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If you’ve negotiated before, and with success, it’s forgivable to assume that you’ll do the same again by applying the same tactics. But, every negotiation is unique – even one new face or a different deadline in the mix can hugely alter the objectives.

Know what you want

Once you’ve identified your ideal objective, which can be as simple as ‘get myself a pay rise’, you should examine what it is you really want – in detail. Here are a few examples to get you started:

 What do I/we want to get as a result of the negotiations?

 What would the perfect deal be?

 What would an acceptable deal be?

 When do I/we want or need negotiations to start and finish?

 What are my/our financial limits/aspirations?

 How important is the ongoing relationship with the other party?

 How long can I/we wait for delivery of the agreed item/terms?

Asking yourself or your team these questions will help you identify acceptable alternatives to the ‘perfect deal’, or note some aspects that you’d be willing to trade off. What is key in identifying what you want is not establishing a determined, immovable ‘position’, but what your specific interests really are. Knowing what these interests are will provide you with much more material to negotiate with than creating a fixed stance over which the only choice is to haggle aggressively. Noting these interests is also the first step in creating your negotiation strategy.

Know what you can give

After identifying what your specific interests are, ask yourself and/or your team some open questions to reveal just how little or how much you’re prepared to bargain. Everyone must agree on these terms wholeheartedly, and stick to them. Here are just a few examples of the type of questions you may ask:

 Could I/we wait for a better sale price/a bigger payrise in the longer term?

 Could I accept home working in place of a car allowance?

 Could I accept more annual leave instead of a bonus this year?

But how can ‘giving in’ suit both parties? Surely you’re losing out? Not necessarily, because the analysis process can reveal some unexpected interests you didn’t know you had. You may, for example, realize that an immediate bonus rather than a later pay rise would suit you because you’re getting married and don’t want to take out a loan for the wedding. You’re happy: your employer is delighted. Analysing what you really want and what you’re willing to give are the first foundations of your negotiation strategy, and will provide you with materials that can be discussed and traded off to reach a resolution that potentially benefits both (or more) parties.

Know your USP

One part of your preparatory jigsaw still needs to be slotted into place. This is your USP, your ‘unique selling proposition’; the hook that will keep your opposite number interested in you and in reaching a good resolution, no matter how long the negotiation.