Reach more win-win outcomes.
You are not just negotiating a transaction; you are building a relationship.
Win-win negotiations help you and your partner realign on priorities, co-create solutions, and make your relationship stronger. They give you a chance to resolve conflicts and let both sides feel confident in the partnership.
Think about the last time you negotiated...
Do you feel you had to compromise your needs or beliefs?
How did you confront the conversation or avoid the tough questions?
What made the outcome worthwhile for both parties?
Negotiate from a position of power.
With Sandler’s Negotiating Mastery, you will learn how to keep deals and other agreements on track, lead win-win negotiations and deal with common negotiation mistakes and power play tactics.
In Negotiating Mastery, you will learn how to:
Prepare to reach win-win outcomes
Gain equal value for every concession you make
Define your walkaway points
Lead a collaborative negotiation
Confidently handle difficult situations
Negotiating Mastery Curriculum
The goal of negotiating is to reach an agreement that satisfies both parties and moves the relationship forward. Each side feels that the other was fair. Fairness, or at least the perception of fairness, is critical. To achieve this, each side needs to uncover a better understanding of what the other really wants. The best test of a true win-win outcome is whether each party would want to enter into additional negotiations with the other in the future. A Sandler-trained salesperson knows how to get a good deal and leaves the other side thinking they negotiated a good deal too.
Buyers will always try to get as much as they can for their money—but you can’t deliver quality products and services if you give up too many yards in the negotiating game. It is in both your best interest and your customer’s that you MASTER the art of negotiating.
Remember: Everything you want is owned or controlled by someone else. You are negotiating all the time!
Leverage in the negotiation process may be subtle or direct. Either way, it is very important. Leverage in the negotiation process can be described as a situational advantage. It helps you persuade the buyer to your position. If you have no leverage at all in the process, then you will have a situational disadvantage. Even if you hope for a win-win outcome, you still will be at an advantage or disadvantage, depending on the amount of leverage you have. Often, it is positioning that swings the leverage to one direction. There are many types of leverage that will work for you or your buyer.
People buy from people they like or trust. The act of persuasion is when a teacher tries to get a child to learn, when a coach tries to get a team to win, when a lawyer tries to get a conviction or an acquittal, when a politician tries to get elected or to lead, or when a salesperson tries to sell or negotiate. Style is often more important than substance. This chapter focuses on one key aspect of STYLE and the impact of STYLE on our ability to persuade.
Buyers will always try to get as much as they can for their money—but you can’t deliver quality products and services if you give up too many yards in the negotiating game. It is in both your best interest and your customer’s that you master the art of negotiating. Everything you want is owned or controlled by someone else. You are negotiating all the time.
Buyers have manoeuvres they use to try to get the salesperson to panic, to think that a sale that is inches away from a signature is suddenly in danger. By using these gambits, buyers hope to force salespeople off balance and into making one-way concessions to “save” the sale. However, these gambits are nothing new, and Sandler can offer solid techniques for recognising and handling them when they come up.
During any negotiation, it is not uncommon for an impasse to occur. The goal of a professional negotiator is to have a process to follow when there is a roadblock.
Effective negotiation is almost always counterintuitive. It is against our nature, and therefore, makes us uncomfortable to remain neutral in difficult negotiations. You need to understand the difference between doing what is comfortable and doing what is effective.
In sports, we practice more than we play. We swim five days a week and have a meet only on Saturday. It’s the same with music. We must practice daily, but the concerts are much less frequent. However, in business, it was decided that we can get in the game and play without the practice and still expect a good outcome. Typically, we jump into a negotiation situation with little to no preparation, rely heavily on instinct, and hope for success.