a very competitive negotiation environment then there is not much damage in letting your counterpart know that you have many alternatives available. However, if you are in a collaborative position, it may be best to not openly disclose the options available to you as this may have a counterproductive impact on your relationships.
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