Never negotiate or negotiate a despair point. The moment you show him how desperate you are, you're stopping from the bargain. The value of the transaction is jeopardized by your appetite and your apparent desire. Instead, let's go back, gather yourself and your thoughts and schedule the conversations. We often give the price tag for articles according to our needs. Nobody wants to spend more than the true value of a product or service. As African businessmen, politicians, and the like, we have also missed the power of effective negotiations, so time, value and resources have disappeared. Where we could potentially have won millions, we could have settled a few thousand dollars, which of course could have paid some bills and could make a farm. The question is whether we are properly counting and planning to prepare for negotiations, contracts or agreements, or see the dashed line for partying the Red Sea, an imminent breakthrough, and forgetting the fine prints. I was very interested in the joy of signing the merger between the companies and the political parties, even the churches became a series of mourners experiences as the dotted and signed document is activated. Before you can get the famous handshake to conclude an agreement, consider your work well. Your decisions so far have a long-term impact on where your organization will be in the next foreseeable future. We recognize that those who have been assigned to the negotiating bank will be able to make decisions about the organization's best interests.
Some Negotiation Guidelines
• Do some research and testing before the other party before the meeting. Check the commercial aspects and results of previous contracts by the other party. Use the checklist for a non-rotating one to decide whether to continue the negotiations. It may not be necessary to negotiate if the other party first fails the "non-controversial" test.
• Ask questions in advance to clarify the clauses of previously received documents. Add the legal representative to review and review the contracts or agreements. Preparation involves answering questions and answering them before you start. This involves presenting best cases and alternatives when it is called, so it is important. There is nothing wrong with getting ready for a deadlock and how to break it.
• Attend witnesses or witnesses who can help with the discussions. This can be your personal assistant or leader in the team. You may need someone who can give you tips and advice. Someone with whom you can use eye contact to decide whether to continue or not. Sometimes when you have a panel discussion alone, you will lose numbers because there are five active brain thinking ahead of you.
• Do not rush to make a decision – Always look at the negotiating partner directly to the eye and avoid making decisions here and now. The incentive should never be limited to signing the agreement without the parties taking ownership of the decisions they make. When you're in a rush, you have to note that there is something in the deal. You do not have to worry. You do not have to sign it immediately.
• Understand the Time Factor – There is always time for the negotiations to take place. He will not negotiate effectively if he is in a hurry or if tiredness is on either side of the negotiating table. Depending on how tense the negotiations are, it is healthy to ask for a "timeout" to regain yourself.
• Avoid Emotional Bargaining – Choose your own emotions from the topic discussed. When you are lost in anger or excitement, you lose your courage and negotiation with power.
• Avoid attacking a person, but investigate the matter during trial. – There is a willingness to discuss personalities at the expense of the subjects at issue. While it is important to know the type of person you are discussing, the question changes your personality.
• Pay attention to detail – If you have read the documents in advance at the meeting, it is important to read the fine prints or to give a professional within your team to carefully examine it while discussing it. Fine printing is usually the source of any problem at any trial.
• Prepare for a compromise – Before you get into a negotiation process, you should know the best of both your best and worst scenarios, the benefits and disadvantages of each case. Obviously you have to start the trial if you put the best thing on the table. As a bargain, a little compromise is needed, but not in the worst case. I heard that "at a trial, both parties must leave their feelings as if they were won and lost."
• Never manifest your desperation on the other side – It is important to conduct a SWOT analysis with yourself and your team with whom you are going. If you know your strengths, do not let someone who does not know the depth of the question on the desk deeply leads the debate. Do not make the weaknesses that the other party will go through because it makes the proposal useless.
"Your ability to negotiate, communicate, influence, and persuade others to do things is vital to everything you have achieved in life"
Brian Tracy, American self-help author