2 Critical Elements Of A Successful In-House Negotiation Training Initiative

You should think about negotiation as an organisational competency. A familiar oversight made by businesses is to only consider the enhancement of the negotiation skills of individuals. If your organisation depends solely on the negotiation skills of individuals it directly signifies that you will always be exposed to the dangers associated when people move. What happens when your best negotiator is advanced or decides to sign up with your rival or supplier?

Your organisation's competence to negotiate effectively is dependent on four factors:

* The negotiation strategy (or absence thereof)

* The negotiation process

* The negotiation skills of individuals

* The negotiation supporting environment

Enhancing an individual's negotiation skills is obviously a critical component in support of the negotiation capability, but an error is easily made by focusing on negotiation skills training without having contemplated the 2 steps that should precede negotiation skills enhancement; an organisational negotiation strategy definition and business negotiation process design or redesign.

Focusing on a negotiation skills development initiative without thinking about the negotiation strategy & supporting process can be associated to focusing on the training of soldiers for war independent of the overall strategy for the war.

The 2nd big mistake is that businesses will invest in the enhancement of the negotiation skills of individuals but fail develop a supporting network for enhancement of these skills. Using the war analogy, this would be like training soldiers in the use of their weapons and then not providing them with the ammunition and resources needed to keep the weapons functional in action.

If you are thinking about investing in a negotiation skills development program and you are not prepared to:

* outline or refine a negotiation strategy,

* develop or redesign the negotiation process, and

* produce a best practice negotiation supporting network

I would like to suggest that you focus your money elsewhere as you are likely to get a better return on your investment!

Another tips is to make sure that your negotiation training initiative includes individual negotiation preference profiling.

A person's negotiation capability is made up of three element:

* Their competence (that which they are capable of doing)

* Their preferences (that which they prefer to do)

* Their behaviour (that which they actually do)

Contrary to popular certainty, the biggest influencing element on your negotiation activities is not your competence but your preferences. Think about it, if your ability to do something was reliant on your competence to do it, then not one person would smoke, we would all eat five fruits and vegetables daily and we would all participate in exercise on a regular basis.

The simple truth is that you tend to behave in negotiation (as in life) according to your preferences. You could therefore persuasively argue that your preferences in life have a far bigger significance on your behaviour than your competencies. It follows that one of the biggest errors made by businesses in recruitment and negotiation assessments, is to check the competence of individuals without attaining an understanding of their preferences.

Therefore, the fact that you are able to do anything doesn't mean that are actually going to do it. In the frame of negotiation skills development, this suggest that it is essential that each person understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made conscious of the fact that different people and different cultures will have varying preferences when it comes to negotiations.

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