2 Vital Elements Of A Successful In-House Negotiation Training Program

Think about negotiation as an organisational competency. A common oversight made by companies is to only think about the enhancement of the negotiation skills of individuals. If your organisation depends solely on the negotiation skills of individuals it directly signifies that you will always be subject to the dangers associated with the movement of people. What happens when your best negotiator is promoted or decides to join up with your rival or supplier?

Your organisation's competence to negotiate effectively is dependent on 4 element:

* The negotiation strategy (or lack thereof)

* The negotiation process

* The negotiation skills of individuals

* The negotiation supporting environment

Developing an individual's negotiation skills is clearly a critical component in support of the negotiation capability, but an error is easily made by investing in negotiation skills training without having contemplated the two steps that should precede negotiation skills development; an organisational negotiation strategy definition and an organisational negotiation process design or redesign.

Focusing on a negotiation skills development initiative without thinking about the negotiation strategy & supporting process can be associated to investing in the training of soldiers for battle independent of the overall strategy for the war.

The second oversight is that businesses will invest in the enhancement of the negotiation skills of individuals but fail create a supporting network for deployment of these skills. Using the war analogy, this would be like training soldiers in the use of their weapons and then not supplying them with the ammunition and materials needed to keep the weapons functional in action.

If you are thinking about investing in a negotiation skills development program and you are not prepared to:

* outline or refine a negotiation strategy,

* design or redesign the negotiation process, and

* produce a best practice negotiation supporting environment

I would like to suggest that you invest your money elsewhere as you are likely to receive a better return on your investment!

Another tips is to make sure that your negotiation training initiative includes individual negotiation preference profiling.

A person's negotiation capability is made up of three things:

* Their competence (that which they are capable of doing)

* Their preferences (that which they like to do)

* Their behaviour (that which they actually do)

Contrary to popular belief, the biggest influencing factor on your negotiation activities is not your competence but your preferences. Think about it, if your ability to do something was reliant on your competence to do it, then not one person would smoke, we would all eat 5 fruits and vegetables daily and we would all participate in exercise on a regular basis.

The truth is that you tend to behave in negotiation (as in life generally) according to your preferences. You could therefore convincingly argue that your preferences in life have a far bigger significance on your behaviour than your competencies. It follows that one of the biggest mistakes made by businesses in recruitment and negotiation assessments, is to test the competence of individuals without gaining an understanding of their preferences.

In other words, the fact that you are able to do anything doesn't mean that are actually going to do it. In the frame of negotiation skills development, this suggest that it is essential that each individual understands their own preferences with regards their approach to negotiations together with their competencies and equally, that they are made aware of the fact that different people and different cultures will have varying preferences when it comes to negotiations.

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