Equip participants with a 'negotiation system'
Many suppliers of negotiation skills development initiatives approach negotiation training as something that is complicated rather than complex - in other words, they advocate an approach to negotiation that is sequential & linear (advocating for instance that there are a certain number of steps involved in all negotiations).
This method of complicated & linear approach will empower individuals & organisations with the tools to survive in simple & one dimensional negotiations but will leave them dangerously unprotected in multi-party, multi-issue, complex negotiations.
It would be a good bet that almost all professional golfers are better golfers than their coaches. Why then do they employ coaches?
Because it is almost impossible to examine one's own game objectively. When at the top level of golf, as in any game, we understand that the borders between success and failure can be very small indeed. We learn through this affiliation that the professional golfer's coach understands that his 'master's' game is mostly excellent.
It is by paying attention to the small things that changes in results are obtained.
Business negotiation is like golf in many ways. To be a rounded business negotiator, one needs to have mastered all the key factors that represent leading practice in the field of negotiation.
A complete and rounded approach should be pursued that covers the four key factors of all negotiations: Vision, Value, Process & Relationship. As in golf, it is critical that we first understand how we react in our negotiations when under stress, before we learn to deploy new skills.
Research proves that only 5 to 25 % of the information shared during a business negotiation workshop will be retained by participants. So as to guarantee the application of negotiation best practices in the workplace it is critical that people should be given a negotiation system that serves to:
* Provide them with a standardised negotiation preparation check list (ideally customised to support the organisation's negotiation strategy & process).
* Give them easy access to all the negotiation strategies, tactics & techniques that are beneficial to support their negotiations.
You should ensure that you don't focus on an academic training program that has little practical application within your environment. At the same time you don't want to invest in the equivalent of a street fighters negotiation course that is only focused on tactical negotiation tricks & techniques.
It is best to find a course that joins sound academically researched and validated principles with proven practical credentials.
Create a best practice negotiation supporting network
What happens after the training program? This is a really important question.
Will you provide the participants with one on one coaching to help them apply the best practice principles to their vocational negotiations?
Will you be running short follow up programmes at regular intervals to reinforce the learning?
Will you create a negotiation knowledge base so delegates can access experience & information already in the library of the organisation?
As you can see, in many ways the training engagement is only the beginning of the process. To ensure maximum savings in time, reduction in expenses and increases in profits, it is important that you develop and instill a best and leading practice based negotiating culture within your organisation.
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