Better Your Sales Negotiation Skills By Manipulating And Countering Power In Your Negotiations
How can you create power and leverage for yourself in negotiations?
Is there a negotiation skills technique to counter the authority held by the other side in negotiations?
There is a method that you can consistently develop power for yourself whilst simultaneously countering the power of your counterparts. If you consistently use this method, you will be rewarded with a substantial development in the quality of the deals that you conclude.
Much has been written about the authority that can be found in negotiations. Here are some examples of the things that might provide you with some power, which you would have come across in your sales negotiation training:
* Status & title (you or your title may be held in high regard)
* Physical appearance (you may be very big physically or be deemed to be physically appealing)
* Organisational position (your business may be considered powerful)
Whilst the aforementioned are instances of some of the things that may confer power on you or your counterpart in deals, without any doubt, the single most effective way to developing power for yourself in negotiations is to develop alternatives. You will never have as much authority in a negotiation as you will have if you are not restricted to one choice only. If you can put yourself in a position where all you have to do is choose between alternatives, then you will constantly ensure that you have both authority and leverage in negotiations.
The strange thing is that whilst we do think of other options when we negotiate we tend to make two important mistakes:
1. We deploy other possibilities too late in the negotiation process. Typically, we only begin to think about other possibilities when we recognise that we are in a deadlock or in a difficult position. The issue with thinking about options late in the negotiation process is that we could find ourselves in a situation where we have no time left and then we may be forced to agree an outcome we would have wished to avoid. The key to successfully developing alternatives is to do so even before you commence negotiating.
2. We do not really arm ourselves in developing options. Whilst we may think about alternatives, often we do not put in place exact actions to develop these options. It is very important that once we've identified possible alternatives that we actively engage in exploring these options. If you want both authority and leverage in your negotiations, then you will have no alternative but to explore fully all the options available to you. As a matter of fact, you may even have to invent some options if there seems to be no alternatives available.
Remember that successful negotiations and creativity go together. Here's a word of warning though. Use your negotiation training, because you should carefully think about whether you should let your counterparty know about the options that you have at your disposal. If you are in an extremely competitive negotiation environment then there is not much damage in letting your counterpart know that you have many options available. However, if you are in a collaborative environment, it may be best to not openly disclose the alternatives available to you as this may have a counterproductive impact on your relationships.
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