How to choose your team
If you plan to field a team in negotiations, it’s crucial that your own people don’t throw you any curve balls – there will be enough surprises coming from your opposite party. Consider the following steps when selecting your negotiating team.
1 Choose members wisely: If you’re negotiating in a particular field, you may want a specialist in that topic on your team to advise. If you have to talk money and pricing, you’ll want someone who’s good – and fast – with numbers. If possible, don’t include anyone, no matter how close you are, who you suspect may be a weak link. If they’re being pressed upon you by your boss, ensure that person understands that, during the negotiation, it’s the lead negotiator who’s in charge, not the boss.
2 Ensure they understand the issues, and each other: Before going into negotiations as a team, it’s imperative that your team know why you want to negotiate, that they understand how you came to this decision (and support it), and that they know each other really well. You don’t want an unpredictable member of your team suddenly asking you, in front of the opposite party, to clarify why negotiations are needed.
3 Have a proper discussion: Make time with your fledgling team to brainstorm the issues you want to air during negotiations, including the ‘what we want’ and ‘what we can give’ options. Agree both on what information you are willing to share with the opposing party, and what you must not mention in front of them.
Matching your team to negotiation roles
The next step in creating an effective team is to assign its members with discrete roles. Although specialisms are important, you’re not just looking for professional or technical skills, but personality traits too. Maybe you know someone who is unflappable in a crisis, or a people-person who makes others feel at ease. Experience is crucial too; a tough-nut negotiator who has been through this before is a great asset – if you know of one!
Your team may include as few as two of the following roles, or it may include all of them and more.
Lead negotiator: This spokesperson for the team makes the tough decisions and does most of the talking, as well as organizing and motivating the team.
A note-taker: Someone needs to impartially record the key agreements being made. There need only be one ‘scribe’ in a negotiation, so it’s good to agree early which party will provide one.
An observer: For big negotiations, there can be merit in having someone who can watch for signs of anxiety or resentment in the other party, and can share these insights in breaks or between meetings.
A numbers person: If you’re negotiating about buying, selling, or pay, for example, you may need someone who has a head for numbers, spreadsheets and forecasting.
An expert adviser: If you’re negotiating about one aspect in a specialist field, e.g. conservation, you may want someone who can bring expert insight to your strategy and who can answer complex questions with authority.
Know your authorities
Ensure that your people know that they can’t make proposals or counter offers over the lead negotiator, unless it’s been discussed in advance. Also, if the lead doesn’t have the power of ‘sign-off’, then you should make it clear from the outset that any agreements reached will have to be passed by the person who does have the authority. Being vague about this could irritate the other party and cause delay.
Decide how you’ll communicate
Consider whether to agree a set of discreet signals to communicate important things you may be unable to say out loud e.g.: ‘I disagree’; ‘stop talking’; ‘change the topic’; or ‘we need a break to talk’. Once you’ve got your signals, practise using them together until you can decipher them with confidence. If you need to say something specific, writing a note and pushing it under the eyes of a team member is acceptable too.
Key take-aways
Write down the things you will take away from Step 1 and how you will implement them.
| Topic | Take-away | Implementation |
| Understanding that negotiation is a part of everyday life | I negotiate every day both at home and in the office. | Bring some of the skills I use at home into the office environment. |
| Understanding why we should negotiate | ||
| Identifying negotiation skills already gained in everyday negotiating environments | ||
| How to recognize when it’s a good time to negotiate | ||
| How to prepare effectively for a negotiation | ||
| How to identify what you want from negotiation | ||
| How to identify what you can give to achieve results | ||
| How to recognize your USP and use it effectively in negotiation | ||
| How to recognize when a team might work well | ||
| How to choose the right team | ||
| How to assign roles to your team |
‘By failing to prepare, you are preparing to fail.’ — Benjamin Franklin, (1704–1790), Politician, Inventor and Scientist
Five ways to succeed
Create a flexible and researched negotiation strategy.
Be clear about what you want to gain.
Make an educated guess about the other party’s strategy.
Dress appropriately and comfortably.
Be positive and friendly when you arrive.