Negotiation
Professional
Goals
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1 / 8
1.
Core
Negotiation
Skills
Thirty
skills
,
grouped
by
function
.
Use
this
list
as
the
baseline
assessment
:
rate
each
skill
from
1
(
developing
)
to
5 (
strength
)
and
mark
the
five
that
most
constrain
your
current
results
.
Those
five
become
the
focus
of
the
goals
in
section
2.
PREPARATION
&
ANALYSIS
Interest
Mapping
Separate
stated
positions
from
underlying
interests
for
every
party
,
including
your
own
side
.
BATNA
Development
Identify
,
test
,
and
actively
improve
your
best
alternative
to
a
negotiated
agreement
before
talks
begin
.
Reservation
&
Aspiration
Setting
Set
a
defensible
walk
-
away
point
,
a
target
,
and
an
opening
aspiration
—
and
know
the
evidence
behind
each
.
ZOPA
Estimation
Model
the
likely
zone
of
possible
agreement
from
benchmarks
,
budgets
,
and
alternative
costs
.
Benchmarking
&
Cost
Modelling
Price
a
deal
from
market
data
,
supplier
cost
structures
,
and
comparable
transactions
.
Stakeholder
&
Authority
Mapping
Know
who
decides
,
who
influences
,
who
can
veto
,
and
what
each
needs
in
order
to
say
yes
.
COMMUNICATION
Active
Listening
Play
back
both
content
and
emotion
accurately
enough
that
the
other
side
says
"
that
'
s
right
."
Calibrated
Questioning
Ask
open
,
non
-
threatening
questions
that
surface
constraints
without
triggering
defensiveness
.
Framing
&
Reframing
Present
the
same
term
as
a
gain
,
a
risk
,
or
an
industry
standard
so
it
lands
on
the
other
side
'
s
values
.
Strategic
Silence
Leave
space
after
an
offer
or
a
demand
and
let
the
other
party
fill
it
.
Concise
Value
Articulation
Explain
what
your
offer
is
worth
in
under
sixty
seconds
,
without
jargon
or
hedging
.
Written
Negotiation
Draft
emails
,
term
sheets
,
and
redlines
that
move
a
deal
forward
without
escalating
tone
.
INFLUENCE
&
RELATIONSHIP
Rapport
Building
Find
genuine
common
ground
quickly
and
hold
it
through
disagreement
.
Emotional
Self
-
Regulation
Stay
steady
when
anchors
are
absurd
,
deadlines
are
manufactured
,
or
the
room
turns
personal
.
Tactical
Empathy
Name
the
other
side
'
s
concerns
aloud
so
they
feel
heard
and
become
more
forthcoming
.
Trust
&
Reciprocity
Trade
small
,
verifiable
concessions
and
disclosures
to
establish
a
norm
of
exchange
.
Internal
Alignment
Get
your
own
team
,
legal
,
finance
,
and
leadership
to
a
single
position
before
you
enter
the
room
.
Cross
-
Cultural
Fluency
Adjust
directness
,
pacing
,
hierarchy
,
and
tolerance
for
silence
to
the
counterpart
'
s
norms
.
2 / 8
STRATEGY
&
TACTICS
Value
Creation
(
Logrolling
)
Add
issues
—
volume
,
term
,
payment
terms
,
service
levels
—
and
trade
across
them
instead
of
splitting
one
number
.
Anchoring
&
Offer
Design
Open
with
a
well
-
justified
anchor
and
present
offers
as
packages
rather
than
single
points
.
Concession
Management
Plan
concessions
in
advance
,
decrement
them
,
and
never
give
one
without
a
linked
ask
.
Contingent
Contracts
Use
earn
-
outs
,
indexation
,
volume
tiers
,
and
guarantees
to
bridge
genuine
differences
in
forecast
.
Multi
-
Party
Negotiation
Manage
coalitions
,
sequencing
,
and
side
conversations
when
three
or
more
parties
are
at
the
table
.
Hardball
Defence
Recognise
and
neutralise
tactics
such
as
good
cop
/
bad
cop
,
nibbling
,
the
bogey
,
and
false
deadlines
.
Time
&
Deadline
Management
Distinguish
real
deadlines
from
pressure
tactics
,
and
use
timing
deliberately
.
