Think about negotiation as an organisational competency. A familiar oversight made by businesses is to only think about the development of the negotiation skills of individuals. If your organisation relies solely on the negotiation skills of individuals it directly signifies that you will always be subject to the dangers associated when people move. What happens when your best negotiator is advanced or decides to join up with your competitor or supplier?
Your organisation's ability to negotiate effectively is dependent on 4 element:
* The negotiation strategy (or absence thereof)
* The negotiation process
* The negotiation skills of individuals
* The negotiation supporting environment
Enhancing an individual's negotiation skills is clearly an important component in developing the negotiation capability, but an error is easily made by investing in negotiation skills training without having contemplated the 2 steps that should precede negotiation skills enhancement; an organisational negotiation strategy definition and an organisational negotiation process design or redesign.
Investing in a negotiation skills development initiative without having considered the negotiation strategy & supporting process can be associated to investing in the training of soldiers for war independent of the overall strategy for the war.
The 2nd oversight is that companies will invest in the development of the negotiation skills of individuals but fail create a supporting network for enhancement of these skills. Using the war analogy, this would be like training soldiers in the use of their weapons and then not providing them with the ammunition and materials needed to keep the weapons serviceable in action.
If you are thinking about investing in a negotiation skills development initiative and you are not prepared to:
* outline or refine a negotiation strategy,
* design or redesign the negotiation process, and
* produce a best practice negotiation supporting network
I would like to suggest that you focus your money elsewhere as you are likely to receive a better return on your investment!
Another tips is to ensure that your negotiation training initiative includes individual negotiation preference profiling.
An individual's negotiation capability is made up of three factors:
* Their competence (that which they are capable of doing)
* Their preferences (that which they prefer to do)
* Their behaviour (that which they actually do)
Contrary to popular certainty, the biggest influencing factor on your negotiation behaviour is not your competence but your preferences. Think about it, if your ability to do something was dependent on your competence to do it, then not one person would smoke, we would all eat 5 fruits and vegetables daily and we would all participate in exercise on a regular basis.
The simple truth is that you tend to behave in negotiation (as in life) according to your preferences. You could therefore convincingly say that your preferences in life have a far bigger impact on your behaviour than your competencies. It follows that one of the biggest mistakes made by businesses in recruitment and negotiation assessments, is to check the competence of individuals without attaining an understanding of their preferences.
In other words, the fact that you are able to do something doesn't mean that are actually going to do it. In the context of negotiation skills development, this suggest that it is essential that each individual understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made conscious of the fact that different people and different cultures will have varying preferences when it comes to negotiations.
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