Two Important Elements Of A Successful In-House Negotiation Training Initiative

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You should think about negotiation as an organisational competency. A common mistake made by businesses is to only think about the development of the negotiation skills of individuals. If your business depends solely on the negotiation skills of individuals it means that you will always be exposed to the dangers associated with the movement of people. What happens when your best negotiator is advanced or decides to join up with your competitor or supplier?

Your business' competence to negotiate successfully is dependent on four factors:

* The negotiation strategy (or lack thereof)

* The negotiation process

* The negotiation skills of individuals

* The negotiation supporting environment

Enhancing an individual's negotiation skills is clearly an important element in support of the negotiation capability, but a mistake is easily made by focusing on negotiation skills training without having contemplated the two steps that should precede negotiation skills enhancement; an organisational negotiation strategy definition and an organisational negotiation process design or redesign.

Investing in a negotiation skills development program without thinking about the negotiation strategy & supporting process can be compared to focusing on the training of soldiers for battle independent of the overall strategy for the war.

The 2nd oversight is that companies will focus on the enhancement of the negotiation skills of individuals but will then not develop a supporting network for deployment of these skills. Using the war analogy, this would be like training soldiers in the use of their weapons and then not providing them with the ammunition and materials needed to keep the weapons serviceable in action.

If you are contemplating investing in a negotiation skills development program and you are not prepared to:

* define or refine a negotiation strategy,

* develop or redesign the negotiation process, and

* produce a best practice negotiation supporting environment

I would like to suggest that you focus your money elsewhere as you are likely to receive a better return on your investment!

Another tips is to ensure that your negotiation training program includes individual negotiation preference profiling.

A person's negotiation capability is made up of 3 element:

* Their competence (that which they are capable of doing)

* Their preferences (that which they like to do)

* Their behaviour (that which they actually do)

Contrary to popular certainty, the biggest influencing factor on your negotiation behaviour is not your competence but your preferences. Think about it, if your capability to do something was reliant on your competence to do it, then nobody would smoke, we would all eat five fruits and vegetables daily and we would all participate in exercise on a regular basis.

The truth is that you tend to behave in negotiation (as in life) according to your preferences. You could therefore convincingly say that your preferences in life have a much bigger significance on your behaviour than your competencies. It is also one of the biggest errors made by businesses in recruitment and negotiation assessments, is to test the competence of individuals without attaining an understanding of their preferences.

In other words, the fact that you are able to do something doesn't necessarily mean that are actually going to do it. In the frame of negotiation skills development, this means that it is essential that each person understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made aware of the fact that different people and different cultures will have varying preferences when it comes to negotiations.

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