EXECUTION
&
FOLLOW
-
THROUGH
Term
&
Contract
Literacy
Read
a
term
sheet
or
master
agreement
and
spot
the
clauses
that
carry
the
real
risk
.
Ratification
&
Approval
Management
Build
the
internal
approval
path
into
the
timeline
so
signature
is
never
a
surprise
.
Deal
Documentation
Turn
an
oral
agreement
into
an
accurate
written
record
both
sides
recognise
as
their
own
.
Debrief
&
Lessons
Log
Capture
what
was
asked
,
traded
,
and
conceded
after
every
negotiation
,
then
review
the
patterns
quarterly
.
Negotiation
Analytics
Track
value
captured
,
cycle
time
,
and
concession
patterns
to
find
repeatable
improvements
.
3 / 8
2.
Negotiation
Professional
Goals
Fifteen
goals
across
three
horizons
.
Each
goal
states
what
success
looks
like
,
how
it
will
be
measured
,
and
the
first
action
to
take
.
Goal
codes
N
1–
N
5 (
near
-
term
),
M
6–
M
11 (
mid
-
term
),
and
L
12–
L
15 (
long
-
term
)
are
referenced
in
the
alignment
table
in
section
3.
2.1
NEAR
-
TERM
GOALS
— 0
TO
3
MONTHS
N
1 ·
FO U ND AT IO N
Negotiate
every
material
deal
with
a
written
BATNA
Stop
entering
negotiations
with
an
assumed
alternative
.
Produce
a
one
-
page
BATNA
summary
—
alternatives
available
,
cost
of
switching
,
effort
required
to
activate
—
before
the
first
substantive
conversation
.
S UCCES S
MEAS URE
A
completed
BATNA
summary
filed
before
the
opening
call
for
100%
of
negotiations
above
$
50
k
in
value
,
verified
across
at
least
12
deals
.
FIRS T
ACT IO N
Build
a
one
-
page
BATNA
template
this
week
and
block
90
minutes
of
protected
preparation
time
per
deal
in
the
calendar
.
N
2 ·
PRO CE S S
Standardise
a
ten
-
point
preparation
sheet
Replace
ad
hoc
preparation
with
a
consistent
checklist
covering
interests
,
reservation
value
,
aspiration
point
,
tradable
issues
,
concession
ladder
,
and
authority
limits
.
S UCCES S
MEAS URE
Prep
sheet
completed
for
20
consecutive
negotiations
,
with
a
median
preparation
time
of
75
minutes
or
less
.
FIRS T
ACT IO N
Draft
the
ten
-
point
sheet
,
test
it
on
the
next
three
negotiations
,
then
trim
anything
that
did
not
change
the
outcome
.
N
3 ·
VALU E
CAPT U RE
Improve
the
quality
and
justification
of
opening
anchors
Raise
first
offers
closer
to
aspiration
point
and
support
each
one
with
three
independently
verifiable
data
points
rather
than
a
single
reference
price
.
S UCCES S
MEAS URE
Opening
anchors
within
15%
of
the
aspiration
point
,
each
supported
by
three
data
points
,
tracked
across
10
negotiations
with
an
anchor
-
acceptance
rate
recorded
.
FIRS T
ACT IO N
For
the
next
five
negotiations
,
write
the
anchor
and
its
three
supporting
facts
one
page
before
the
call
.
4 / 8
N
4 ·
LE ARNING
Start
a
negotiation
debrief
log
Capture
what
was
asked
,
what
was
traded
,
what
was
conceded
,
and
what
would
be
done
differently
—
within
48
hours
while
the
detail
is
still
accurate
.
S UCCES S
MEAS URE
100%
of
negotiations
debriefed
within
48
hours
; 40
log
entries
completed
by
day
90.
FIRS T
ACT IO N
Create
the
log
with
five
fixed
fields
and
add
a
recurring
15-
minute
end
-
of
-
week
slot
to
close
out
any
gaps
.
N
5 ·
D IS CIPLINE
Issue
concessions
deliberately
,
never
reflexively
Every
concession
is
planned
in
advance
,
decreasing
in
size
,
and
linked
to
a
specific
reciprocal
ask
.
