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My Round!

Published: Nov 07 , 2019
Author: Richard Savage

So two guys (me and a mate) arranged to meet for a cheeky pint. Tony had a new job, something cool and mysterious to do with Bitcoins – it was his first day, having previously retired from his city job to become an international playwright; a move that was proving less lucrative than hoped.  The date? Tonight! You can still be spontaneous at 50 something you know! The venue...Ye Grapes in Shepherds Market, Mayfair, a personal favourite.

I arrived early and waited for Tony to turn up. Poised ready to celebrate the moment, by buying an old chum a pint of the landlord’s finest. But then my phone buzzed - ‘I’m here’ he texted - ‘what do you fancy?’ – Damn I thought, he’s snuck into the pub without me noticing. This was supposed to be my treat.
‘Lager, icy cold’, I replied, (like me, having been standing outside for 20 minutes).

The next text from him proclaimed ‘Oh pants, I’ve got the beers but I’m at the wrong pub! Can you come to me?’ 

‘No, you come here’ I responded slightly tersely (and a little affronted) given it was supposed to be my shout and my venue!

The ultimate negotiator's challenge...my objective was to buy my friend a congratulatory pint in Ye Grapes. But he’d bought the beer?? And was standing in the Kings Head… as it turned out only 25 metres away! I went to him (and the beer) of course, but feeling a little deflated.

What do we do when we are negotiating, and the other side presents an alternative proposal that arguably is as good (or better) as our opening position, but challenges our carefully planned objectives? Most of us, I’m afraid to admit, stick to our guns (and our strategy) and reject anything to the contrary, typically without much consideration of their perspective (it’s my way or the highway).

Sometimes our perspective just needs a creative spin. An objective assessment of the situation and subsequent reframing of our ambition. Whilst it is difficult to step back from a position we have taken (and are holding firm on) it can open the door to a different but equally effective result. And one that suits both sides.

It is, I would concede, hard to do in the face of a tense negotiation. Easier in the face of friendlier fire. It’s what we call a more ‘collaborative style’. One where we try to look at life from our ‘opponent’s’ side of the table – and see it their way. But don’t see this as weak. Just smart.  Evolution has taught us that to adapt is to survive and thrive.

And sometimes there’s an upside. I was credited with the initiative and got a Camden Hells (even colder than me) and a packet of pork scratchings! Went to MY pub for the second though…

 

Are you at an impasse? Are you facing deadlocked deals?

Do you need to breathe new life into your negotiation situation? We are here to help! We can be your advisor, your coach, and your trainer. Whether you bring us in to create your strategy or help you prepare, or develop your team’s negotiating skills, we can help you win at the negotiating table.

We’ve been consulting and teaching our proven negotiation methodology for over 40 years. We know the process, we can identify the skills required, and we have the techniques to negotiate better deals for you. Call us and let’s discuss what we might be able to do for you.

Talk to one of our experts today.


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Richard Savage

About the author:

Richard Savage
I am a so-called entrepreneur with 30 years of experience in marketing, brand development and retail intelligence and have co-founded flavourfeed.com a start-up global food trends resource and The Shopper Experience Company a retail and shopper research and intelligence business working with brands including Chanel, Samsung, Tesco, Aldi and Vision Express.

Read more about Richard Savage

More posts by Richard Savage

Latest Blog:

Liar Liar Pants On Fire

“The trouble, Richard”, a prospective client once said to me, “is that I can get a better service elsewhere for less money” …the salesman’s worst nightmare! But I was desperate; I’d been trying to get this research proposal over the line for weeks and we really needed the revenue. I was ready to compromise and do (what I thought) was necessary. But that compromise (or unconditional concession as we professional negotiators like to call it) didn’t just cost me the arbitrary 15% discount to get the job. It set a precedent for subsequent jobs that overtime amounted to thousands of pounds.

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