advanced negotiation skills

Boulden Management Consultants

training by design

This programme provides practical help to enable professional peopleto grasp the mindset of an expert negotiator and appreciate the innergame of beliefs and values as they apply to negotiations. The training isbased on applying Neuro Linguistic Programming (NLP) techniques tothe negotiation process and during the course discoveries will bemade as to how to consistently achieve a win-win situation innegotiations. It will also build self-confidence when conducting a face-to-face meeting.The course will give those attending a competitiveedge whilst maintaining and building positive relationships.

By attending this two-day highly interactive course you will: Understand how your beliefs and values can affect your ability to negotiate

effectively Explore the nature of the different types of negotiation from Lose/Lose to

Collaboration Gain a toolbox of 22 influencing skills that will mean that you can achieve

consistently good results in your negotiations Learn a seven step planning process so that you will be prepared to handle what

the other party may propose Discover how to control the actual face to face negotiation using the Deal

Making Meeting Process

The basis of the feedback is peer review based upon assessment usinga BMC assessment checklist. Completing the BMC assessmentchecklists is not only valuable to the people involved in a given casestudy, it also helps those completing them to gain an in-depthunderstanding of the building blocks that make up an excellentnegotiation meeting.

People with some experience of negotiation who wish to further develop their skills.

Overview

Feedback

Learning objectives

Who should attend?

Course: Advanced Negotiation Skills

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training by design

The phrase the inner game is a term borrowed from sports psychology. It is a reference tothe fact that what is going on inside a persons head (their state of mind) is crucial to goodperformance. Here we consider the role perception and beliefs of expert negotiators.

Examining your current beliefs

Reviewing expert beliefs

Making changes that you feel are appropriate for you

Pairs exercise: applying the Future Pacing technique.

The ability to influence and persuade is the key competency of advanced negotiators. Here wecover twenty-two influencing tools grouped into five sets or topics. Mastery of this skillstoolbox, which is based on NLP (Neuro linguistic programming) concepts, allows expertnegotiators to conduct face-to-face meetings with elegance and precision.

Building a sense of trust and partnership with prospective clients. Gaining a psychologicalconnection with other people.

Matching and leading body language

Matching and leading values

Matching and leading jargon

Matching and leading on sensory based language

Group exercise: practising the pacing and leading technique

Paying close attention to the prospects non-verbal behaviour and tuning in to the underlying message that is being transmitted.

Notice non-verbal behaviour

Calibration

Position perception

Pairs exercise: developing listening skills

Day one:

Influencing skills

Creating rapport

Effective listening

The inner game ofNegotiation

Advanced Negotiation Skills

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This set of tools is concerned with asking high quality questions that map out precisely theother partys needs and requirements.

The logical levels concept

Moving up logical levels

Moving down logical levels

Softners

Pairs exercise: conducting logical levels interviews

Building a history of agreement into the conversation so that the other person gets into thehabit of agreeing with you.These techniques help to generate a positive tone to the whole ofthe negotiation meeting, from the initial remarks to signing off on the deal.

Summarising

Reframing

Behaviour labelling

Conditional close

Pairs exercise: handling objections with reframing

Using assertive tools combined with NLP techniques to put your point of view in a firm,persuasive, courteous manner. In this section we also cover methods for dealing with hostile and aggressive behaviour.

Dealing with one point at a time

Positive language

Three step technique

Feel, felt, found technique

Assertive broken record

Fogging

Embedded commands

Day one:

Yes sets

Sending positive messages

Needs definition


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Looking at the way in which the 22 tools can be used in order to plan for a negotiation session.

The planning process involves setting out the goals for the negotiation, gathering some facts(what we call building a database) and then analysing the data to uncover key issues. Once thishas been done specific targets can be set and the plan for the face to face meeting developed.

The seven stages of planning the negotiation that we use at BMC are: -

Agree outcomes

Build a database

Chart logical levels

Determine common ground

Examine Batnas (Best Alternative to a Negotiated Agreement)

Formulate possible trades

Generate the settlement range

Case study: planning a negotiation

This aspect of the course involves covering all the administrative arrangements that relate tothe negotiation meeting. Namely;

Agreeing the agenda for the meeting

Considering our opening position

Planning to meet peoples expectations

Developing a timetable

Briefing the team

Day two:

Setting the scene

The BMC A-G Negotiation Planning process


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training by design

To run the actual face-to-face meeting we begin by agreeing the outcome for the negotiationand what topics should be covered.We then explore what importance each side attaches toeach topic, what specifically they are trying to achieve and what they are prepared to trade inorder to get what they want.The next step is to make proposals as to how agreement can bereached. Once an acceptable proposal has been put on the table we close the negotiation,record outcomes and monitor the results over time.

The four steps of the face-to-face meeting process are described by a mnemonic, where eachletter in the key word DEAL represents a stage in the meeting:

Draw the logical levels diagram (using the logical levels system explore the topics for discussion)

Explore possible deals (make proposals and give & receive concessions)

Agree the closing position (agree the formal contract and get the main points of the agreement in writing)

Look at the actual results (monitor how the contract is actually implemented over time)

Case study: conducting a negotiation

Reviewing some of the tools that we can use to regain momentum if the conversationbecomes stuck or bogged down on a particular issue. Including:

Chunk up chunk down

Negative consequences

Counter example

Time out

Car parking

Metaphor

Escalation

Arbitration

Pairs exercise: discussing how to apply the tools to real life issues.

Day two:

Breaking Deadlocks

The BMC Deal MakingMeeting Process


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advanced negotiation skills

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