No
move
is
made
simply
to
keep
the
conversation
comfortable
.
S UCCES S
MEAS URE
Zero
unreciprocated
concessions
across
tracked
negotiations
;
decreasing
concession
increments
in
at
least
90%
of
cases
.
FIRS T
ACT IO N
Attach
a
concession
ladder
to
the
preparation
sheet
for
every
deal
,
with
the
linked
ask
written
next
to
each
step
.
2.2
MID
-
TERM
GOALS
— 3
TO
12
MONTHS
M
6 ·
O U T CO ME
Increase
value
captured
by
5%
on
renewals
and
new
contracts
Improve
blended
value
capture
—
price
,
term
,
payment
terms
,
and
risk
allocation
combined
—
without
lengthening
the
deal
cycle
or
triggering
escalation
from
counterparties
.
S UCCES S
MEAS URE
Blended
value
capture
improves
5%
against
the
recorded
baseline
across
at
least
25
negotiations
,
with
no
measurable
increase
in
cycle
time
.
FIRS T
ACT IO N
Establish
the
value
-
capture
baseline
for
the
last
two
quarters
of
deals
so
improvement
can
be
measured
honestly
.
M
7 ·
S T RAT E G Y
Move
from
single
-
issue
price
haggling
to
multi
-
issue
trading
Put
at
least
three
tradable
issues
on
the
table
—
at
least
two
of
them
non
-
price
—
and
create
value
by
trading
across
them
rather
than
splitting
one
number
.
S UCCES S
MEAS URE
Three
or
more
issues
on
the
table
and
actively
traded
in
80%
of
negotiations
,
with
at
least
two
non
-
price
issues
present
.
FIRS T
ACT IO N
Build
an
issue
inventory
for
each
recurring
deal
type
and
identify
which
issues
are
cheap
for
you
and
valuable
to
them
.
5 / 8
M
8 ·
CRE D E NT IAL
Complete
an
advanced
negotiation
programme
Formalise
existing
experience
with
structured
training
in
multi
-
party
negotiation
,
contingent
contracts
,
or
cross
-
cultural
deal
-
making
.
S UCCES S
MEAS URE
Programme
completed
with
a
written
internal
case
study
capturing
three
techniques
adopted
and
the
measured
effect
on
live
deals
.
FIRS T
ACT IO N
Shortlist
two
programmes
within
30
days
and
confirm
budget
and
time
commitment
with
the
manager
.
M
9 ·
CO MPLE XIT Y
Lead
a
multi
-
party
negotiation
end
to
end
Take
ownership
of
a
negotiation
involving
three
or
more
parties
,
including
coalition
mapping
,
agenda
control
,
and
sequencing
of
side
conversations
.
S UCCES S
MEAS URE
Two
multi
-
party
negotiations
led
to
signature
within
the
planned
timeline
,
each
with
a
documented
coalition
map
and
pre
-
agreed
agenda
.
FIRS T
ACT IO N
Identify
the
next
suitable
deal
and
draft
the
stakeholder
and
coalition
map
before
the
first
joint
session
.
M
1 0 ·
E FFICIE NCY
Reduce
deal
cycle
time
by
20%
while
holding
value
Speed
up
negotiations
through
earlier
authority
alignment
,
tighter
agendas
,
and
fewer
rounds
—
not
by
conceding
to
close
faster
.
S UCCES S
MEAS URE
Median
cycle
time
reduced
20%
from
baseline
with
value
capture
held
or
improved
and
no
increase
in
renegotiation
requests
.
FIRS T
ACT IO N
Instrument
cycle
time
per
stage
for
the
next
10
deals
to
find
where
the
time
is
actually
lost
.
M
1 1 ·
RIS K
Eliminate
post
-
close
disputes
caused
by
unclear
terms
Improve
term
drafting
and
confirmation
discipline
so
that
no
agreement
you
lead
is
later
contested
because
the
wording
was
ambiguous
.
S UCCES S
MEAS URE
Zero
disputes
arising
from
ambiguous
language
in
deals
you
lead
;
legal
review
comments
per
draft
reduced
by
30%.
FIRS T
ACT IO N
Review
the
last
five
agreements
with
legal
and
list
the
clause
types
that
caused
the
most
rework
.
