Futureleaders Training: Negotiation Skills. Trainer: Sam Obeng-Dokyi

Futureleaders Training: Negotiation Skills Trainer: Sam Obeng-Dokyi 23 September 2014

Purpose & objectives 2 Aim The aim of this training session is to provide participants with an understanding of the concept of negotiation and why it is important to their development as prospective board members. Objectives of teamwork training Explain and discuss the following: What negotiation means Negotiation types and behaviours Preparing to negotiate Proceeding in negotiation Good practice methods Examples and exercises Q & A.

Introduction Why negotiate? 3 Every one negotiates: Buying a car, a house, even mobile phones Accepting a job offer or asking for a raise Reaching agreement at board meetings Organising team tasks etc.

Definition 4 Simply put the term negotiation means a discussion intended to produce an agreement.

What is not negotiation 5 When you are given an order and your only choice is to do as you are told Where a third party is brought in to arbitrate; and the parties are bound to follow the arbitrator s decision When people or teams are not working together to reach an agreement.

Negotiation- Common types 6 Competitive Collaborative Win Lose Win-Win Buyers: as low as possible Expanding the possibilities Sellers: as high as possible Claiming as much value as possible Long term relationship is important Creating value in negotiation Long term relationship not important. Parties work together to achieve more.

When to use what 7 Competition Collaborative When quick, decisive action is vital e.g. in emergencies When unpopular actions need implementing e.g. cost cutting, security and safety issues When there are facts or evidence to support your case When both sets of concerns are too important to be compromised When your objective is to learn To gain commitment from people with different perspectives Against people who take advantage of non-competitive behaviour

BATNA 8 BATNA stands for: Best Alternative To, a Negotiated Agreement

Why BATNA s Matter 9 The reason to negotiate is to produce something better than the results you can obtain without negotiating BATNAS tell you when to accept and when to reject an agreement -When a proposal is better than your BATNA: ACCEPT IT -When a proposal is worse than your BATNA: REJECT IT

BATNA - Example 10 Example for a Board wanting to sell an office building that is surplus to requirements: What will we do if we don t sell after 6 months? Will we keep it on the market indefinitely? Will we rent it? Will we let a charitable organisation live in it rent free if they maintain it? How do these alternatives compare with the best offer we have received for the building?

Preparing for negotiation 11 1. Know yourself and who you represent 2. Define your interests and the outcomes you want to achieve 3. Do your research 4. Know the other party s strengths and weaknesses 5. Know your and their BATNA 6. Set realistic expectations 7. Decide your walk-away point 8. Ensure they have the authority to negotiate.

During negotiation 12 Never feel rushed Never give away without getting something in return Ramp up your listening skills Be kind to people and hard on issues Don t absorb the other party s issues/problems Don't let personal hangups sidetrack the negotiations.

Using the right language 13 Don t I cant do this; I don t know Do I ll check it for you You are wrong; you don t understand You ll have to No in the beginning of a sentence But We can t do What did you say? Let me explain; clarify; give you an example In order to complete the process, we will need to I d love to do it, however. However What we can do is Pardon me/could you please repeat

Purpose & objectives 14 Aim The aim of this training session is to provide participants with an understanding of the concept of negotiation and why it is important to their development as prospective board members. Objectives of teamwork training Explain and discuss the following: What negotiation means Negotiation types and behaviours Preparing to negotiate Proceeding in negotiation Good practice methods Examples and exercises Q & A.