10 Tips For Effective Negotiations in Life and Business

In every field you are involved in negotiations on a regular basis, whether you realize it or not. When people think of negotiations generally the term "high level" comes to mind. There is a group of cigar smoking men surrounding a table in a board room and the volume is loud and occasionally emphasized with a fist pounding on the table. That scene may have played in the ' !'s or earlier, but it really is an archaic vision into a past era, and it has almost nothing to do with this article. "verything you do comes as the result of a negotiation with someone, unless you are living alone on a desert island, and even then you are probably negotiating with Wilson. Think about it. What did you have for dinner last night# $id you cook it# $id you choose the food# Where did you buy the food# %ll of these are the results of some low level negotiations. $id you speak with your spouse about the choice# If you looked in the paper for sales on food, that is a form of negotiation with the vendor. &ut now the point is made, and perhaps you are looking at negotiating and thinking, gee, I never thought about it that way. 'o how do you negotiate face to face (or through other communication methods#) *ou have to start either with a need or with a solution, depending which side you are on. "ither way these +! points are things you need to have in mind to have a

win,win.

1. Your negotiation has to have a two way commitment to the agreed upon ending 2. now the rea! goa! when you sit down to the ta"!e. Your goa! is not to every step of the process necessari!y# "ut to achieve the end resu!t. $on%t !et the steps drag down the negotiations &. 'emem"er the process is going to invo!ve give and ta(e. $on%t e)pect to dictate the terms# un!ess you are wi!!ing to wa!(# if they are not met. *. Be prepared to wa!( if the negotiations aren%t going to fu!fi!! your needs within your "udget.

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+. ,hen you sit down at the ta"!e# (now what your !imits are on a!! aspects of the dea!. ,hat are your time# money# and product parameters- ,hat is open to negotiation# and where is your wigg!e room.. /ave options in mind when you sit down. 0erhaps you don%t need the widget go!d p!ated1 may"e si!ver wi!! wor( 2ust as we!!. eep an open mind. 3. now that to have successfu! negotiations it is not genera!!y a once and done dea!. $on%t "argain so hard that you won%t "e a"!e to return for another dea!. 4. ,hen you are done# you shou!d have a written contract with so!id goa!s and a time!ine. There shou!d a!so "e conse5uences if the time!ine is not (ept# and possi"!y incentive if it is done right and done ear!y. 6. 7reate a winning team. ,hen you enter into a dea! with someone# you are forming a team# at !east in the short term. 8a(e sure you can wor( with someone# if need "e. 9ometimes negotiations wi!! ma(e odd "edfe!!ows# "ut ma(e sure everyone is wi!!ing to pu!! their weight for the good of the team. 10. 'emem"er the :Big 0icture.: You are there for a specific purpose. $on%t get sidetrac(ed and "ogged down "y the "ug dust.
It takes commitment on the part of everyone involved to have a successful negotiation, and all negotiations are the beginning of a relationship. How that relationship starts out often dictates how it goes over time. Camaraderie goes a long way to keep things smooth along your journey, so keep your sense of humor and know that life will throw curve balls at you occasionally. Negotiations are the start of a relationship and relationships make business work.

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Negotiate ;nd ,in <sing Body Language

=n tough economic times# you can sti!! achieve successfu! outcomes when you negotiate# "ut you have to use s!ight!y different tactics and increase your s(i!!s when it comes to reading "ody !anguage. =t%s a given that peop!e wi!! try to ma)imi>e the use of their resources during a recession or other economica!!y cha!!enged times. =f you can read and interpret "ody !anguage ?non ver"a! signa!s@# you wi!! have a "etter understanding of the gestures and other responses you receive whi!e negotiating.

; !ot of peop!e "e!ieve the person that negotiates on herAhis own turf has an advantage. To some degree that%s true. There are other factors that go into the ma(eup of that advantage. First of a!!# the person that perceives that situation as an advantage is right. Now some of you may "e thin(ing# what happens if "oth individua!sAgroupsAteams perceive that situation as an advantage- Buess what# "oth parties are right. The proof is in the outcome.

=f you%re good at interpreting "ody !anguage# you wi!! %catch% signs and signa!s that you can use to your advantage. ,hen you enter into someone%s environment# they (now where everything is and more than !i(e!y# they fee! comforta"!e in that environment. /ow then can you enhance the pro"a"i!ity that the outcome wi!! "e more favora"!e to you or your team- There are severa! ways you can do this.

=f you "egan to act e)treme!y comforta"!e in that environment# as the resu!t of sending "ody !anguage signa!s that suggest you were comforta"!e and very much %at home%# you can neutra!i>e the other person%s perceived advantage. ,hat e!se cou!d you do to ta(e the advantage from the other person in their environment- You can o"serve pictures that your negotiation partner has in their environment. =s your negotiation partner ho!ding peop!e in the picture- ;re they "eing he!d- ,ho is in the picture- =s it a !oved one# a "oss# an associate/ow are they acting- ,hat%s the e)pression on their face-

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The reason it%s so important to o"serve# %pic( up%# and interpret the non ver"a! c!ues in those scenes is "ecause you wi!! get c!ues into that person%s character and ma(eup. =f the person you%re negotiating with is in a picture with a mem"er of the opposite se)# you can in5uire as to who the individua! is. ;fter receiving a response# that%s the time to note other aspects of the picture. ;s stated a"ove# does your negotiation partner have his arm around the other person- That wou!d disp!ay a sign of dominance. $oes the person you%re negotiating with have the arm of the other person around them- That wou!d "e a sign of "eing dominated. C"serve the distance "etween the peop!e in the picture. That distance wi!! give you insight into the %space% your negotiating partner !i(es to have. =f your negotiation partner has pictures of inanimate scenes in her environment that insight can !ead you to assume that person may not "e the warm and touchy fee!y type. eep in mind that those pictures are a snapshot in time# "ut as you negotiate# you can use the interpretation of those scenes to your advantage.

<nderstand# there are a myriad of su"t!e signa!s you can g!impse when you%re in someone e!se%s environment. ;s such# you don%t have to "e at a disadvantage. You can ta(e the advantage from the other person. You 2ust need to use different tactics and heighten your awareness of non ver"a! signa!s. The "etter you are at interpreting su"t!e signa!s# the "etter you wi!! "e at interpreting "ody !anguage and thus# the "etter the outcome wi!! "e for you ... and everything wi!! "e right with the wor!d. The negotiation !essons are ... DD You can ac5uire an advantage when you%re in someone%s environment. The accurate interpretation of their "ody !anguage in their environment wi!! "e the source of your advantage. DD =nvest the time and effort that it ta(es to !earn how to contro! the non ver"a! signa!s your "ody sends. Cnce you "ecome good at sending the right signa!# at the right time# in the right situation# you wi!! win more negotiations. =n this case# the right signa! wou!d "e the one that most a!igns with the outcome you see(. DD ;!ways give consideration to negotiating in someone e!se%s environment as a strategic tactic.

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