A continuación, te explicamos cómo puedes mejorar tus habilidades de negociación pensando fuera de la caja.

El 1er paso, para abrazar la empatía es interiorizar el viejo lema de "no hagas a otros lo que no quieres que te hagan a ti" ó tambien "ponte en los zapatos del otro" ("try walking on my shoes"), a partir de ahí, se puede empezar a construir una serie de opiniones respecto a la situación de la contraparte, y como producto de ello, tratar de elaborar propuestas de negociación satisfactorias.

We have to consider: 1. Brainstorm with creativity and without limits. Everything is possible, and from here we start to be able to land them for implementation. Identify which ones are truly innovative and of great value 2. Not assuming is one of the main principles in negotiation, here our communication skills stand out, respecting silences and listening carefully. 3. Have updated information about the market and the business. These are the bases to identify the kpis that we must always consider 4. It is important to always know our limitations as well as our possibilities It is important to always maintain focus, calm, we are with our business partner and we seek a common goal.

It is important during the negotiation you convince the other party with: - You are clear and direct - You have the flexibility to untie any rigidity about the negotiation but with limits. - Do not attempt to initiate or create any side battles. - Avoid harassing the other party, - Try hard to convince him that completing this negotiation is very important for both. - Give the other party a feeling this negotiation is a start for a long term relationship. - Never try to negotiate without knowing all the details of your subject. - Always try to gather intelligence about the other party and use it positively to serve the purpose of negotiation. In conclusion, self-confidence is the main tool to close a deal.

Je viens d'un environnement où la considération mutuelle est primordiale. Sans empathie, la négociation devient difficile, voire impossible. Il est impératif de prendre en compte les besoins et les perspectives de l'autre partie. En effet, même si l'on parvient parfois à conclure un accord en ignorant le point de vue de l'autre, ce genre de succès est fragile et peut conduire à des conséquences bien plus néfastes que les avantages immédiats qu'il procure.

Eu defino negociação de uma forma muito simples, ou seja, e a habilidade de encantar a outra pessoa . Agir com transparência, proatividade e entusiasmo, resulta na seguinte mensagem para o seu futuro cliente, “ Eu estou aqui para ajudar nos seus desafios, e juntos, superarmos todas as expectativas”. Pensar sempre em soluções, e demonstrar o quanto você está comprometido com essa parceria, no curto, médio e longo prazo, é fundamental para que o seu futuro cliente perceba rapidamente que você é a melhor alternativa, para uma parceria que agregará valor para o negócio.

In my experience negotiating, it is important that both parties feel that they have gained something important by the time they conclude negotiations. Both parties may not need necessarily need same things or to same extend. Hence understanding what other party needs becomes extremely important, that’s where empathy comes to play…

No mundo dos negócios, minha experiência mostra que tudo começa com 2 pessoas apertando as mãos e assumindo um compromisso com a outra parte. E para os realmente profissionais, esse mesmo aperto de mão acontece ao final do negócio, aconteça o que acontecer no meio. Um respeito mútuo, mesmo quando são experimentadas situações críticas e conflitos entre as partes, deve permanecer. A contraparte em um negócio pode se tornar seu melhor parceiro em outro, o mundo dos negócios é muito dinâmico. Que os conflitos sejam de interesses, porque esses se compõem. Conflitos por posições inflexíveis são difíceis de lidar, deixam marcas amargas, brecam avanços e enfraquecem as pessoas. Compor interesses nos negócios é a arte que deve ser praticada.

There is genuine value in having a human conversation and building trust in a negotiation. Although the process is transactional, taking the time to understand the needs of both sides can help foster a better overall agreement.

Showing empathy during negotiation is what gives the other party the believe that you are looking out for a win win situation. It helps both parties to open up and in so doing a very strong partnership is establishment that go beyond the current transaction. It is a strategic tool.

Identify Interests Understand the underlying interests of both parties beyond their stated positions. Look for common ground or alternative ways to meet each other's needs.. Bundle Concessions Combine multiple concessions into a package deal to create value for both sides. This approach allows each party to achieve some of their objectives while making compromises in other areas. Trade-offs: Offer concessions in exchange for concessions from the other party. This can involve trading different elements of the negotiation to create a balanced outcome. . Creative Problem-Solving:Look for innovative solutions that address the underlying interests of both parties in unexpected ways.

