Collaborative Negotiation Techniques

Salary Negotiation... HR: "What's your salary expectation " Candidate: AED 8,000 to 10,000 a month. HR: You are the best fit for the role but I'm afraid we can't afford you. Candidate: Okay. AED7,000 would be fine. HR: How soon can you start? Meanwhile, the budget for that particular role is AED15,000. HR feels like they did a great job in salary negotiation and management will be happy they cut costs for the organization. The new employee starts and notices the pay disparity. Guess what happens? Dissatisfaction. Disengagement. Disloyalty. Two months later, the employee leaves the organization for a better job. The recruitment process starts all over again. Leading to further costs and performance gaps within the team and organization. In order to attract and retain top talent, please pay people what they are worth. This is a thought-provoking, unpopular opinion, but it's the truth. When we undervalue the people who make our organizations run, we create a disenchanted, disengaged workforce that's always on the lookout for the next best thing. If we instead invest in them, acknowledging their worth and compensating them fairly, we foster loyalty, dedication, and high performance. Let's shift our mindset. Let's view fair compensation not as a cost but as an investment in the success and growth of our organizations. Because when our people thrive, so does our business. I urge all HR professionals out there to reconsider their approach to salary negotiation. It's high time we axed this age-old practice of underpaying employees just to save a few bucks. The cost is way too high. #people #jobseekers #interviews #talent #salary #hr #humanresources #leaders #leadership #culture #business #strategy #hrstrategy #employeeexperience #hiring #linkedin #linkedinconnections #aach

Can a negotiation be ethical? That’s what a leader asked me recently during a workshop on healthy communication in the workplace. Thankfully, I didn’t have to answer myself, since Roger Fisher and William Ury (researchers at the Harvard Negotiation Project) have answered before me through their book “Getting to Yes”. Negotiation (according to them - and me actually ) is not as a zero-sum game. It calls for something they named principled negotiation: hard on the problem, soft on the people. 📍But how do you do that? 1. Separate the people from the problem. The relationship is not the obstacle. Don’t attack the person, address the issue. 2. Focus on interests, not positions. People dig into positions (what the other person says and asks for). But underneath every position is a need. Understanding what someone actually needs opens space for solutions that rigid demands never will. 3. Invent options for mutual gain. Before deciding, expand the pie. Creativity in negotiation is not weakness, it’s strategy. 4. Insist on objective criteria. Let the standard be external: market data, precedent, expert opinion. Not pressure, personality or the relationship we have with the person we negotiate with. This method is used across business, law, and international diplomacy because it works precisely when the stakes are high and emotions run higher and the main idea I invite you to keep from this is that if we enter every negotiation assuming it must have a loser, we’ve already made an ethical choice, just not a conscious one. ✏️Make sure to save this post so you can come back to it later and reflect!

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.

A client recently asked me if they could negotiate their salary by telling the company they have another offer in hand, even if it isn't true. This is a common dilemma many job seekers face, and it's important to approach it with integrity and strategy. Here's why honesty is crucial and how you can effectively negotiate without resorting to false claims: ➡ Honesty Builds Trust: Lying about another offer can backfire if the truth comes out. Companies value honesty and transparency, and starting a new job on a lie can damage your reputation. ➡ Highlight Your Value: Focus on the unique skills, experience, and achievements you bring to the table. Clearly articulate how your contributions will benefit the company and why you deserve a competitive salary. ➡ Market Research: Do your homework and research industry standards for the role you’re applying for. Use this data to back up your salary request and show that you have a well-informed perspective. ➡ Negotiation Skills: Practice your negotiation skills by role-playing with a friend or mentor. Be prepared to discuss your desired salary confidently and professionally. ✨ Sri's Pro Tip: Compensation isn’t just about the base salary. Consider other benefits like bonuses, health insurance, retirement plans, and work-life balance. Integrity in your negotiations not only reflects your character but also sets a positive tone for your professional relationships. Stand firm on your worth without compromising your honesty. #SalaryNegotiation #CareerAdvice #JobSearch #IntegrityInBusiness

