What do you do if your team disagrees on what a fair negotiation looks like?

Internal negotiations are important. Before an external negotiation begins, you have to come up with a position internally, and disagreements and alternative ideas are both good and are welcome, to help get the best strategy. What is important is that all discussions and disagreements are brought up, addressed, but when you go out externally, you speak with one voice, representing the company. I've been in situations where I've disagreed with an approach, but when it's decided to take a different approach, you suck up your pride, and sing from the same hymn sheet. That's vital for unity and professionalism. It may be that the different approach works, and if not, you review internally again. But presenting harmony externally is key.

Negotiation's success often hinges on internal cohesion. In fields like supply chain, where myriad stakeholders are impacted, 'Meta-Negotiation'—internal consensus-building—is crucial. It’s about merging individual perspectives into a collective strategy, a testament to a negotiator’s skill. Before engaging our negotiation counterparts, we must first navigate the diverse terrains of our own team dynamics. This isn't just preparation; it's fortifying our position. As we sculpt our collective vision, we solidify the bedrock of external negotiation success. Remember, the boardroom is just one arena; true negotiation mastery is equally about orchestrating harmony within our ranks.

Navigating disagreements within a team on fair negotiations requires a structured approach. Encourage open dialogue without judgment. Christopher Voss emphasises active listening to understand others' motivations. With empathy and curiosity, foster mutual understanding for reconciliation. Embracing principled negotiation techniques, grounded in objective criteria, can lead to consensus and mutually beneficial outcomes. It's crucial to prioritise collaboration and maintain a focus on fairness throughout the negotiation process.

Negotiations can be tedious and cumbersome in themselves and if there is a team member(s) are not on the same page it becomes even more strenuous. In my experience the following helps: 1) Keep calm 2) Understanding team mates point of view 3) Take a break - Have a side conversation 4) Understand the root cause of the disagreement and try ad come to a win-win solution

It your Team are divided on fair negotiation? Follow the tips below to resolve it. 1. Understand perspectives. 2. Set respectful communication. 3. focus on interests not demands. 4. Brainstorm options together. 5. Evaluate based on common fairness principles. 6. Make strategic concessions. 7. You can seek external help sometimes. 8. Emphasize shared goal & long-term benefits for all. 9. Celebrate success! #teamwork #negotiation

Encourage open dialogue to understand each team member's perspective on fairness in negotiations, emphasizing active listening. Foster a creative environment where team members feel empowered to express their unique viewpoints and propose innovative solutions. Utilize disruptive thinking to challenge traditional notions of fairness and explore unconventional, mutually beneficial negotiation strategies. Demonstrate empathy by acknowledging and validating the diverse opinions within the team, creating a foundation for collaborative problem-solving. Facilitate constructive conversations that build consensus, ensuring a collective understanding of what constitutes a fair and equitable negotiation outcome.

Uma lição preciosa de liderança que é muito útil em situações como essa é a de que o líder sempre deve ser o último a falar. Exercitar a capacidade de escuta ativa, criando um espaço seguro para todos manifestarem suas ideias e visões dará ao líder a oportunidade de contribuir na construção das pontes sem castrar a comunicação ou enviesá-la. Quando falamos antes já direcionamos a pauta e muitas vezes perdemos essa escuta mais ampla e abrangente, necessária para o alinhamento posterior.

A leader must have a clear vision and direction to achieve success and enhance productivity, complemented by rewards based on accomplishing the KPIs. It's essential to recognize that disagreement within the team isn't inherently harmful; instead, it presents an opportunity for the leader to listen attentively and guide the team members towards aligning their perspectives with the company's objectives.

Saying something is “not fair” is a manipulative tactic. It is subjective and ambiguous which triggers disputes. What about it is unfair? Is it below market? Is it unethical? If it does not meet your needs, tell them what would meet your needs - or don’t sign the deal.

In my experience the more cooperative style negotiations are more likely to be successful than the hard bargainers. Persuasion goes a long way if coupled with empathy and vulnerability in negotiations.

Negotiations will often become tense when the teams try to jump into the weeds of the negotiation. I have found that in order to get alignment you need to understand what is the overarching outcome; - trying to put in place a 5 year LTA - align on IP ownership - find a way to incentive cost control and reduction - include key performance criteria for quality and delivery etc etc. If you can align on where you want to get to, then you can work on the details / specific wording / legalize afterwards. If you are completely apart with regards to the end goal then you need to work on getting a common understanding, only then will you be able to work the detailed steps to get there.

It’s always best to pause, think of what others are saying and visualize a clear pathway forward. Time is necessary to develop proper judgement. Avoid hasty decisions.

Firstly, I'll need to define our goals, Or the negotiations mandate. What are we looking for to bring back home and call it a win? Secondly, it's always useful to run numbers Or create a scoring system with clear KPIs to judge directions. This will automatically generate the rules of engagement Or basis for negotiations on solid ground.

Constructive attitude. Check the team pulse and ask each one of them what is the overall objectives. Sometimes you have to let your team shine and let them drive the project that way the feel that their work is important and you can create that sense of Unity. One fight one team!

In my experience, while handling a negotiation of a large investment for production machinery, we found it fruitful to seek for a common ground rather than focusing the team on the gaps. There were areas of reciprocal interests that drove the aim to same direction among the multiple outcomes we targeted at the beginning.