A dica aqui é ouvir mais a outra parte, com a cabeça aberta para não apenas pensar friamente nos resultado e sim criar alternativas que se encaixem dentro das necessidades de ambos os lados.

Getting both sides to 'yes' is easier when both sides listen and commit to finding an agreement. I have found people who are uninterested in getting to yes are significantly harder to work with and tend to require greater concessions to reach agreement. Regardless encouraging active listening helps the negotiation.

Fazer concessões é uma arte que todo bom negociador precisa incorporar para alcançar em seu objetivo maior. Então, sua fé precisa estar focada no seu propósito maior e sempre saiba negociar os detalhes e faça a outra parte perceber que é nele que as boas negociações constróem um futuro fantástico para ambas as partes.

Concessions are quite relevant when there are multiple issues / solutions at hand , and a concession can also be looked at as “ I see you , I see your need “ without being sales like

En las negociaciones, el “tira y afloja” es común. En lugar de simplemente reducir la tarifa acordada, a veces puedes ser creativo y ofrecer servicios adicionales como una alternativa. La clave está en ser flexible y pensar fuera de lo convencional.

L’une des clé en effet est de pouvoir proposer un avantage ou une ressource à laquelle l’autre n’avait pas pensé. Important de se projeter à la place de l’autre pour mieux percevoir l’impact de la proposition qui lui est faite.

Silence here means to give your customer the opportunity to tell you what about his problem, his pain point or his dreams. This gives you as well a big opportunity to find out a solution which let your offer on top of others. Another side of it that, people like the person who listen to them more than the one who would just tell them what they must or should do

En el mundo actual, se subestima el valor del silencio en la comunicación. El silencio puede ser un espacio para la escucha activa, permitiendo que las emociones y pensamientos del orador se expresen sin juicio ni interrupción. Al tomar el silencio como una herramienta consciente en nuestra comunicación, podemos proporcionar un espacio para la reflexión y el análisis cuidadoso de la información disponible, lo que puede conducir a decisiones más estratégicas y bien fundamentadas en términos financieros.

Lo poderoso que resulta saber cuando mantenerse en silencio hace al que lo practica, escuchar y entender con mayor atención la comunicación de ideas de la otra parte involucrada en una negociación, sea esta, de cualquier índole. El silencio inteligente otorga un espacio ventajoso sobre el o los otros; lo anterior, se traduce en momentos de reflexión interna para determinar el o los momentos precisos para aprovechar la oportunidad de presentar una nueva mirada, propuesta o alternativa y, así tal vez, lograr el objetivo final deseado de manera prudente, con templanza e inteligentemente.

Criar um ambiente propício para a expressão genuína é fundamental em qualquer negociação. A escuta ativa não é apenas sobre ouvir, mas também sobre proporcionar um espaço onde as partes se sintam confortáveis para compartilhar suas verdades, sem o peso do julgamento. Nesse contexto, a escuta ativa funciona como um catalisador para liberar emoções e pensamentos muitas vezes retidos. As partes envolvidas se sentem encorajadas a revelar aspectos que podem ser essenciais para a negociação. Através dessa expressão autêntica, a negociação deixa de ser apenas um processo transacional e se transforma em uma jornada de compreensão mútua e que gera relações perenes.

Negotiation can be daunting, and even scary, but mastering the power of silence can significantly improve your approach and outcomes. Often overlooked, silence serves as a strategic tool in discussions. When you present a key point, take a moment to pause. This deliberate silence displays confidence and compels the other party to intellectually respond, which can reveal critical insights about their position or concerns. By holding back from filling the silence, you allow space for the other side to contribute more to the conversation, often more than they had intended. This can provide you with valuable information and leverage to steer the negotiation towards a more favorable outcome. Embrace silence; it can help you own the room.

I enhance my negotiation skills by adopting a creative approach, maintaining a laser focus on the desired outcome, and carefully evaluating how each tactical decision influences the final result.

It is always critical in a negotiation to first find out what the other party is looking for and needs. Making assumptions of what one thinks they need could lead to difficult discussion. If one has a genuine relationship and trust with the other party it is an easy question to ask them to spell out their objectives and needs. Hence building trust in a relationship will deliver this a well.

I find that it’s not so much about “challenging” assumptions as suggesting a re-framing of them. As in, “I think I understand what you want and why. However, perhaps your objective really should be… “ For example, you’re asking how many transactions we’ve done in a particular industry. Perhaps you really need to know if we Understand your industry and have Access to its players.” Changes the conversation from deal-count to something else.