In my MBA, we had a subject on negotiation, and I remember how exciting it was. We were taught that negotiation is an art, a skill that, if mastered, can help you get the best deals, whether at work or in life. But over the years, I’ve realized that negotiation is neither an art nor a skill. More often than not, it is a PRIVILEGE. People don’t take lower-paying jobs or accept less-than-ideal offers because they LACK negotiation skills. They do so because they don’t have the privilege to negotiate. When you have bills to pay or responsibilities to meet, walking away isn’t always an option. Why is negotiation a privilege? 🚗 The Power of Alternatives: Negotiation works when you have options. Many don’t. If your alternative is unemployment or financial instability, there’s no real room to negotiate. 🚗 Structural Barriers: Gender, caste, disability, and background shape negotiating power. Some can ask and receive, while others face resistance or penalties for doing the same. 🚗 Financial Security: Negotiating confidently comes from knowing you have a safety net. Without that, asking for more feels risky. 🚗 Social Conditioning: Many are taught to accept what they get and be grateful. That’s not lack of skill—it’s how society conditions people. What can companies do? 🚙 Transparent Pay: Set clear salary structures so negotiation doesn’t favor the privileged. 🚙 Fair Hiring: Hire based on capability, not who negotiates best. 🚙 Growth for All: Ensure opportunities are accessible, not just for those who push for them. 🚙 Bias-Free Policies: Create environments where everyone can advocate for themselves without penalty. Fair workplaces ensure people don’t need privilege to thrive. —————- Alt text is embedded in the image

If you understand the rule of reciprocity, you’ll be better at negotiation. Reciprocity is one of the most powerful forces in human behavior. It’s the invisible thread that holds relationships together, even in conflict. Psychologists like Robert Cialdini have shown that we’re wired to return what we’re given. Whether it’s a favor, a compliment, or a concession, we feel an instinctive urge to respond in kind. As Cialdini put it: “There is no human society that does not subscribe to the rule of reciprocity. If someone does you a favor, you feel obligated to return it.” This plays out in mediation every day. When one party makes a demand, it signals a starting point, not an expectation. Most plaintiffs are prepared to compromise, often by half or more, because the whole process is built on the idea of give-and-take. But here’s the key: Offers only work if they feel reciprocal. When a demand is met with silence or rigidity, it feels like the rule has been broken. The other side gave and got nothing back. That’s when trust collapses and the negotiation stalls. This is also why mediators are cautious about “final offers.” When one side drops a number in the sand and won’t move, it violates reciprocity. The other side feels boxed in, not heard, and not valued. Even a fair number can feel unfair when it wasn’t exchanged for something. Want to keep a mediation moving? Keep reciprocity alive. Here’s a tool that works: Instead of saying “Here’s our final offer,” try saying: “You’re asking us to pay X. I don’t have authority to offer that, but why don’t we both recommend Y and see what they say.” That simple shift reframes the moment. Now it’s not one side giving in, it’s both sides exploring a joint solution. Because the truth is, people don’t just want resolution. They want to feel that they gave something and got something in return. Fairness doesn’t live in the number. It lives in the exchange. Understand reciprocity, and you’ll understand why most offers fail—and how the right ones succeed.

Negotiation isn’t persuasion; it’s joint problem-solving. Learn six moves that change every deal. Most people think negotiation is about convincing the other side to see things their way. But that’s a trap. Real negotiation is about uncovering shared interests and finding solutions that work for everyone. The problem? Most deals blow up because of blindness, not greed. We focus on positions and miss what truly matters: emotions, perceptions, and the basic human need to be understood. Studies show negotiators who focus on interests instead of positions can create up to 30% more joint value. That’s a game-changer. Here’s how to do it: 1️⃣ Separate the people from the problem. ↳ It’s not about fixing a person, it’s about solving a shared puzzle. 2️⃣ Focus on interests, not positions. ↳ Ask “why” until you understand what’s really driving the other side. 3️⃣ Manage emotions first, logic second. ↳ A calm tone is your best tool for clarity. 4️⃣ Express appreciation. ↳ Listening doesn’t mean agreement; it shows respect. 5️⃣ Reframe criticism as info. ↳ Positive language moves deals faster than blame. 6️⃣ Break the action–reaction cycle. ↳ When pushed, don’t push back; pivot with questions and standards. Here’s the trap: ↳ Don’t reward bad behavior with concessions. That’s the lesson they’ll learn. ↳ Don’t mirror aggression; redirect curiosity instead. How have I used this? Once, during a supplier-client chat, both sides insisted their price was final. I paused and asked, “What would make this deal work for you?” Minutes later, they revealed key priorities: one needed cash flow now, the other needed reliability later. Trading those interests unlocked a win-win package. Next time someone digs in on a disagreement, try that approach. It’s way better than arguing over who’s “right.” What’s one “people problem” you’ve turned into a value-creating solution? 📌 Save this for your next tough conversation. ♻️ Share if you still see teams debating positions instead of interests.

