Negotiation Workshops For Teams

One skill separates great communicators from average ones: Perspective-taking. The ability to see things from someone else’s point of view. But most people do it wrong. Here’s how to do it right, especially when you’re leading or being led: When you’re the boss, persuading down: You’re trying to convince Maria on your team to do something different. She’s pushing back. Your instinct might be to assert your authority. But that’s a mistake. Here’s why… Research shows: The more powerful you feel, the worse your perspective-taking becomes. More power = less understanding. So if you want to persuade Maria, don’t lean into your title. Do the opposite: dial your power down, just briefly. Try this: Before the next conversation, remind yourself: Maria has power too. I need her buy-in. Maybe she sees something I don’t. Lower your feelings of power to raise your perspective. From that place, ask: → What does she see that I’m missing? → What might be in her way? → What’s a win-win outcome? That shift changes the entire dynamic. Instead of steamrolling, you’re collaborating. And that’s how you earn trust and results. Now flip it. You’re the employee persuading your boss. It’s a high-stakes moment. You’re nervous. So do you appeal to emotion? No. Drop the feelings. Focus on interests. Here’s the key question: “What’s in it for them?” Not how you feel. Not your big dream. → Will it save time? → Improve performance? → Help them hit their goals? Make it about their world, not yours. Why? Because every boss has a mental shortcut: → Does this employee make my life easier or harder? Be the person who brings clarity, ideas, and upside. Not complaints, drama, or friction. In summary: → Persuading down? Dial down your power to see clearer. → Persuading up? Focus on their interests, not your emotions. Perspective-taking is a superpower, if you learn how to use it. Now practice, practice, practice.

Procurement’s biggest negotiation power is NOT during Contract Negotiation phase. (It is BEFORE vendors are invited for tender) You miss this window, your leverage bleeds out daily. Negotiation | 16 SEP 2025 - Procurement's ability to negotiate, shape vendor terms, price and deliver fit-for-purpose contracts "Decays Like an Hourglass" once sourcing process begins. Here’s why timing is everything: #1. Peak Leverage (Supplier Registration & PQQ) →Vendors compete blindly for a spot. → Push for acceptance of non-negotiable terms early. → Include standard T&Cs with key terms. #2. Leverage Leak (RFP/Bid Clarification & Submission) →Vendors now see competition. →Use competitive tension; let vendors know no. of bids. →Clarify specs but do not negotiate scope. #3. Critical Decline (Best and Final Offer) →Shortlisted vendors smell victory; alternative shrink. →Keep ≥ 3 vendors until BAFO; Never reveal rankings. →Use scoring gaps to extract concessions. #4. Near-Zero Leverage (Contract Award) →Winner knows you’re committed. →Switching costs soar; too late for heavy lifts. → Focus on SLA fine-tuning not pricing or terms. Use prequalification to: ✅Force adherence to standard Ts&Cs ✅Eliminate non-compliant bidders early ✅Create FOMO in Vendors (Will we make the cut?) Negotiation is a race against your OWN process. The Early Bird Catches the Worm Front-load pressure or backpedal through concessions." Always include your non-negotiables into vendor registration gateways. What procurement stage have you seen early leverage make or break a deal? #Procurement #NegotiationTips #RFPTips #StrategicSourcing

Partnerships begin with belief. They take a leap of faith. Your job is to prove it was worth it. Remember, one leader staked political capital, budget, and credibility. If that early bet isn’t repaid fast? Momentum evaporates. That’s why the first win is so important. It’s not about quick wins for the sake of optics. It’s about creating the kind of early success that builds confidence, momentum, and trust on both sides. A strong First Win Plan answers 6 questions: 1. Why does this win matter? (Context) 2. What exactly will we achieve? (Promise) 3. How fast can we prove it? (≤ 6 months) 4. Who’s truly committed? (5 allies per partner) 5. How will we measure success? (Dual benefits) 6. What steps will build trust along the way? And it doesn’t stop at structure. The first win should exceed expectations. Deliver more than was asked. Make the impact visible across the organisation. Treat the trust you’ve been given as an investment you need to return with interest. The math matters too. Anchor the first win in four calculations: → Revenue → Access → Cost Savings → Risk Reduction This shifts the conversation from belief to evidence. From “I think this is working” to “Here’s the proof.” When you create a first win like this, something powerful happens. The champion inside your partner’s organisation isn’t left defending a hope. They’re celebrated for delivering results. And with their success, the partnership itself gains strength. Take this with you: Don’t wait for trust to appear. Build it deliberately. So before you sign your next deal, ask: • What’s our first win plan? • Who owns it? • And how will it repay the belief our partner has placed in us? Because contracts don’t create momentum. First wins do. ----------------------------------- Ready to close bigger partnerships? Explore my group coaching programs: https://lnkd.in/gksnir6u Want deeper growth insights each week? Join my free newsletter: https://philhsc.com ➕ Follow me, Phil Hayes-St Clair for more like this.

