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How good a negotiator are you really?

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Without a firm grasp on negotiation and collaborating skills, management on any scale is a challenge. The ability to influence and convince with confidence is an essential leadership capability, yet so many people often assume they don’t need training to master it or keep their skills updated.

“A common misconception (in NZ) is that negotiation is confrontational and bi-partisan,” argues Patrick Rottiers, international executive trainer in negotiation and business development and Executive Education facilitator. “Yet any solid collaboration and strategic alliance evolves out of a universal process of negotiation. Actually most managers are involved in internal or external negotiation regularly, yet few are trained or keep up their training.”

In an environment where leadership training programmes are in high demand with everything from digital communication to effective team building seen as critical, why is it that negotiation is regularly overlooked?

“The fact is that very few of us have any fact-based idea what sort of negotiator we are when it really matters and we are stressed. When you’re being pushed in a critical negotiation, what sort of negotiator do you then turn out to be?”

This is the kick-off point for a process of exploring and improving. A crucial aspect of Patrick’s methodology revolves around breaking the process into three distinct segments – better preparation, better negotiation and evaluations to further improve. His Negotiation Skills: Influencing to Convincing programme takes you through the process of recording, analysing and seeking/providing feedback on your negotiations, the foundation for continuous improvement but also essential as a process to coach your teams.

“We tend to underestimate the power of good preparation in NZ. Better, multiple-scenario preparations boost confidence and reduce the risk of accepting conditions that will hurt your reputation, and often your bottom line.”

“In some other cultures there is more training in negotiation – Australia stands out as an example – but New Zealand not so much,” says Patrick.

A core dimension of the course is ‘Cultural Intelligence’: how different cultures impact negotiations and how you prepare and make allowances for that. It coaches NZ global leaders to negotiate confidently across those differences in behaviour and values? And while we all expect GPs, dentists and engineers to keep up their skills and know-how throughout their careers, why not our negotiating executives?”

Patrick’s program provides unique templates, techniques and tools to help managers better prepare for negotiation. Participants negotiate complex, challenging real-world cases that are video-recorded and analysed for instant learning and impressive short-term improvements. Throughout the course, Patrick’s 30+ years of international practice resonates as a soundboard that helps to benchmark and inspire.

“That’s very much the foundation of this course; it’s centred on both building confidence and skill while improving longer-term negotiated outcomes, be it for business, government or not-for-profits organisations.”

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