The Analysis of the Negotiating Partner
Dear readers, as announced last time, today I want to delve deeper and illustrate to you with examples how essential it is to successfully and purposefully carry out the initial step of analysis in a difficult negotiation. Whether it involves kidnappers, extortionists, or suppliers, customers, or business partners. The analysis of the negotiating partner is not a closed period before the negotiation; it also extends into the conversation. Before the negotiation, you should consider the position and motives of the negotiating partner. The position represents the outwardly expressed standpoint. A kidnapper takes the position of demanding money. He only releases the hostage for money. A clear position. As negotiation consultants, we perceive the counterposition. We want to ensure the safe and unharmed return of the hostage. However, behind the positions are motives. The question of why must be answered. Is the kidnapper's motive greed for money? Is he a terrorist for whom money is actually irrelevant because he wants to convey a message? The motives need to be discovered, as they are what drive the negotiating partner. These are the focal point. These need to be found out. Even Peter Drucker, the American management legend and author, noted:
"The right solution to the wrong problem is worse than the wrong solution to the right problem."
A solution is only satisfactory when it reflects the motive and not the position. Never be satisfied with the position when analyzing the negotiating partner. Find out what motives are behind the position. This can only be done through the right questioning. Questions should not become interrogative. A question must be justified to receive an adequate answer. However, you should avoid asking investigative questions right from the start. It is better to let the negotiating partner state the status quo. You need to build trust before you can inquire more intensively. At this point, your product, your service, is not yet relevant. So, do not immediately put it in the spotlight. Under no circumstances should you mention possible motives or even suggest them to the partner. The negotiating partner must state them. Another common mistake is painting pessimistic pictures for the other party. "Imagine if you don't act now, this could happen..." This can lead to a negative implication being associated with your actions. You may be perceived as a 'doomsayer' who is eager to sell their product. In addition to asking the right questions and questioning, you must observe your negotiating partner. By this, I do not only mean observing in the respective negotiation situation but analytically observing before a negotiation. In English, this is referred to as 'intelligence gathering.' It involves systematically collecting and evaluating information from various sources. When dealing with kidnappers or terrorists, often it is governmental agencies that provide support through intelligence means. However, we must focus on the tools available to us. In addition to in-depth research on the conversation partner in the professional environment, you should also extend it to the personal sphere. What information can you find about family, surroundings, hobbies, publications, social engagement, etc.? This way, you create a personality dossier that can support you in identifying possible motives. Human sources who have already had experiences with the counterpart are also a legitimate means. Colleagues, partners who know how the customer ticks are often a good source of information. And if you want to be even more professional, due diligence solutions are the means of choice.
My Analysis Tips:
- Professional preparation for a meeting also means knowing who you are facing
- Let the negotiating partner describe the status quo
- Question positions and analyze motives through open questioning
- Listen
- Eye contact, positive gestures, facial expressions, and body language emphasize interest in the other party
- Justify your questions
- Positive implications lead to your products and services
- Let the customer formulate the benefits
- Collect information before and during the meeting
- Watch for changing body language
Stay with me and see you soon...