Kiran had 8 years of experience. Sarah had 18 months. Guess who became his boss? • - - When Kiran first met me, he was frustrated and confused. "I don't understand it, Meera. I've been here longer. I know the business better. But somehow Sarah got the promotion I've been waiting for." Here's what I discovered during our first session: - Kiran treated every meeting like a surprise test. - Sarah lined up support before meetings even started. The difference? Sarah did the work before the room, not in it. • - - I taught Kiran four strategies that transformed how he operated: INFLUENCE HAPPENS BEFORE THE ROOM → Map the stakeholders who matter most → Understand their priorities and concerns   → Plant seeds in 1:1 conversations → Build alignment before you need the "yes" Example: Before asking the CFO for budget approval, Kiran grabbed coffee and asked about his month-end close concerns. He then repositioned his proposal around time savings during close periods. By meeting day, the CFO was already nodding. TURN OBJECTIONS INTO ALLIES → Ask "What would make this a win for you?" → Address concerns privately, not publicly → Give people ownership in the solution → Let them feel heard before you push forward Example: The Head of Sales always blocked ops changes. Kiran asked him privately: "What would make this easier for your team?" Sales wanted faster processing for urgent deals. Kiran built in an express lane. Sales became his biggest advocate. MAKE DECISIONS FEEL INEVITABLE → Share context that leads to your conclusion → Walk people through your reasoning → Create moments where they connect the dots → Let them arrive at your answer independently Example: Instead of saying "We need to hire," Kiran shared the numbers: "Volume is up 40%, and we're at 320 orders per week with two people who can each handle 200." His boss did the math and concluded they needed to hire. She thought it was her idea. POSITION YOURSELF AS THE STRATEGIC THINKER → Start conversations with "I've been thinking..." → Reference broader company goals in your proposals → Connect your ideas to leadership's priorities → Show you see around corners, not just straight ahead Example: Kiran connected his ops idea to the CEO's retention goal: "Adjusting our fulfillment by 2 days cuts late deliveries 30%, which hits the renewal rate target from the town hall." His SVP pulled him aside: "I need you thinking at this level more often." Two weeks later, he was invited to the quarterly C-suite planning sessions - a room he'd been trying to access for 8 years. • - - Three months later, Kiran got promoted to VP of Operations. "Before, I'd walk in hoping to persuade," he told me. "Now I walk in knowing I already have." That's influence done right. • - - If you're ready to go from "best-kept secret" to "next VP," let's talk. DM me. *Client details changed for privacy. References available for serious inquiries.

Getting buy-in is one of the most underrated UX skills and ironically, it’s the one thing most juniors avoid because it feels like selling. But here’s the shift: Buy-in isn’t persuasion. It’s alignment. And you can do it without being pushy, political, or manipulative. Here’s the simple blueprint I teach my mentees (and use myself): 1️⃣ Start with their goal, not your idea Instead of leading with “I think we should redesign…” start with: “What’s the outcome we’re trying to drive?” When someone feels heard first, they’re far more open to the solution second. 2️⃣ Show the problem, not your preference Skip the “I like / I don’t like.” Lead with evidence: A user quote A friction point Data that signals a drop-off A pattern you observed in testing This shifts the conversation from opinion vs. opinion → shared problem vs. solution. 3️⃣ Present options not ultimatums People resist when they feel cornered. Try: “Here are two paths we can take. Want to walk through the trade-offs?” Giving choice = giving ownership. And ownership = buy-in. 4️⃣ Connect your idea to business impact The fastest way to lose buy-in is to stay in “design land.” Make it practical: “This reduces onboarding time.” “This lowers support tickets.” “This helps us hit the Q3 activation goal.” Speak their language and the conversation changes instantly. 5️⃣ Invite pushback early Nothing kills momentum like a surprise objection at the finish line. Instead: “Before we run with this, what concerns do you see?” This transforms critics into collaborators. 6️⃣ Close with clarity Always end with one crystal-clear next step: “Do we feel aligned on path A?” “Is this the direction you’d like me to move forward with?” “What’s the priority for this sprint?” Buy-in without a next step is just a nice conversation. This is how you get buy-in naturally not through pressure, but through partnership.

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.

Every conversation where you adjust, agree, or hold back… is a negotiation. From deadlines to salaries to responsibilities, you’re negotiating every day. The problem is, you’re often losing without realising it. Because most of the advice women receive sounds good: “Be collaborative.” “Keep it win-win.” “Don’t be too aggressive.” But used blindly, it costs you. Because negotiation is not about being nice. It’s about choosing the right approach for the situation. 𝟏. 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞 (𝐰𝐢𝐧-𝐰𝐢𝐧) Use this when the relationship matters long-term. When both sides need each other. When there’s real value to build together. 𝐄𝐱𝐚𝐦𝐩𝐥𝐞: You’ve taken on more responsibilities over time. You say: “I’m happy to support wherever needed.” Result: More work. Same pay. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐦𝐨𝐯𝐞: You say,  “I’ve taken on X, Y, Z. If this is the new scope, let’s align it with my role and compensation.” 𝟐. 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐯𝐞 (𝐰𝐢𝐧-𝐥𝐨𝐬𝐞) Use this when the stakes are high and you have leverage. Or when it’s a one-time, transactional deal. 𝐄𝐱𝐚𝐦𝐩𝐥𝐞(salary offer / vendor / deal): You’re given an offer that’s below your value. You think: “I don’t want to lose this opportunity.” So you accept. Or negotiate lightly. Result: You lock in a lower baseline. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐦𝐨𝐯𝐞: “Based on my experience and the scope, I’m looking at X. If that’s not possible, I’m happy to explore other opportunities.” Clear. Direct. Willing to walk away. 𝟑. 𝐂𝐨𝐦𝐩𝐫𝐨𝐦𝐢𝐬𝐞 (𝐦𝐢𝐝𝐝𝐥𝐞 𝐠𝐫𝐨𝐮𝐧𝐝) Use this when time is limited. When both sides need closure. And optimisation is less important than momentum. 𝐄𝐱𝐚𝐦𝐩𝐥𝐞(home / shared responsibilities): You take on more responsibilities at home because it’s faster than discussing it. Result: It becomes the default. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐦𝐨𝐯𝐞: “I’ll take this on today. Let’s split this differently going forward.” Many women default to collaboration. Even when the situation requires something else. To avoid discomfort. To avoid being seen as difficult. And that comes at a cost. Because not every situation deserves a win-win. I’ve seen this play out across boardrooms, meetings, and even at home. That’s also why negotiation is one of the most requested workshops I run. Because once you see this pattern, you can’t unsee it. More women need to hear this: Sometimes you need to hold your ground. Sometimes you need to push. Sometimes you need to close quickly. The question is not: “What kind of negotiator am I?” It’s: “𝐖𝐡𝐚𝐭 𝐝𝐨𝐞𝐬 𝐭𝐡𝐢𝐬 𝐬𝐢𝐭𝐮𝐚𝐭𝐢𝐨𝐧 𝐫𝐞𝐪𝐮𝐢𝐫𝐞?” The best negotiators are not nice. They are not aggressive. They are adaptable.

One of the simplest tools in negotiation is also one of the most overlooked: The agenda. Too often, people treat an agenda as an administrative detail. A list of topics. A meeting formality. Something sent out just before people walk into the room. In SMARTnership negotiation, the agenda is much more than that. It is the first piece of deal architecture. The real question is not whether you should have an agenda. The real question is: Who should write it? What should it contain? And what happens when you let the other side control it? From a SMARTnership Negotiation perspective, the agenda should ideally be co-created or at least proposed early by the party who wants a collaborative, value-creating process. Why? Because the agenda silently defines what kind of negotiation this will become. If the agenda is built around price, demands, deadlines, and approvals, the negotiation will likely become positional. If the agenda is built around clarity, trust, process, variables, and mutual value, the negotiation has a far better chance of becoming productive. A strong SMARTnership agenda should often include elements such as: Rules of the Game Before negotiating the deal itself, negotiate how to negotiate. How will we make decisions? Who is in the room? How do we handle disagreements? What is the process if we need internal approvals? This step alone prevents a surprising amount of wasted time and tactical noise. Mandate and Scope Can the people at the table actually make decisions? What is inside the negotiation and what is outside it? What is the purpose of the meeting? Establishing Trust Trust should never be left to chance. In SMARTnership, trust is not soft. It is economic. It affects speed, openness, risk appetite, implementation, and ultimately value. An agenda should make room for alignment on intent, transparency, expectations, and behavior. Variables and Parameters Most negotiators enter a room thinking about one variable: price. But strong negotiators know that value is often hidden in payment terms, timing, volume, exclusivity, service levels, risk allocation, implementation support, optionality, data sharing, governance, and future opportunities. The agenda should force the conversation beyond a single-issue battle. Identifying and Splitting NegoEconomics This is where negotiation becomes interesting. NegoEconomics is the asymmetric value between one side’s cost and the other side’s savings or earnings. If one variable creates high value for one side at low cost to the other, you have found real negotiation potential. The agenda should create space not only to identify that value, but also to discuss how to split it fairly. That is one of the biggest differences between traditional negotiation and SMARTnership. That is why the agenda matters. Not because it makes the meeting look organized. But because it helps make the negotiation smarter. #negotiation World Commerce & Contracting BMI Executive Institute

Most professionals over-rely on logos (logic). Here's what's missing. You have the data. The deck is clean. The argument is airtight. And yet… the room doesn't move. Aristotle identified three pillars of persuasion. Most of us only use one. Logos – Your logic, data, and evidence. ✅ You've got this. Ethos – Your credibility and character. Are you known for follow-through? Do people trust your judgment before you open your mouth? Pathos – Emotional resonance. Does your audience feel why this matters — not just understand it? Three shifts to make this week: Before your next presentation, ask: "What does my audience fear losing?" Lead with that. Replace one slide of data with a one-sentence story from a real person affected by the outcome. Let your track record speak early. Reference a past win briefly to anchor trust before making your ask. The most persuasive leaders in the room aren't the loudest. They play with Logos, Pathos, and Ethos. And you can too. Brick by brick. 🧱

Strong negotiation outcomes are usually built before the meeting starts, not during it. In procurement, the real advantage is rarely sharper rhetoric. It is better preparation architecture, clearer issue design, and tighter commercial capture.  A useful way to reframe negotiation is this: stop treating it as a price discussion, and start treating it as a multi-variable value design exercise. A few principles that matter in practice: • Preparation quality sets the outcome ceiling long before the first offer is made • A should-cost view, credible BATNA, issue map, position structure, and supplier intelligence must work as one system • The most valuable trades come from asymmetry — concessions that cost you little but matter more to the supplier • Single-issue bargaining narrows the commercial outcome; multi-issue packaging expands it • Supplier tactics are best countered through preparation discipline, not improvisation in the room • Governance matters: mandate clarity, team roles, and live concession control prevent avoidable leakage • Negotiation is not complete when terms are discussed; it is complete when value is captured clearly in writing Negotiation science is not about becoming more aggressive across the table. It is about building the analytical discipline to know what to trade, what to hold, what to link, and what must be documented before value starts leaking back out of the deal. Global Procurement Series — Season 2 STRATEGIC SOURCING: THE ANALYTICAL DISCIPLINE Part 4 — NEGOTIATION SCIENCE (Season 1 covered procurement foundations — analytical frameworks, measurement design, operating model, data architecture, and value realisation. Link in comments) #Procurement #StrategicSourcing #Negotiation #ProcurementAnalytics #CategoryManagement #CommercialExcellence #CFO #SpendAnalysis #SupplyChain #ProcurementLeadership