Yo iría más allá, preparando un argumentario para rebatir posibles objeciones que nos plantee el comprador. Fue uno de mis mejores aprendizajes de mi etapa en Grupo Leche Pascual que sigo utilizando a día de hoy, más de 20 años después

Una de las herramientas más efectivas que he utilizado para cuestionar las suposiciones en una negociación es el Design Thinking. Consiste en colocar Sticky Notes con las necesidades y deseos de cada equipo, luego agruparlas y co-crear soluciones para cumplirlas, ordenándolas en una matriz 2x2. Esta metodología ayuda a que todos se sientan escuchados y representados en el acuerdo final. Centra al equipo en las soluciones y no en las diferencias.

Questioning your assumptions is a necessity in negotiation, not only your own but the assumptions of your counterparts The most important question you can ask is why? Why is this important to you, as a question, can unlock an understanding of the motivation that sits behind requests. This then lets you showcase creative ways to solve the underlying problem rather than follow the assumption of your negotiating partner that the existing request is the only way to solve their problem

Negotiation is a dynamic process that demand a balance between assertiveness and flexibility. So ask open-ended questions to uncover the underlying interest and concern of other party. This information can guide concession toward solution that align other party interest while protecting your own. Question Assumption help to give and take of concession while steering towards mutual benefits agreement which can be achieve the best possible outcome for both parties.

Sure, don't hesitate to ask the customer questions to find out the basis of his or her claim. For example: My first big negotiations began when I was Faurecia's general representative in China (Bertrand Faure at the time, in 1994). We had to sell components to our partner in Wuhan (a military factory that was converting to the automotive industry and assembling seats for the Citröen ZX Fukang). The sales agent (in charge of importing our components) told me: "Your prices are too high". I asked him, "Do you know our prices? He replies "No" (not so briefly, as you know for a Chinese at the time). So, the discussion about price was closed, successfully.

It is important to emphasize that the choice and construction of the story must be made with care and consideration. When creating an impactful narrative, it is essential to ensure that the story is relevant to the negotiation situation and that it resonates with the other party's values and objectives. In addition, it is essential to maintain authenticity and sincerity when telling the story, avoiding exaggerations or misleading information that could undermine trust. Another point to consider is the importance of adapting the narrative based on the profile and preferences of the audience.

Ninguém resiste a uma história bem contada! Um líder capaz de colocar contexto em sua comunicação pode conseguir ir além e envolver os demais membros a entrarem com ele nessa jornada, de forma a gerar empatia pelo tema e por sua própria causa. Seja para qualquer direção, seja objetivo. Contar histórias sem enrolar! Sempre atentar e dosar o conteúdo da pauta e seus interlocutores: qual o nível de conhecimento do público sobre o tema? Quando foi a última vez que algum deles viu este assunto? Por vezes, ir direto ao ponto será uma exigência de seus líderes, que tem pouco tempo pra atendê-lo. Então, utilize técnicas visuais, gráficos e imagens que possam ajudar a colocá-los na cena. Sua influência será notada ao utilizar essa técnica.

Cuando llega el momento de renegociar acuerdos con un proveedor con el que tenemos una asociación duradera, es crucial recordar y valorar todas las contribuciones que han fortalecido nuestra colaboración. En la mayoría de los casos, tanto las empresas como las personas estamos dispuestos a invertir más en aquellos en quienes confiamos, en lugar de arriesgarnos con nuevos socios desconocidos que podrían ofrecernos precios más bajos, pero carecer de confianza.

At the beginning of a negotiation, it is time to summarize. Telling how we got there makes everyone “on the same page”. And at this point it is strategic when we use examples, already stating (or planting) the ideas that you want to achieve in the negotiation. It works as examples... but, in reality - and unconsciously - you already plan and leave it clear where you want to go in the negotiation.

Storytelling and data go hand in hand. In any negotiation, the ideal weapon is the combination of both. Hard data and facts solidify your point and adds credibility. But storytelling creates an impact which is very strong and convincing.

Além de persuasivo, o storytelling é uma arte que nos conecta de forma genuína. Imagine o impacto de compartilhar uma história que ressoa com a outra parte, tocando suas emoções e iluminando a mente. Essa conexão vai além do momento da negociação, deixando uma marca duradoura e fortalecendo os laços. Então, quando estiver buscando um acordo, lembre-se do poder das histórias para criar pontes e construir relacionamentos sólidos.

