Insights

Whether we like it or not, the reality of being able to get something accomplished may well rely on negotiating a strategic alliance with the ‘other side’.

Now that World Cup soccer fever is on the rise again (congratulations to the Socceroos on qualifying for the World Cup 2018) we can reflect on all those 'negotiations' players have with referees. Almost all of which will fail. This is despite the sometimes extended on-field dialogue and dramatic nonverbal pleading. The yellow or red card decision remained in place.

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It’s an interesting moment, which frequently emerges when we develop professional negotiation and influencing capability- the realisation or ‘light bulb’ that we don’t always negotiate with another party. We are in fact in constant negotiations with ourselves!

“Vertrouwen”, het belangrijke “V” woord! Veel wetenschappers dicteren dat je vertrouwen moet opbouwen tijdens een onderhandeling.

A willingness of people to accept weak claims is big news at the moment. How do people differentiate between fake and real news? And particularly when negotiating, how do we apply our ‘bullshit meter’ to detect spin, distraction or straight deception?

I recently posed the question ‘how does gravitas occur’ to the CEO’s of three of Australia’s largest companies and their response may surprise you.

Consider the last time you misunderstood the tone or context of an email… While sometimes we trust our instincts, occasionally our first reaction or initial impression isn’t always the right one. During the negotiation process, false assumptions could prove as perilous as unchecked emotions.

Leadership is no longer about dominance and positional power, but about the ability to provide clear direction and purpose, as well as maintain open dialogues with team members during this crisis to influence outcomes.

When the chips are down, do you push forward or do you roll over? For many of us the urge will be to continue to compete. And when this urge is underpinned by the bottom-line (personal needs) gain of protecting reputation, then engaging a reactive fight response is an easy decision.

'Trust', the big 'T' word! Many theorists prescribe that you must build trust in negotiations. But practically, is trust necessary?