Improve Your Sales Negotiation Skills By Using And Countering Authority In Negotiation

How can you invent influence and leverage for yourself in negotiations?

Is there a negotiation skills method to counter the authority held by the other side in negotiations?

There is a way that you can consistently create authority for yourself whilst simultaneously challenging the authority of your counterparts. If you consistently apply this method, you will be rewarded with a substantial improvement in the quality of the deals that you close.

You will find many books about the authority that can be found in negotiations. Below are some examples of the things that might provide you with some authority, which you would have come across in your sales negotiation training:

* Status & position (you or your title may be held in high regard)

* Physical appearance (you may be very big physically or be deemed to be physically attractive)

* Organisational position (your organisation may be deemed powerful)

Whilst the aforementioned are instances of some of the things that may award authority on you or your counterpart in negotiations, without any doubt, the single most effective way to creating power for yourself in negotiations is to create other possibilities. You will never have as much influence in a transaction as you will have if you are not limited to one option only. If you can put yourself in a position where all you have to do is choose between alternatives, then you will always ensure that you have both power and leverage in your deals.

The strange thing is that whilst we do think of alternatives when we negotiate we are inclined to make 2 important mistakes:

1. We deploy alternative options too late in the negotiation process. Typically, we only start to think about alternatives when we recognise that we are in a stalemate or in a tough position. The problem with thinking about options late in the negotiation process is that we could find ourselves in a position where we have no time left and then we may be forced to accept a result we would have wished to avoid. The key to effectively developing options is to do so even before you start negotiating.

2. We do not really arm ourselves in developing alternatives. Whilst we may think about alternatives, often we do not put in place specific actions to explore these options. It is key that once we've recognised possible alternatives that we actively engage in exploring these alternatives. If you want both authority and leverage in your negotiations, then you will have no alternative but to explore fully all the alternatives available to you. As a matter of fact, you may even have to invent some alternatives if there seems to be no alternatives available.

Do not forget that successful negotiations and creativity go together. Here's a word of caution though. Use your negotiation training, because you should carefully think about whether you should let the other side know about the alternatives that you have at your disposal. If you are in an extremely competitive negotiation environment then there is not much damage in letting your counterpart know that you have many alternatives available. However, if you are in a collaborative environment, it may be best to not openly reveal the options available to you as this may have a counterproductive impact on your relationships.

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