Don’t think about this disappointment as the end of the story. When you don’t get the outcome you want, set up for the next negotiation. While you’re still at the table, position yourself for the next deal. You might frame it as a game of favors and ledgers

When you run into a opposing group dynamic you may be able to divide and conquer. But such power techniques have their limits. The best strategy when facing a fractured team of negotiators is to go slow, expand your knowledge of non-verbal signals and verbal intonations, and pace yourself not to be overwhelmed by the diverse and oblique offense commonly used in group negotiations, and keep the discussion centered on where you want it to go. Don’t let it become unfocused by allowing everyone on the other side to disrupt the process. Strong negotiators need 2 to be strong leaders. Controlling the meeting's content &the path of the discussion comes from the adroit application of informal leadership skills. Expanding these skills is crucial.

1. Brainstorm and explore options with the other party. 2. Assess how feasible are each of each of the options. More importantly prioritise. 3. “Listen to understand” if other party has a different perspective. 4. Seek mutual agreement on next steps.

Layout a business case. Consider all risks and prioritize them. Stay focused on the big picture/goal. When in doubt take a risk... It's OK to make make mistakes. It's not OK to do nothing.

Once listing of issue and fragments has been done then list down the options which you think are possible and also take down the potential solutions from all. Then all of these need discussion among the group. So, once the discussion has been done then one firm solution has to be made and presented which is in consensus with all.

This can go seriously wrong if the preceding steps of listening, understanding, finding common ground etc are not taken properly. So many times a leader perceives having taken the steps but in reality it has only happened in his/her mind. For the team member it may have seen like a monologue or the leader explaining again and again what he/she thinks but there is no buy-in from the team because they were not really engaged in the first place. Then the leader decides and commits but the team does not. So buy-in is needed so that people actually do decide and commit for real.

Making a decision and sticking to it together is key to team success. It means agreeing on what to do next and telling everyone involved clearly. Everyone needs to support the decision and work together to make it happen, making sure to hold each other responsible for the results. This way, the team works as one strong unit, increasing the chances of doing well. When everyone is on the same page and committed, it helps build a team that trusts each other and works well together towards common goals.

Yes, but have people really committed or just said they've committed. Beware of words like "fine," which may well mean, "I'm not happy, but I won't fight you. I just won't follow through." And look at their shoulders when they say "yes." If they shrug, even one shoulder, they may well not be committed.

This can be the most difficult step to achieve for the team. Its incumbent on the leadership to ensure the entire team feels heard and their positions fairly weighed and measured to increase the likelihood of true commitment to the final negotiation goals.

Very important… once action has been decided upon it is important to not sabotage yourself and your team by taking lukewarm steps and constantly looking back over your shoulder. Excite with precision and confidence adjusting to reach the goal.

Reflecting and learning can't be underestimated in the process! Identify what aspects worked seamlessly and what could be enhanced. Encourage open dialogue within your team. Exchange feedback and acknowledge achievements, no matter how small. Learning and improving as a team is not just about refining negotiation skills; it's about strengthening the bonds between team members and preparing collectively with insights for future negotiations

It's important to keep in mind that having different opinions on strategies can be a positive thing. It enables you to consider a broader range of ideas and indicates that the team is diverse, with members who don't always share the same perspective.

Always Be Learning! learn from your mistakes and your triumphs, but never stop. Sometimes you must take a step back to try and improve .

Um bom gestor de equipe sempre irá assumir seus erros, e sabe analisá-los para que não se torne novamente futuros erros. Saber orientar a equipe através de experiências boas ou ruins sempre é válido para o sucesso de cada Meta!

“The illiterate of the future are not those who can’t read or write but those who cannot learn, unlearn, and relearn.” A. Toffler

👉 What it Takes: 1. Establish Ground Rules: Set clear expectations, communication protocols, and decision-making frameworks. 2. Gather Information: Conduct individual interviews to understand diverse perspectives and concerns. 3. Facilitate Open Discussion: Encourage respectful expression of viewpoints, avoiding personal attacks. 4. Identify Shared Values: Find common ground and principles that guide the negotiation approach. 5. Prioritize Interests: Shift focus from positions to underlying needs and motivations. 6. Embrace Creative Solutions: Explore options beyond initial proposals, seeking mutually beneficial outcomes. 7. Simulate Negotiations. 8. Leverage individual strengths and knowledge for a well-rounded approach.

Part of negotiating as a team is negotiating internally with the team. The same core principles apply, but it should occur prior to external contact so you're on the same page from the outset.

Escuchar y empatizar con el equipo para encontrar puntos en común me parece importante para mantener coherencia; sin embargo, me parece fundamental discutir y hacer docencia respecto a los objetivos de la negociación y la necesidad de obtener resultados convenientes. Hacer un esfuerzo conjunto para comprender el objetivo y estar convencido ayuda a clarificar y reduce el efecto de las percepciones.

Know the Communication Style of who you are negotiating with and look for verbal and non verbal clues such as pace of speech, the amount of speech, emotion in the voice, and descriptives used. You can then adjust yourself and adapt to accomodate their style to get the result you want. Then look at the 5 neogtiation styles (Competing- I win/You Lose) (Collaborating I Win/You Win) (Avoiding I Lose/You Lose) (Accomodating You Win/I Lose) and (Compromising We both win some/We both lose some) and determine which style you need to be in to negotiate with the person for the outcome needed.

I have learned that it is of utmost importance to understand what the organizational values and risk positions are. No matter which role or department one is in. As mentioned earlier, different teams act as checks and balances, which in most situations leads to internal conflict. One way to mitigate this is to align with the larger goal of the organization, basis on which each team has established their non-negotiable position. While it is easier to implement this for large corporations, as they possibly have years if not decades of precedence, smaller and younger organizations need an underlying principle to rely on. This may not resolve all issues but paves the way to develop a uniform culture that further minimizes conflicts.