During a hostage negotiation, you cannot afford to compromise. Lives are at stake. But in business, most of us are not negotiating in hostage situations. We are negotiating in environments where we may work with the other party for years to come. Much of the science behind negotiation comes from transactional settings: price, goods, and procurement. The book “Never Split the Difference” even draws lessons from hostage negotiation. But when negotiating jobs, partnerships, or long-term decisions, the currency is not just compensation. It is goodwill. I have seen candidates extract maximum value in an offer, only to find that the tone they set at the start made future collaboration difficult. I have also seen candidates negotiate more lightly, preserve trust, and open the door to faster progression, deeper support, and more opportunity over time. The most strategic leaders I know treat negotiation as an iterative process. Not a one-time play for leverage, but the start of a dynamic, ongoing exchange. They understand that goodwill is not an unlimited resource. It can be created, preserved, or spent, often without realizing it. Effective negotiation means considering all of the elements at stake.

✨ What Is Public Procurement Negotiations Excellence & What Gets in the Way? ✨ Public procurement negotiations excellence is not about “winning” a deal! It is about stewarding public trust, balancing value, risk, ethics, & outcomes & doing so transparently, lawfully, & professionally! At its best, procurement negotiation excellence is where leadership, judgment, preparation, & integrity converge. It is the moment when public servants translate policy into outcomes & ensure taxpayer dollars deliver lasting value, not short term savings with long term regret! ⭐ So what does excellence look like? It looks like preparation before persuasion. It looks like negotiating value, not just price. It looks like understanding the market as deeply as the contract. It looks like protecting fairness while still achieving leverage. It looks like courage — including the courage to walk away. Yet, even the most capable professionals face real obstacles. 💎 What gets in the way of optimal success? Too often, negotiations are rushed by artificial deadlines ⏱️. Internal misalignment weakens external positions 🧩. Fear of escalation replaces thoughtful decision making 😬. Short term urgency overrides long term value 🔄. Compliance is mistaken for strategy & silence from leadership creates uncertainty where clarity is needed. None of these are failures of intent! They are systemic pressures that exist in public procurement environments everywhere — local, state, federal, & global. 🌍 Global best practices show us the way forward! The most successful public sector negotiators consistently apply a few timeless principles: ✨ Preparation is power — invest upstream so pressure does not dictate outcomes downstream ✨ Internal alignment is leverage — negotiate internally before negotiating externally! ✨ Ethics strengthen credibility — integrity builds trust & improves long term results! ✨ Constraints create discipline — laws & transparency do not eliminate negotiation; they refine it! ✨ People matter most — negotiation is human behavior operating within legal frameworks! 🚀 How do we persist & succeed despite the hurdles? By reframing negotiation as a leadership responsibility, not a transactional step. By empowering procurement professionals with training, authority, & executive support. By slowing down to think, even when the environment demands speed. By remembering that every negotiation teaches the market how to treat us next time. Public procurement negotiations excellence is not accidental! It is intentional, practiced, & fully supported. When we negotiate well, we do more than close contracts! We protect institutions! We build & preserve trust! We deliver value that endures! That is work worth doing — together! #PublicProcurement #NegotiationExcellence #PublicTrust #LeadershipInAction #Procurement #EthicsMatter #ValueOverPrice #GlobalBestPractices #ProcurementExcellence #ProcurementForward #ProcurementLEADERSHIP  #CarpeDiemEveryDiem #LetsGo