Effective processes for agreeing mandates.
Key Fact: Many delegates on our negotiation programmes tell us that getting an internal mandate allowing them to trade effectively is one of the biggest problems they face.
- Skilled negotiators recognise that reaching successful agreements requires room to manoeuvre. They know it is impossible to negotiate if they are not allowed to move on any of the issues. They spend time agreeing the lowest position they can move to, while still making an acceptable agreement. However, they also recognise that those who aim high tend to do better, in the deals they make, so they also explore the highest demands they think they can make, that should still enable them to reach agreement with the other party.
Key Fact: Skilled negotiators use questions to explore possible options to give them a greater chance of being flexible in the actual negotiations.
- Getting a mandate for the negotiation usually means the negotiator has to gain agreement from his or her superior and the senior managers of any other departments involved. This often means they are not in a position to make demands but need to persuade or influence their senior colleagues to achieve the freedom of movement they need. Asking questions to help their colleagues explore issues and the scope for movement is an effective persuasion strategy in these situations.
Key Fact: The difficulty of "selling back" agreements made with customers to gain internal commitment to deliver what has been agreed during the negotiations is often caused by a lack of clarity about the mandate agreed before the negotiations took place..
- Skilled people spend far more time testing understanding to check that what people are saying at the meetings is clearly understood. They also summarise frequently to ensure agreements are captured and tied down so there is less chance of misunderstandings. These behaviours are not only essential for ensuring clarity in mandate meetings they are a key skill used by successful negotiators in their negotiations with customers too.
Back