6 / 8
2.3
LONG
-
TERM
GOALS
— 12
TO
36
MONTHS
L
1 2 ·
O WNE RS HIP
Own
negotiation
strategy
for
the
top
ten
accounts
Move
from
running
individual
negotiations
to
setting
the
negotiation
strategy
for
the
organisation
'
s
most
valuable
relationships
,
refreshed
as
their
priorities
change
.
S UCCES S
MEAS URE
Account
-
level
negotiation
strategies
documented
and
refreshed
quarterly
for
ten
accounts
,
with
portfolio
value
capture
at
least
three
points
above
the
company
average
.
FIRS T
ACT IO N
Select
the
ten
accounts
and
produce
the
first
strategy
memo
for
the
two
most
strategically
important
ones
.
L
1 3 ·
LE VE RAG E
Publish
an
internal
negotiation
playbook
Codify
the
preparation
,
anchoring
,
concession
,
and
closing
patterns
that
consistently
work
into
a
playbook
covering
the
ten
most
common
deal
scenarios
.
S UCCES S
MEAS URE
Playbook
published
covering
10
scenarios
,
adopted
by
at
least
two
other
teams
,
and
formally
reviewed
twice
a
year
.
FIRS T
ACT IO N
Convert
the
debrief
log
'
s
three
most
frequent
patterns
into
playbook
entries
and
circulate
a
draft
for
comment
.
L
1 4 ·
D E VE LO PME NT
Coach
two
colleagues
to
independent
negotiation
capability
Develop
two
less
experienced
colleagues
to
the
point
where
they
lead
their
own
negotiations
and
show
measurable
improvement
in
value
captured
.
S UCCES S
MEAS URE
Two
mentees
independently
lead
negotiations
within
nine
months
and
each
demonstrate
a
documented
improvement
in
value
captured
or
cycle
time
.
FIRS T
ACT IO N
Agree
a
coaching
structure
—
joint
preparation
,
observed
negotiation
,
structured
debrief
—
and
select
the
participants
.
L
1 5 ·
INFRAS T RU CT U RE
Build
the
negotiation
performance
data
set
Establish
reliable
measurement
of
negotiation
performance
across
the
organisation
so
decisions
about
pricing
,
terms
,
and
strategy
are
based
on
evidence
.
S UCCES S
MEAS URE
Dashboard
live
tracking
value
captured
,
concession
ratio
,
cycle
time
,
and
dispute
rate
across
100+
negotiations
,
with
a
quarterly
insight
memo
delivered
to
leadership
.
FIRS T
ACT IO N
Define
the
four
metrics
precisely
,
including
how
each
is
calculated
,
and
agree
the
data
source
with
finance
.
7 / 8
3.
Skill
-
to
-
Goal
Alignment
Which
skills
feed
which
goals
,
and
what
tangible
evidence
shows
the
skill
is
improving
.
Use
this
table
during
the
quarterly
review
to
keep
skills
work
connected
to
measurable
outcomes
.
S KILL
S UPPO RT S
EVIDENCE
O F
PRO G RES S
BATNA
Development
N
1,
N
3,
M
6
BATNA
summary
filed
before
first
contact
on
20
consecutive
deals
Concession
Management
N
5,
M
6,
M
10
Concession
ladder
attached
to
every
prep
sheet
;
zero
unreciprocated
concessions
Value
Creation
(
Logrolling
)
M
7,
L
12
Three
or
more
issues
traded
in
80%
of
negotiations
,
at
least
two
non
-
price
Calibrated
Questioning
N
3,
M
7,
M
11
Discovery
notes
show
counterpart
constraints
surfaced
before
the
first
offer
Term
&
Contract
Literacy
M
11,
L
12
Legal
review
comments
per
draft
down
30%;
no
disputes
over
ambiguous
wording
Multi
-
Party
Negotiation
M
9,
L
12
Two
multi
-
party
negotiations
led
and
closed
within
the
planned
timeline
Debrief
&
Lessons
Log
N
4,
L
13
40+
debrief
entries
;
three
recurring
patterns
converted
into
playbook
rules
Negotiation
Analytics
M
6,
L
15
Dashboard
live
across
100+
negotiations
;
quarterly
insight
memo
delivered
8 / 8
