Your Weekly Walkaway - Help Your Counterpart Sell Your Proposals Internally

The Weekly Walkway highlights negotiation in its ‘good’, ‘bad’ and sometimes ‘downright ugly’ forms. Newsletter Issue No. 18 (27th January 2023)

Giles Morgan (@Kahvay)

Jan 27, 2023

What to expect?

Quote of the Week - “If you wish to persuade me you must think my thoughts, feel my feelings and speak my words.”
Tactic of the Week - Higher Authority
Thought of the Week - Help Your Counterpart Sell Your Proposals Internally

Remember: You are a negotiator!

You are always managing some form of conflict, a difference of opinion or interest.

Click ❤️ to show your appreciation of our work, and please share. Thank you.

QUOTE OF THE WEEK

“If you wish to persuade me you must think my thoughts, feel my feelings and speak my words.”

Cicero (Roman Statesman)

TACTIC OF THE WEEK

Higher Authority

Everyone has a higher authority. Your boss, their boss, their MD, the CEO, my wife.. you get the picture.. And within organisations there are levels of authority within those levels of authority; committees; policies; processes; frameworks; laws.

Each level has their limits. To gain agreement above those limits requires “Higher Authority”.

So, after making proposals you or your counterpart might say “Thank you, I’ll check with legal”, “I need my manager's sign off”. Or “No, I can’t do that! I don’t have authority”. Or “The CFO office will not accept payment terms of…” Or even “The country law prohibits us from considering that proposal”.

Sometimes this is true but yes, sometimes you or they are just playing for time or trying to frustrate each other and force a concession.

Always know who the true decision makers are and build relationships at all levels to gain an understanding of who can say ‘Yes’ and who or what might be the blockers. Take time to build the stakeholder matrix and influence more effectively those who have “Higher Authority”. Understand their company policies, frameworks, committees and the laws of the country that might affect your negotiations.

Never accept, on face value, the excuse of “Higher Authority”. Always have the knowledge or gain the understanding to be able to challenge “Higher Authority”.

THOUGHT OF THE WEEK

Help Your Counterpart ‘Sell’ Your Proposals, Internally

I was speaking with a client this week, one I admire greatly. Part of our conversation touched on the need to ‘enable’ our counterparts to ‘sell’ our proposals internally, to their stakeholders, and it reminded me that too many negotiators either hope or wrongly believe that their negotiation ends at the handshake. But, the negotiation has only just begun. Implementing your agreement is one area where your negotiation continues but beforehand and after, to maximise your chances of success, you will have to help your counterpart sell and negotiate your joint ideas and solutions internally. In fact this area of negotiation, my client and I agree on, is one of the most difficult skills a negotiator needs to master.

So what should you be doing to help ‘them’ sell your proposals, internally?

Well, read on and check out our ten point checklist.. I know… we live by the rule of three but, go on.. what are you waiting for?

It isn’t rocket science but firstly, it is important to point out not to put your counterpart in a difficult situation where they have to choose between you and their internal stakeholders! It never ends well!

Build a strong relationship with your counterpart: Seems a bit obvious, I know, but you’d be surprised how skin deep many relationships truly are! A strong, deep, relationship with your counterpart takes time and creates the appropriate level of trust. Trust in you, trust in your proposals and trust that they can advocate for you without being exploited or discredited. This can be achieved by consistently being reliable, credible and honest, and by showing a genuine interest in their goals and objectives. But in truth it takes time and effort;
Understand their internal stakeholders: In Level 5 and 6 of the ‘Master Negotiator Learning Journey’ we discuss how important it is to build ‘The Matrix’. Simply put, we recommend researching and understanding the different stakeholders involved in the decision-making process. Completing the stakeholder ‘matrix’ associates the correct levels of authority and influence each stakeholder has, these are know as the; The Queens, The Kings, The Bishops and The Pawns. Learn how decisions are made, who are the key decision makers, who are the influencers and what levels of relationship you have with them. You need to anticipate their concerns and objections and be able to provide your counterpart with the necessary answers to address them;
Understand their internal processes: As I write this article it feels so obvious to state this point BUT, I’ve been surprised at peoples ignorance or lack of appreciation for the other organisations processes. You need to understand their processes, like how decisions are made, including the organisation's committees, policies, procedures, timelines, as well as the individual restrictions of the stakeholders. This will help you to tailor your proposals to meet their specific needs and increase the chances of success;
“The best way to predict the future is to create it”
Communicate the benefits of your proposal: Oh my gosh.. We talk ‘communication’ a lot in our work with people and the need to clearly communicate the proposals to their counterparts, highlighting the benefits and how it will help them achieve their goals and objectives. The more your counterpart understands, clearly and precisely, what your proposals mean the more they are able to articulate them internally to gain support from their stakeholders. Consider, also, creating multiple options. Offer these options to your counterpart who can then propose your options as theirs to their stakeholders cutting the ‘cognitive weight’ of the decision making process. You’ve done the work for them;
Provide supporting evidence: Yes, it’s so important. Providing your counterpart with supporting evidence to back up your proposals, such as data, industry trends, or testimonials is so helpful. It helps them build credibility with their stakeholders. Helps them look good. It builds the stakeholders confidence in their decisions;
Assist in the internal presentation: I know.. WHAT? Offer to assist your counterpart present? Yes, really, ‘walk the walk’! offer to help present the proposals, internally, together. This could include helping to create the presentation, providing talking points, or even presenting alongside them. This will take the load off their shoulders, shows your commitment to them and your mutual proposals;
Remember: ‘Confusion is the mother of all deadlocks’
Address the concerns of the internal stakeholders: Brainstorm with wise heads, listen to their council. Get proactive, identify and address early any concerns of their stakeholders, providing solutions to potential, yet predicted, objections or roadblocks. This will help your counterpart be more successful in getting ahead of issues before they arise;
Be flexible, show your willingness to concede and re-package: Well this is just negotiation 1-0-1. Satisfy and make your counterpart look and feel good. Understand that they may need to make some changes to your proposals in order to gain the internal buy-in. Be open to discussing and making reasonable changes and show your willingness to concede and re-package, which will help to reaffirm trust and demonstrate your commitment to finding mutually beneficial solutions;
Follow up: Don’t leave them hanging. Follow up with them and offer your continued support. This demonstrates your continued commitment to the joint venture, joint proposals and the ongoing relationship.
“Let them drive the train, you’ve put the train tracks down..”
Be responsive and open to feedback: No one likes criticism but debriefing is so important. Be open to and responsive to de-briefing. In fact organise the session yourselves. Ask them; “what worked?” “what didn’t?” and “what should be done differently next time?” Embrace this feedback and be willing to make changes as needed. Demonstrate your flexibility and commitment to them.

Go on, give‘em a go!

Help ‘them’ achieve better negotiated outcomes, internally, to help you be more successful.

We’d love to hear or read your comments or additions. What would you add? What do you do? What doesn’t work?