"Executive, isn't it enough if I finish the reporting next week? I just can't get anything in…” You probably know situations like this from yours Everyday life as a manager from time to time. But do you respond appropriately? 8 tips for the right negotiate.
- Good bargaining: it is useful for that
-
In 8 steps to successful negotiation manager
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- 1. Always stay objective
- 2. Do not mix people, roles and viewpoints
- 3. Think in objectives, not in viewpoints
- 4. Dealing with the interests of your negotiating partners
- 5. Create choices
- 6. Find solutions
- 7. If no agreement is possible: Look for criteria that can be agreed upon
- 8. Use neutral assessment criteria
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Good bargaining: it is useful for that
We conduct negotiations on a daily basis: with colleagues, supervisors, employees or business partners.
This often raises the question: do we represent our point of view convincingly or do we often allow ourselves to be knocked open by colleagues and employees? Because: Competent negotiation is not for nothing one of the most important, but at the same time the most underestimated tools.
However, we often overlook what the actual goal of a negotiation should be. It is almost never about getting your own way, but above all about reaching a reasonable agreement that is acceptable to both sides. Ideally, the interests of both negotiating partners are met so that the agreement lasts for a long time and the topic does not come up again two weeks later Agenda lands.
In 8 steps to successful negotiation manager
The books on the subject (advertising)
The following four Regulate will help you in the future Set no longer from the Eyes zu verlieren and negotiations successfully to bring to a close.
1. Always stay objective
Actually, negotiations could be so simple: We exchange ideas with our counterpart, everyone puts forward their arguments objectively and together we define a suitable course of action. That's the theory. Unfortunately, we don't always deal with issues that can be solved purely with logic and according to objective criteria. For example, if a Employees comes to you to negotiate a raise, swing a lot right away too emotions with. This is completely normal, after all we all are People!
However, this often means that objectivity is lost in the heat of the moment. You can already guess what your employee wants to discuss with you as soon as he/she Office enter, right? Colleague Schmitt would probably like to ask for an extension of the deadline, while Mr. Martens for sure a technical upgrade of the equipment at his workplace. Over time, we simply get to know what makes the people around us tick. This in itself is advantageous for day-to-day interactions - in negotiations, however, this expectation ensures that you already have prejudices Conversation start.
2. Do not mix people, roles and viewpoints
So, even if it is difficult for you: Make an effort to separate the negotiating position of your counterpart from his person and previous situations. Only then can you be as open-minded as possible in the negotiation and argue as neutral as possible. Although we always have to deal with people while negotiating, they are often in a role. And out of this role and not as a human, they do not want something or something.
That means my contact person at customers really believes that when we change everything for the seventh time, we'll improve the quality the seventh time we run the seminar series. She's not doing it out of spite. she only has Anxiety, not to implement the respective instructions of their boss verbatim. If we human, role and Objective upset, we get emotional. We think the other person is deliberately and intentionally trying to annoy us. If we become emotional, we can no longer negotiate well. Emotions are the sure way into the Konflikt.
3. Think in objectives, not in viewpoints
Even if you try very hard, you will always experience negotiations in which the fronts harden. What to do when each side insists on the correctness of its arguments and sticks to its position? While it can be tempting, don't play the boss card or theirs position of power out to end the negotiation by authority.
In this situation, the challenge for you is to look past the arguments at your own interests and those of your counterpart. Ask It is best to aim for: "What do you want to achieve with this argument?" or “Why does this goal seem so worthwhile to you?” Under certain circumstances, motives then come to light that you have not even considered before.
4. Dealing with the interests of your negotiating partners
It also happens again and again that negotiating partners are indeed in a role, but behave - in our view - not role-compliant. Imagine a shopper who only bought the last two service providers for price and fell heavily on his nose. Even though I think that a buyer must always be price sensitive, this can be very different in my current situation.
Honest engagement with the interests and intentions of the negotiating partners usually revives a stalled negotiation and keeps it in flux. In many negotiations one would have been able to agree retrospectively - had the respective motives been disclosed.
5. Create choices
Only if I do not want to build a lasting relationship can I confront people hard.
I grew up in the Rhineland. There are beautiful destinations. Some of them can only be seen twice in life. For example the Drachenfels in the Siebengebirge on the Rhine. The first time as a trip in the third grade and then much, much later in advanced age.
“Cup of coffee 3,80. But there are only jugs out here. ” With the beautiful view and on the wonderful day, the pot of coffee can also cost € 7,80. We don't want to build a lasting relationship. However, if you plan to build a long-term relationship, the ideal goal of a negotiation is to find the solution that is mutually beneficial.
6. Find solutions
Once the arguments have largely been exchanged, it is time to start finding a solution. In some cases, two options can be sufficient – often an either/or is not enough. Therefore, it is usefulto increase the number of possible options.
For example, an employee would like to work from home two days a week? There is a chance of an agreement clear higher if you can't just say "yes" or "No” into consideration – but create choices. Ideally, you will even discover a combination solution with which both sides can use the table satisfied being able to leave. Choices make it easier for the other person to move towards you and your suggestions.
7. If no agreement is possible: Look for criteria that can be agreed upon
If an agreement between the parties is not possible, it can become difficult again shortly before the end of the negotiation. If you can see that you can't go any further, you should stop the negotiation and find decision criteria together that selection the one developed in the previous step Alternatives enable.
Criteria that can be agreed upon are those that are independent of the objectives of the parties. You probably already guessed: Criteria like “I don't feel comfortable with it” don't apply here. Criteria that are easy to understand, such as Costs, Turnover, studies, recognized reports or assessments by an expert.
8. Use neutral assessment criteria
In a salary negotiation, for example, compensation studies by recognized organizations such as the VDI or renowned consultants can provide clues to possible criteria that can be agreed upon. This phase becomes especially important when both sides negotiate a lot, wrong decisions are expensive or difficult to revise. You know this phase from the unification efforts between unions and eg the public employers.
While as a bystander one thinks: "My goodness, Ver.di's demand for a EUR 200 raise for the lower income groups in the public service is really not that much", the employer is dealing with three-digit millions. Every year.
If there is a lot at stake, you should definitely insist on the use of neutral and, if possible, objective assessment criteria. The time invested is worth it because the results are found Solutions are usually more sustainable in the long term.
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