NEGOTIATIONS

Power • Process • Principles

Overview

If you’re ever in a position that requires you to negotiate, this is a must-attend seminar! Do better trade agreements, acquisitions/mergers, real estate transactions, labor settlements and corporate or government procurement. Close large sales or improve any deal where you need to protect your interests. Unlike other ICN courses, which are aimed at IT procurement professionals, this seminar is for anyone who negotiates anything.

Comprehensive, in-depth

This course is the most thorough, practical and effective negotiations seminar available. Its content and instructors get very high ratings from attendees with all levels of negotiations experience. Review a partial course outline.

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Who Should Attend?

Rookies through proven veterans – everyone who negotiates. It will make a positive difference in the deals you do. Now, more than ever, it’s important that you know how to negotiate effectively. Attend and you’ll learn a methodology that allows you to accomplish your objectives. We guarantee that you will:
  • Increase your negotiating power
  • Understand a process that ensures success
  • Learn principles used by experienced negotiators

Benefits

  • Avoid risk
  • Save money
  • Resolve disputes
  • Close that big deal
  • Get what you pay for
  • Gain and retain power
  • Learn strategies and tactics
  • Prevent future headaches
  • Get a better agreement
  • Obtain your objectives
 

Accreditation

CTPEICN courses qualify for CTPE credits. Caucus awards up to 10.5 continuing education hours to attendees of this workshop toward their Certified Technology Procurement Executive certification.
C.L.E.Those successfully completing this workshop can receive up to 10.5 C.L.E. units.

2 Ways to Register

Multi-registration discounts are available. Call us now to find out your level of discount!

Workshop Outline

Why Negotiate?

  • Procure items
  • Solve a problem
  • Follow a directive
  • Create innovation
  • Combat competition
  • Close a sale
  • Renew a contract
  • Seize an opportunity
  • Improve performance

Our Challenges

  • We avoid conflict
  • We lack experience
  • We give too much information
  • We have fragmented position
  • We don’t know what’s possible
  • We make mistakes
  • We are unprepared
  • We don’t allow enough time
  • We lack training, experience, skills
  • We don’t have negotiating power
  • We don’t use a negotiation process
  • We don’t know proven principles

Overview of Solution

Power

  • Comes from a variety of sources
  • Can be gained, lost or given away
  • Affects attitude, behavior and outcomes
  • The essential important factor ?

Process

  • Effective negotiation is a process, not an event
  • Use in whole or in part
  • It’s about project management
  • Provides focus, direction, discipline, consensus and consistency

Principles

  • Best practices
  • Collective wisdom
  • Practical, proven do’s and don’ts
  • From painful learning experiences

Negotiating Power

Sources

  • Control—Seven components to
    manage, including:
    • Contract
    • Emotions
    • Agenda
  • Alternatives
  • Authority—Gain four ways
  • Information—Six critical points,
    including:
    • Information is power
    • Talking = giving information
    • Listening = receiving information
    • The deal itself
    • Opponent—Gain four different ways
    • Interpersonal

Maintaining — Seven initiatives to keep power, including:

  • Don’t eliminate source of power
  • Don’t expose needs
  • Counter opponent’s ploys

Process

Step 1: Organize

  • Establish team
    • Members
    • Structure
    • Roles—Seven pre-defined
      responsibilities, including:
      • Emissary
      • Observer
      • Good cop
  • Develop scope
  • Identify resources
  • Collect/prioritize objectives
    • Types of objectives—Ten important perspectives, including:
      • Results
      • Functional
      • Contractual
    • Sources of objectives —
      Eight areas to survey, including:
      • Executives
      • Stakeholders
      • Team members
  • Prioritize objectives
  • Establish/review governance criteria
    • Policies
    • Standards
    • Procedures
    • Form documents

Step 2: Prepare

  • Schedule
    • Deal completion
    • Key milestones—
      Five components to consider
    • Critical path
  • Information gathering
    • Internal analysis—
      Five things we must determine
    • Industry analysis
    • Analysis of opponent—
      Ten important issues, including:
      • Deal impact on them
      • Their objectives, interests and
        limitations
      • Questions they will ask
  • Strategy
    • Examples of strategies
    • Strategy selection—
      How to evaluate them
  • Finalize Negotiation Plan
    • Conduct risk analysis
    • Set expectations within the team
    • Develop alternatives to a negotiated deal
    • Document Negotiation Plan
  • Run simulation(s)
    • Conduct simulation
    • Review/audit the simulation
    • Modify strategies and Negotiation Plan
  • Obtain authority
    • Team members
    • Senior management
  • Meeting logistics
    • Site
      • Ours
      • Theirs
      • Neutral
    • Environmental factors—
      Eight factors to consider,
      including:
      • Seating
      • Meeting room
      • Seating arrangements
    • Human factors
      • Travel
      • Food
      • Fatigue
      • Time
    • Attendees
  • Develop agenda
    • Advantages
    • Disadvantage
    • Top down negotiations
  • Review table team protocol—
    Seven rules to follow, including:
    • Maintain self control
    • One person speaks at a time
    • Don’t hesitate to call a caucus
  • Review negotiating styles
    • Geared to
      • Situation
      • Personalities
    • Objective is to communicate our ideas most effectively
    • Elements of negotiating style

Step 3: Execute

  • Meeting management
    • Team member introductions
    • Agenda
  • Communication—Six critical issues to understand, including:
    • Questioning—Six types of questions
    • Listening
      • Benefits of listening
      • Active listening
      • Barriers to listening
    • Body language lab—Demonstrations and exercise
  • Maslow’s hierarchy of needs
    • Pyramid
    • Examples
    • Negotiations applications
  • Dealing with deadlocks and impasses—Fifteen ways to
    resolve, including:
    • Brainstorm
    • Write issue on board
    • Depersonalize the issue
    • Create a problem solving team
    • Sit on the same side of the table
  • Ploys, strategies and tactics
    • How to counter ploys
    • List of strategies and tactics—
      Fifteen approaches to gain
      advantage, including:
      • Zone of consideration
      • Salami
      • Surprise
      • Quiet as a tomb
  • Closing/documenting
    • Statements and questions—
      Eight most effective comments
    • Document
    • Update agreement and Negotiation Plan
    • Notify senior management
    • Gain agreement—Four steps

Step 4: Manage

  • No ongoing relationship
  • Ongoing relationship
    • Monitor project plan—
      Five step sub-process
    • Manage the agreement
      • Elements to manage—
        Six key components
      • Determine who will manage—Six functional possibilities
      • Brief those who will manage
      • Monitor compliance
      • Document
        – Compliance
        – Noncompliance
      • Take action
    • Manage the relationship
      • Determine level of management required
      • Identify who will manage
      • Decide what will be managed
      • Monitor managed items
      • Report on managed items
      • Improve relationship

Princples

Never — Fifteen things absolutely not to do, including:

  • Divulge our budget
  • Reveal our schedule
  • Say their price or terms are reasonable
  • Let them know they’re the only option or our favorite
  • Eliminate alternatives until negotiations are completed

Remember — Twenty-three critical truths we need to know, including:

  • Information is power
  • A good deal is about more than just the money
  • If it’s not in the contract, it’s not part of the deal

Summary