ENS International

After the last two years, many of us have experienced changes in the workplace especially around working from home. While some cultural shifts are easy to implement and be accepted, some can be more challenging, and this is when negotiation skills become vital.

In this case study, you will see how a company in the energy industry who was faced with complex workplace negotiations and impending hostile strike actions, achieved a cultural shift that would mend workplace relationships. Most importantly, the relationship between the management and the workers significantly improved.

Read more about the case study: https://www.negotiate.org/achieving-cultural-shift-in-workplace-agreement-negotiations/

Negotiators need to distinguish empathy from sympathy. Empathy is when you feel another’s feelings. Sympathy is what you feel – or say you feel – as a result of another’s situation. The former is received at a deeper emotional level and helps build rapport and develop trust. The latter is more shallow, particularly when it is just an acknowledgment of the other’s hardship.

Read our tips to improve empathy in negotiations: https://www.negotiate.org/6-ways-to-improve-empathy-in-negotiations/

#business #businesstips #empathy #sympathy #negotiation #negotiationtips

Is saving ‘face’ as important for negotiators in Western cultures as it is for those in the East? While ‘face’, or the need for interpersonal recognition, may be more overtly recognized in the East, it is also an important component impacting on negotiation outcomes in the West.

Read our tips for Managing ʻFaceʼ in Negotiation: https://www.negotiate.org/does-face-impact-on-negotiation/

“I’m the boss, I’ll take the lead!” Could this be a big mistake? The person who holds the most senior position in the organization, group or team may not be the best person for the situation. The title ‘boss’ does not necessarily make them a good negotiator.

Choose with care the members of your negotiating team. As well as status, be wary of selecting those simply because they happen to be the most readily available. Having people at hand does not make them good negotiators.

Selection of the lead negotiator and negotiation team members is a key strategy process decision. For example, when negotiating a lengthy agreement there may be good reasons why you might prefer to have less senior negotiators handling the early rounds. Think forward to the possible tactical need to change negotiators or being able to appeal to a higher authority.

When selecting negotiation teams, consider how they will look from the Other Party’s point of view. Will they be seen as strong or weak? Either may be strategically useful.

Find out more here:

https://www.negotiate.org/how-to-select-your-lead-negotiator/

Did you know that some novice and experienced negotiators often overlook the importance of rehearsing negotiations?

Here’s why pre-negotiation rehearsal is important in influencing a positive and balanced outcome: https://www.negotiate.org/rehearse-for-negotiation-success/

Did you know that negotiations can help build and also repair and strengthen relations? ​ With the right approach, you can help mend broken trust and restore partnerships by ensuring that terms are mutually beneficial to both parties. ​

To learn more, check out our case study:

https://www.negotiate.org/restoring-strained-business-relationships-for-long-term-agreements/

#business #businessrelationships #marketingagreement #strainedbusiness

Last month, we received a question from one of our Negotium subscribers (ENS’ e-newsletter) regarding the difference between negotiation and advertising. Read ENS Negotiation Strategist Robert Jenkins‘ response here: https://www.negotiate.org/ens-qa-february22/

To sign up and receive Negotium, simply visit ENS’ website at www.negotiate.org and fill out the short form at the bottom of the page.

“Poor pre-negotiation preparation triples post-negotiation effort.”

More than ever in this fast-moving world, it’s critical we stay focused on ensuring our negotiation strategies are developed systematically in a disciplined, step-by-step manner. This is definitely not the area to think you can ‘save’ time and money.

The evidence is quite clear. Failing to prepare systematically in the pre-negotiation time commonly ends up with you spending at least three times more time and money in the post-negotiation time ‘fighting the fires’ lit by poor preparation.

Discover the 3 steps to systematic negotiation preparation and our tips: https://www.negotiate.org/the-true-value-of-negotiation-preparation/

Did you know that even non-interested third-party actions can have a major impact whilst negotiating?

You might think they can be impossible to manage.

But there are ways to challenge third parties: one of them is to contain their activities within a time frame where their effect will be minimised.

Find out our other tips on how to manage thirds parties: https://www.negotiate.org/the-surprising-third-party-effect/