Communication skills training › Negotiation Skills and Making the Deal

Negotiation Skills and Making the Deal

Negotiation skills training: Learn how to shape and make the deal

This is a sample learning overview that we can design and deliver specifically for your organisation.

Shape and make great deals. In a unique and powerful way, our negotiation skills training brings together two themes – conduct and commerciality.

It shows how you can achieve success by combining commercial rigour with techniques for attaining total control over your conduct and behaviour. The deals you make define the destiny of your organisation. They can help you build a successful future – or disadvantage you for years to come.

This negotiation skills workshop will help you bring structure and discipline to the way you negotiate and align every deal with your strategic intent. Applying a toolkit of skills and techniques, you will learn how to respond effectively to the strategies used by your counterparty. You will develop your skills in standing your ground when placed under pressure.
 

Workshop highlights

Our negotiation skills workshop will help you to:

  • Bring commercial focus and intellectual rigour to the way you pursue opportunities, shape deals and negotiate outcomes
  • Shape the deal in order to create maximum value
  • Achieve self-mastery and self-control in your behaviour and conduct
  • Engage with your counterparty in a productive and assertive way
  • Protect and enhance your interests and those of your organisation
  • Negotiate the best possible outcome

View typical programme content

Programme

Define the challenge        

  • Explore the challenging context in which you make and negotiate deals
  • Understand the pressure on costs and the hunt for value
  • Identify key success criteria in shaping a successful deal
  • Explore how achieving a great outcome is affected by how you engage with your counterparty

How to shape the deal

  • Origination. Find and create opportunities. Entrepreneurship. Seeing value where others have not
  • Cost-benefit analysis. Assess the costs and benefits of taking part in the negotiation – and in the deal you make
  • Stakeholder mapping. Understand  the landscape you are entering
  • Risk assessment. What could go wrong?
  • Balance of power. Assess the strength of the relative positions of you and your counterparty
  • The Venn Diagram. Find areas of common ground and mutual interest. Know where the key points of conflict will be

How to prepare for your negotiation

  • Using Zen principles in negotiation
  • The concept of the ‘don’t know mind’ – a complete un-attachment to any knowledge or preconceptions
  • Coming meticulously prepared – but totally open
  • Being courteous and speaking softly
  • Disguising your reactions – including euphoria and dismay 
  • Never revealing ‘tells’ – aspects of your verbal and non-verbal communication that give something away to the other side

How to open your negotiation successfully

  • Letting the other person come up with the first offer
  • Keeping a commercial focus, controlling your conduct
  • Framing the negotiation
  • Chosen entry point – big picture or narrow detail
  • Focus on value and benefits, not cost and price
  • Building the foundations for a ‘Win/Win’ outcome 

How to move the negotiation forward 

  • Making and responding to proposals
  • Conditionality and reciprocity
  • Achieving movement and the incremental building of consensus
  • Avoiding counter proposals and making considered alternative proposals

How to overcome obstacles and objections  

  • Overcoming obstacles and objections
  • Dealing with disruptive or aggressive behaviour
  • Responding effectively to tactics and techniques from your counterparty
  • Being assertive and conveying confidence
  • Creating momentum in the deal

How to close the deal

  • Not making untraded concessions to achieve a close
  • Resisting time pressure
  • Maintaining total control of your behaviour as you approach the close
  • Having the courage to address final objections – and to walk away if the deal isn’t right
  • Making the transition from agreement to implementation

Making a difference 

  • Final question and answer session
  • Planning your actions – how you will transfer the learning to the workplace
  • JSB facilitator available for optional follow-up coaching discussions

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