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The Ten Commandments of Negotiation

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The Ten Commandments

of Negotiation

T

he more things are different, the more they are the same. There are no two negotiations that are identical; some are complex, and some are simple. Some are long processes that take years; some

are short and are done in minutes. What remains the same are the fundamentals and undying truths that form a basis of all negotiations—big or small. They say that professionals practice the basics, whether it’s free throws in basketball or long tones when playing the violin or trumpet. Professionals always have a firm grasp of the fundamentals and masters have internalized and implemented them. The following section outlines ten fundamental commandments of negotiation that when followed will likely produce a successful outcome. Over time strong fundamentals and good technique will outperform luck, chance or talent which is how most people attempt to negotiate and ineffective over time. The strongest negotiators win bigger and win more often because they have strong fundamentals and weak negotiators are typically improvising. Studies have shown that no matter how favorable or poorly a negotiator performs in a transaction, he will always think that he did his best. When negotiating, many times you can never know if you could have done better or not, but if you stick to the following ten principles, you will surely be effective in getting what you want.

The ten commandments are loosely based on the top three traits desired by CEOs for top negotiators. Years ago, 150 CEO’s were contacted and were asked for the top three personality traits desired for the company’s best negotiators. The top three desired traits were indeed surprising: