One of the toughest negotiation challenges is deciding whether to negotiate at all—whether to settle for a particular portion of our own lot or launch into a negotiation to obtain more. Should I press the car dealer for a bigger discount, my colleague for an alternate meeting time, or my kids to try harder on their math homework?
In my never-ending quest to make life negotiable, though, let me offer three simple clues that, at least in combination, suggest it might be worth negotiating rather than settling.
You might want to consider negotiating if:
The current outcome stinks: Most obviously, a negotiation might be warranted if you’re exasperated with the current situation. You’re peeved at the car dealer’s exorbitant offer. Your colleague’s refusal to do their job sends smoke out your ears. If the current arrangement stinks, you might consider negotiating. Importantly, though, this rule should not prompt you to negotiate everything. If you’re just a little bit inconvenienced by the current situation, you should at least check the remaining criteria before negotiating, lest you turn into one of those people who negotiates everything and thus alienates everyone.
You don’t know the other side’s preferences: Assuming you’re dissatisfied with the current arrangement and have an alternative arrangement in mind, you should consider whether you have any idea how your counterpart would react to the alternative. Sometimes, we know well enough: We all know the car dealer would resist a further discount and our coworker would resist any task requiring even a modicum of effort. But in many of life’s negotiable situations, we actually have no clue: We’d really prefer to meet tomorrow but don’t know the other person’s availability. We’d really prefer our favorite restaurant to another night of meatloaf, but we haven’t assessed our spouse’s thoughts on dining out. If you’re dissatisfied with the status quo and don’t know your counterpart’s feelings about the alternative, you might consider negotiating.
The costs of negotiation are low: Sometimes, the costs of further negotiations are extraordinary. As a totally random and made-up example, another day of pointlessly stonewalling will cost 800,000 employees and legions of contractors another round of paychecks and possibly send the U.S economy to the brink of recession. But in many of our more mundane situations, a bit more negotiating costs us nothing in money and a negligible amount of time. Is it really so costly to give the other contractor one more day to reply to our email, or visit the other Chevy dealer down the road? In comparison to the price of whatever we’re buying, probably not.
Ultimately, deciding whether to negotiate versus sit on our laurels requires a great deal of judgment. But hopefully these three clues help you home in on the situations most rife for a deal.
My last post discussed how organizational leaders negotiate. But a nettlesome fact remains: Many of us are not leaders! We find ourselves farther down the food chain, sometimes much farther.
So a nettlesome question remains: How can non-leaders negotiate?
Since the practices of the most effective non-leader negotiators can make many people’s lives negotiable, let’s consider five of their best-kept secrets:
Dropping subtle hints and popping subtle questions: Meetings to make important decisions are often populated by leaders and non-leaders alike. Sure, the non-leaders’ primary role may be to take notes or make sure the meeting ends on-time. But the most effective non-leader negotiators identify at least the occasional opportunity to drop a subtle hint or ask a subtle question about the subject matter—hints and questions that often redirect the conversation or surface a surprisingly glaring concern.
Being polite: In a world of shockingly impolite people, unadulterated and unexpected politeness acquires immense value. Simply and consistently approaching leaders with a smile and an authentic interest in how they’re doing and what they’re worrying about goes an awfully long way when leaders need a sounding board—particularly a sounding board who has not been required to drink the Kool-Aid by virtue of their leadership position.
Developing powerful allies: Contrary to popular perceptions of negotiation, there’s no rule requiring the best negotiators to fly solo, singlehandedly crushing a piteous counterpart into a pulp. The most effective non-leader negotiators know that all-too-well, and they don’t even try to fly solo. They identify powerful allies who have the organizational leverage to represent their point-of-view—and, more importantly, the willingness to.
Maintaining strict neutrality: Ironically in light of the last point, the most effective non-leader negotiators also pull a Switzerland. Even as they develop allies to stick up for them when it counts, they don’t take a side among competing factions or become a pawn in somebody else’s game of thrones. Sitting at the bar after work, with everyone liquored up and gossiping about the people in the other faction, they chortle but resist the temptation to contribute another caustic comment. Sure, they won’t have nearly as much fun at the bar. But they’ll build a bedrock of trust with both factions, whichever one wins.
Being more prepared: Non-leaders rarely have more organizational power than leaders. But they do tend to have more of another critical resource: time. Sure, no one has much time. But the average non-leader does have more of by comparison. And the most effective non-leader negotiators leverage their comparative advantage to the full, spending their additional time preparing for meetings and decisions in excruciating detail. Simply by commanding the facts, they tend to direct the conversation.
So how do the most effective non-leaders negotiate? As in the case of like leaders, little like we imagine. Subtly, quietly, and slowly counteracting their subordinate role, they accumulate the social capital needed to lead anyway.
What are some other best practices of non-leader negotiators? Join the conversation by leaving a comment!