Understanding if other party is more visual, auditory or kinesthetic dominant. A story can be narrated using right tools to show how what you are offering is meeting needs of other party. Needs are much deeper than wants, it acts on parts of brain that take decision by-passing parts of brain that analyse data..

Storytelling is a powerful tool in negotiation, as it can captivate attention, evoke emotions, and influence perceptions. By leveraging storytelling in negotiation, you can enhance persuasion, build rapport, and drive mutually beneficial outcomes. Whether you're sharing personal anecdotes, case studies, or success stories, storytelling can be a powerful ally in your negotiation toolkit.

Durante los últimos 6 años he tenido muchísimas dificultades para persuadir a cientos de empresarios de que implementasen la Planificación Laboral como parte de su proceso de selección y contratación de personas, y siempre me he tropezado con la incredulidad, los falsos mitos y creencias erróneas. Lo que mejor me ha funcionado, sin duda, han sido los testimonios REALES de clientes que han utilizado este sistema implementado únicamente por nuestra consultora. Y esos testimonios los hemos recabado, tanto por escrito como en video. Estas historias, en la mayoría de las ocasiones, conectan con la parte emocional de quien las recibe, y se sienten identificados con ellas, reduciendo así la "resistencia" a creer en la propuesta que se les ofrece.

Como lider, el abrirse plena y claramente, a recibir ideas por parte de sus equipos o colegas, es la clave para generar un compromiso altisimo de trabajo. Las generaciones actuales buscan ser parte de y no solo ser ejecutores, por lo tanto escucharlos, abrirse a sus opiniones e ideas, son acciones que brindaran muchisimos resultados positivos pars todas las partes. Hay que dejar de lado el libro de la vieja escuela de la imposicion, y pasar a ambientes de interaccion.

It is essential to stress the importance of collaboration and mutual respect between the parties involved. During the brainstorming process, it is essential to create an inclusive environment where all voices are heard and valued, regardless of the position, hierarchy or experience of each participant. Encouraging a diversity of perspectives and experiences can enrich the idea generation process and increase the likelihood of finding innovative and creative solutions. It is essential to establish clear guidelines for the brainstorming session, such as defining a specific objective, setting a time limit and encouraging the suspension of judgment during the ideation phase.

É extramamente necessário promover um ambiente colaborativo, onde as pessoas se sintam protagonista no negócio, pois, as respostas sempre virão daqueles que estão inseridos dentro do negócio e de fato criatividade e inovação sempre virão de um ambiente onde as pessoas se sintam valorizadas e com espaço para contribuir com sua visão e experiência.

Consider approaching the negotiation with a colleague. When we have an extra pair of ears, we could be surprised what we did not hear. Having a negotiation colleague helps reduce the burden and allows sparring of ideas.

It is important to avoid narrow thinking by considering a wide range of options and alternatives. In a negotiation for a partnership agreement, exploring unconventional partnership models or collaboration opportunities outside of the traditional scope can lead to innovative solutions that benefit both parties.

You can go even further in expanding your range of possibilities by consulting a colleague in an outside field. This person may not be familiar with the rules of your industry. When you ask them what they would do in your situation, they will be able to offer a fresh perspective that you never would have considered on your own.

So often, inviting new ideas and even specifically inviting ones that do not meet one of the core needs/absolute requirements of the party suggesting it can be really powerful. It can show that in the right context, absolute non-negotiables suddenly are not that important after all, or generate discussions which provide more valuable alternatives.

Dos cabezas piensan mas que una dice el dicho. Pues no pierdas la oportunidad, cuando la tengas, de pensar junto a otro u otros. La mayoría de las veces, verán cosas que tu no o te serán disparadores de nuevas ideas.

No matter how large the ask it’s an opportunity. Remember that’s the perfect point in the conversation to counter with a larger opportunity counter ask. It’s important that the counter ask is in scope, adds value and meaningful to both parties. Always be ready with that larger counter opportunity ask before you walk into the meeting.

