There are many approaches to negotiation tactics, and I could recommend several books and studies on the subject. One in particular, Never Split the Difference, by Chris Voss, has been very popular in recent years, and I will refer to a key point he makes shortly. Effective negotiation is critical in many areas of business, and change management is no exception. As you work through your preparation and research, employing strategies like the ones we have discussed, you will uncover early objections. Some of these will be immovable elements of the project, where you must rely on your powers of persuasion and influence; others will be open to compromise, adaption or maybe even improvement. As the project leader, your role is to ensure any changes to the way the project proceeds do not negatively influence its cost, effectiveness, legitimacy or the result you have been tasked to deliver. This is where your communication and influencing skills can combine to make you an expert negotiator. One of the simplest models to follow is this five-step method:
Preparation – I have already mentioned Stephen R. Covey’s example of sharpening the saw, which is such a critical principle. Never ignore the power of preparation – especially when entering into a negotiation. Start by researching both sides of the discussion to identify all the possible points of view, objections or issues. Then look at the possible trade-offs, options or any room for manoeuvre in the discussion. Knowing exactly what you can or are prepared to change before you start is critical. From here, you can determine your most-desired and least-desired outcomes. You may need to get prior approval for some of the concessions on your list, so make sure you know who has the decision-making power in your organisation. It is also helpful to set out the boundaries and conditions of the negotiation before you open the conversation (e.g. time frames, external sign-off or counter-offers).
Information Exchange – You may wish to utilise something like the SAM method to make this step in the process more powerful. Both parties should be allowed to lay out their initial position or offer and include as much background or supporting information as they require, before the other party responds. When presenting your project to a stakeholder group, for example, you should explain that you will accept questions when you have finished your presentation. Always finish by describing what the future will look like and the benefits to everyone in the room.
Clarification – When you are presenting a change proposal to stakeholders, their side of the information exchange will come in the form of post-presentation questions. The next step becomes the continuation of this discussion, where you answer their concerns to clarify the need for change. This is not the resolution stage but merely where you look to identify the points to be reinforced or adjusted clearly. It may be that your team or the people the change will impact have asked for a meeting and presented their counter-proposal first. In such a case, this is where you should clarify exactly what they are looking for, why they want it and what proposals they have made.
Discussions and Solutions – This is where the real negotiation takes place. Both sides go through a process of offers and counter-offers until an agreement is reached on each particular issue. The thing to remember in any change management negotiation is that the only win is a win-win. You are not looking to force through a project that will make everyone’s lives miserable but a solution that will solve an oncoming problem or add benefit to an outdated system. You may have some hard lines to maintain, but you should always consider ways to soften the impact in other areas. Make your case as clear as possible from the outset, keep your emotions in check, do not take other people’s emotions personally and use your thorough research as the foundation for your confidence. Use the NLP anchoring, mirroring and persuasion techniques you have learned and be conscious of what your body language is telling your colleagues. My final tip for being in the middle of an active negotiation is to listen carefully. It is very easy to fall into the trap of thinking up the smartest reply when others are talking, but this will only lead you to miss key information they are telling you. My advice is to listen, pause, think, check your notes, then give an honest answer.
Conclusion and Agreement – When you reach an agreement (hopefully a win-win where everyone is satisfied), you should formalise the agreement. Agreeing on the shape of the project ahead is only the start of the journey. You will have to work with the people you have negotiated with for the next six, 12, 18 or 24 months, so make sure it is amicable and the foundation of a good long-term relationship.
Taking No Hostages
Chris Voss is a former chief hostage negotiator for the FBI and the author of Never Split the Difference. He suggests that while most people view negotiation as a battle of wits, power or personality, successful negotiation is a collaboration rooted in empathy. He describes negotiation as two or more people looking at the same problem or stumbling block but from different directions and with their own set of concerns and desired outcomes. With this in mind, it is easy to picture his conclusion: that the adversary is not the person sitting across the table – the adversary is the situation. Once you start looking at a negotiation from this viewpoint, the entire approach changes. As Voss explains, “empathy is becoming completely aware of the other side’s perspective, their point of view, their take on things, how they see it, and what they feel”. If you apply this idea to a change management setting, whether you are talking to senior decision-makers, customers, your team or employees whose lives might be affected by your project, it gives your presentation a different shape. You are both looking at the same issue – the proposed change – but you will have a unique outlook and set of interests to the other people. Therefore, your starting point should always be to try and empathise (invite conversation, actively listen and fully understand) with their position so you can then address their concerns about the situation you both have in common.
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