|
Anyone who has been in business for themselves, for even a nanosecond, realizes some important truths. I have an MBA from the University of Chicago so while I've been formally trained in negotiating, I've also had several decades of experience in real life applications.
Here are some core fundamentals: Let's start out with Kenny Rogers'....
"You got to know when to hold 'em Know when to fold 'em Know when to walk away Know when to run
You never count your money When you're sittin' at the table Ther'll be time enough for countin' When the dealin's done"
The three most important concerns in any negotiation are first, relationship, then risk, and lastly, value. These concerns are the actual decision criteria that underlie any business transaction leading forward into the future. My starting goal is always to seek a win-win outcome. This is usually possible, but there are those unusual cases where win-lose or walk/run away become the only practical outcome. It should only be the other party's intransigence that necessitates the latter results.
First, however, in order to have a successful negotiation, there are three important mental bridges that must be crossed over before you enter the room to negotiate. These are:
1. Clarify the relationship - Simply put, what is the current real and perceived business and personal relationship and its true value to your organization's future. All too often we hold on to the past, not realizing that often we must be willing to let go of what we have in hand, if we are to be free to reach out for something better. Cautiously determining what could be lost in this negotiation, but alternatively looking for new doors which may open before us, given the new found freedom we would gain without the existing relationship. As humans, we frequently continue to pursue existing relationships beyond their prime, simply because it is easier and more comfortable than striking out to develop a new relationship that better suits our organization's future. Thus we must place a well focused thought on value in continuing the relationship, and be mindful of the pending negotiations. 2. Clearly Structure the Outcome Desired by Both Parties - I often find that parties will start a negotiation with the drive to win or even win-win, but have never committed to paper beforehand precisely what that means. Oh yes, they have a general idea, i.e., to place the contract at the best price or cost. However, they have not defined what is the optimal combination of price/cost and all other terms that reflect both parties' best long-term interests. What is that magic package that permits everyone involved to believe they have been dealt with fairly and therefore, the relationship blossoms? I like to begin by preparing a written scenario that outlines what each party should view as a "great deal." This is the optimum "win-win" agreement. 3. Determine Your "Walk-Away" Point - This is sometimes the hardest, but always the most important pre-negotiation decision you must reach. It is not a decision to be considered later, in the heat of the negotiation. It must be approached calmly and with the prior two points in mind, for we truly must understand what each side needs to make it a "great win-win" agreement. Then, if the other side becomes unreasonable and prevents it from occurring, we must weigh the predetermined value we placed on the relationship as well as ask the question, do we really have a mutual relationship or merely one party taking undue advantage of the other?
What concerns me, is that Obama appears to prioritize his relationships with Congress (and the PTB?) and refuses to see their intransigence on substance. He never appears to draw that line in the sand, nor does he appear to have a "walk away" point. I know. I'm just a horse dealer. But if the pony is worth $20k, dammit, no way am I giving in to a lowball offer of $10k. And I know exactly how to make sure my buyer knows this, AND keeps my friendship, AND pays $20k.
In my own small and insular business world, most of us understand the rules. We "know" each other, we know exactly the dance steps that must be followed. And that's what makes Obama's capitulation on this so perplexing (and damning). He knows the guys he's dealing with - both the PTB, and Congress. His actions only make sense if he's capitulating to the PTB.
|