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Herr’s another way to probe the same person’s interest: “Other clients have raved about some of our junior people—and we take only the best—assigning them entirely to a single account. This has allowed us to charge a lower hourly rate than usual while giving the client the attention they want. Would you like to talk to some of our clients who have used this approach?
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Note that if your style of listening isn’t listening isn’t sufficiently empathetic, it won’t elicit honest responses. Furthermore, you’ll have to ask a lot of questions to get a cleat picture of someone’s interests. Also, to model the type of response you’re seeking, you must be willing to reveal your own interests.
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When seated at the bargaining table, what’s the best way to uncover your negotiation counterpart’s unspoken interests? Ask questions, then listen carefully to his answers.
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It is important to spend as much time contemplating the other side’s walk-away options and interests as you spend thinking about your own. In addition, be sure you have a mandate from your superiors or partners to explore options for mutual gain.
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When preparing to negotiate, always take time to consider two important questions from your perspective, as well as the of the other side: What is your walk-away opinion, and what , in rank order, are you interests?
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Most of the time, the agenda in any negotiation can be expanded, and items can be packaged….If the client can’t afford the purchase immediately, but knows that she’ll have the necessary funds in six months, the two sides can reach a value-creating deal by exploiting their differing rankings of the three issues on the table.
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TO GET PAST NIMBYSIM:
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Unless you hold potential losers harmless, they will oppose anything that is likely to hurt them. Trying to get them to support the project by telling them that the gains to everyone else outweigh whatever losses they might experience is crazy.
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When the other side is more powerful:
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As the weaker party in a negotiation, you can increase your leverage by forming strategic alliances that undercut your stronger opponent’s ability to generate a better offer that excludes you. In the language of negotiation, your goal should be not only improve your own walk-way option but also to reduce the 900-pound gorilla’s walk-away by co-opting the competition.
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