La negociación es en parte ciencia, pero también es un arte. Cuando tengo que negociar con algún cliente o proveedor, siempre sigo estos lineamientos, nunca fallan. 1. Haz un Análisis: - Que quiere obtener la contraparte - Sus objetivos son tácticos o estratégicos - Cuáles son tus límites (de entrada y de salida) - Hay algo adicional que tienes que puede ayudarte a negociar? 2. Empieza la negociación con temas generales, y nunca expongas tus cartas primero 3. Habla poco, pregunta mucho y escucha más. Al hacer las preguntas correctas obtendrás valiosa información para obtener mejores resultados 4. No digas que si de inmediato, y ofrece distintas alternativas que contengan lo que buscas 5. Y por último, para ganar, hay que invertir

For over twenty years I've written articles, books, and done negotiation training with individuals, small, and large companies across the globe. I often start a training session by asking folks "What framework of negotiation serves as the foundation of your knowledge as a negotiator"? Inevitably, people have no idea what I am asking because while they may have attended a course, or read a book, they have never actually turned the "Information" they received into "Knowledge". Or they have a hodgepodge of influences that in many cases contradict one another, that isn't a framework. To think "Outside of the Box", you first have to have a "Box". If you want to be excellent, develop a solid, cohesive, framework of negotiation first!

Reiterate what both parties are trying to get to. Ensure that the other party agrees with you on the outcome. Ask the questions again and then you can move on to the next question, and next phase of negotiation. If you are a seller, put yourself in the buyer's shoes and consider their goals, fears, and ego, yes ego. We all want to make the smart choice and feel good about our decisions, no one is trying to blindside or take advantage. We want to come out of the negotiation feeling good about what we agree on and at the price we agree on. So start from the beginning and get the acknowledgement to proceed to the next step.

Listening is a crucial skill in negotiations as it plays a significant role in achieving successful outcomes. Listening is essential in negotiations as it helps in understanding the other party, building rapport, uncovering interests, identifying opportunities, and managing emotions. By actively listening, you can enhance the quality of communication, increase the chances of reaching a satisfactory agreement, and foster positive long-term relationships.

Don't forget to put yourself in the other party's shoes. If you were on the other side, what would you say or do? People come with their own agendas so it may help to think about that. :)

Look for shared interests that you and the other party can agree on, then build upon them creatively Instead of sticking to conventional solutions, brainstorm a variety of options that could satisfy both parties Put yourself in the other party's shoes to understand their motivations and priorities better.This can help you tailor your approach and find innovative solutions. Techniques like mind mapping, lateral thinking, or role-playing can help you generate fresh ideas and approach negotiations from different angles. Building trust and rapport with the other party can open the door to more creative and collaborative negotiation strategies. Remain open to unexpected opportunities that may arise during the negotiation process.

En mis experiencias de negociación, he encontrado que es fundamental realizar una preparación exhaustiva antes de cualquier reunión. Luego, durante la negociación, es importante mantener una estrategia clara y tener en cuenta cuál es mi límite. Por último, me aseguro de mantenerme firme en mi última oferta para demostrar coherencia y determinación en busca de un acuerdo satisfactorio.

Many people focus on price when negotiating. This is important, but realizing value can yield better results. Getting improvements in warranty, training, spare parts, after-sales support, delivery time, etc. can be worth more than say 10% off on the quoted price. We routinely agreed warranties of 24 months instead of 12 on equipment buys, which reduced our maintenance costs. Putting spare parts on site on a consignment basis increased availability but we did not pay until the parts were used. Bonus/penalty clauses around delivery drove incentives that added value to us. Performance-based pricing gave suppliers a reason to put their best resources into our projects. Give your suppliers great reasons to help you succeed.

In my years of dealing with suppliers at various levels I found it was absolutely essential to enter a negotiation with the supplier knowing that if they came up with the right offer a deal could be struck on that day. Hence prior to entering any negotiation I worked with all the internal stakeholders to fully work out their needs and ensure what we were going to negotiate was what we totally required. If after the finalising the deal you want to remove something it cost almost nothing. However if you needed to add something it costs the earth.

In my discussions with senior leaders, vision alignment is rarely the stumbling block. Real blockages arise from misplaced granularity during implementation. While attention to detail is vital, the expertise for detailing matters. Activity, project, turnkey cost negotiations often hit roadblocks when there is disagreement on methodology. It is important to clarify stage wise outcomes or gaps arising from shortcuts advised. Agility and speed agreements in negotiations need to be guided by expertise rather than pressures alone. Avoiding the development of a warped outcome requires stage wise communication, reporting, consensus and follow through. Negotiate both processes and outcomes for better results, clarity and transparency follow-up.