The Kahvay Negotiation Planning Canvas
The Kahvay Negotiation Planning Canvas is not just a tool, but a strategic necessity for anyone serious about mastering the art of negotiation.
The Weekly Walkaway highlights negotiation in its ‘good’, ‘bad’ and sometimes ‘downright ugly’ forms. Issue No. 77 (10th May 2024).
📢 From Hesitant to Confident—Master Negotiation with Ease.
Tired of second-guessing yourself in negotiations? Develop the confidence to stand firm, push back, and win better deals.
✅ Structure your approach—no more guesswork
✅ Learn practical negotiation techniques that work
✅ Stay composed and in control, even under pressure
🚀 Stop leaving deals on the table. Gain the confidence you need today.
Thought of The Week
The Kahvay Negotiation Planning Canvas
Hey there Walkawayers!
Planning your holidays? We are.
The chaos of picking a destination, arguing over sea or lake, beach chill or activities and that's before we start hunting down the best villa with a large enough pool for three very active teenagers, all so we can make the most of our time away.
I’m certain you all do the same. In different degrees and yes, with different needs but still you put a lot of energy into the planning.
Now, imagine channelling that same energy into your negotiations.
Stick with me here, guys. (If you can’t then just read the conclusion below and if it interests you or you feel there is more value to be had then feel free to read on… because its a long one today)
The Conclusion
The Kahvay Negotiation Canvas is not just a tool, but a strategic necessity for anyone serious about mastering the art of negotiation.
Employing the Canvas ensures that your negotiation process is thorough, controlled, and ultimately successful.
By setting a clear Commander's Intent, defining SMART objectives, understanding and preparing for constraints, and aligning with your business's core drivers, you are better placed to reach an agreement and remain aligned to your long-term business goals.
Remember, effective negotiation is not about tactics and haggling; it's about preparation, strategic thinking, and understanding both your position and that of your counterpart.
So, before you start on your own canvas, consider completing the canvas on behalf of your counterpart.
Why Plan?
You see, planning your negotiation is not just about having a bunch of post-its on a board (though who doesn't love a good yellow sticky exercise?).
It's about creating a map of where you want to end up.
Planning is an art, the art of thinking ahead and preparing for any eventuality to enable you to adapt on the fly.
It’s about controlling the chimp in your head, you remember that impulsive beast that can derail your best-laid plans when under pressure.
You wouldn’t start your holiday without knowing your destination, would you?
The same goes for negotiations. If you don't know where you're aiming, you might end up anywhere but where you intended.
Yogi Berra once said, “If you don't know where you are going, you'll end up someplace else.”
This is as true in life as it is in any project, negotiation or endeavour.
Negotiation is 90% preparation.
Preparation means planning, and planning means information.
And what does information give you Walkawayers? Power. Massive, undeniable power.
And here it is folks.
Something to make your planning and preparation.. Well, more structured , and therefore more effective.
The Kahvay Negotiation Planning Canvas
The Negotiation Planning Canvas gives you a framework to plan your game, anticipate theirs, and prepare to adapt for whatever might happen. That’s how you control the game.
It is a tool designed specifically to help you sketch out your negotiations and the playing fields you find yourself on, from start to finish.
The Planning Canvas is where the magic happens. Trust me…
This is where you chart out your goals, your team, and yes, the obstacles that might stand in your way, both the obvious and the unexpected.
Think about it.
What are your objectives? Who are you bringing to the table? What’s the current balance of power? By jotting these down, you’re not just planning; you’re strategising.
The beauty of involving your team, and even other departments, is that you foster engagement and alignment.
Ever noticed how a well-oiled team moves so smoothly?
That’s the harmony you want during a negotiation. Whether it’s your senior leadership team, pricing, delivery, or operations, getting everyone on the same page is crucial to navigating the best outcome.
Plans are useless. Planning is essential (Eisenhower)
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Let’s break down the Kahvay Negotiation Planning Canvas.
Commander's Intent
Before diving into the specifics of your negotiation, it's crucial to define your Commander's Intent. It's the cornerstone of your negotiation strategy.
Start with the end in mind.
Take your time here and involve as many stakeholders as possible. You need everyone to have their say, argue their case and then agree to ensure that everyone involved is aligned.
Your Commander is a high-level executive or leader who has the authority to set strategic goals and make critical decisions.
In military terms, ‘Commander's Intent’ is a crucial concept that covers the overall objectives and desired end state of an operation as defined by the commanding officer.
In other words your Commander's Intent should clearly and succinctly (that's using only a few words people) describe what success looks like.
The reason is to empower you, to enable you to make decisions and adapt as circumstances change during execution, without needing any further input from your commander. This is particularly valuable in the ‘fog of war’.
Example: Our Commander's Intent is to secure the financial health and operational sustainability of our company. By the end of this year, we need to implement an 11% increase in our pricing across all client contracts and reduce our payment terms from 90 days to 30 days.
Once you’ve nailed your Commander's intent down, every other decision becomes so much easier and clearer.
Objectives: Setting Clear Goals
Your objectives should be SMART. You don't need me to tell you how to use SMART do you? Nah, I didn't think so..:
Specific,
Measurable,
Achievable,
Relevant,
and Time-bound.
These objectives will need to be a clear roadmap to achieve Commanders Intent.
Remember, our Commander's Intent is to secure the financial health and operational sustainability of our company. By the end of this year, we need to implement an 11% increase in our pricing across all client contracts and reduce our payment terms from 90 days to 30 days.
So as an example the following goals could be:
Objective 1: Train Sales Staff
Specific: Provide training and support to sales and client relations teams to communicate and educate ‘the need to change’ effectively to clients.
Objective 2: Team Training and Alignment
Specific: Train all customer-facing staff on the new pricing and payment terms by conducting workshops.
Objective 3: Communication Plan
Specific: Develop and execute a communication strategy to inform all clients of these changes and provide support where necessary.
Objective 4: Execute
Specific: Increase pricing by 11% and reduce payment terms to 30 days for all new and renewing client contracts.
Et cetera… Obviously you fill in Measurable, Achievable, Relevant and Time-Bound in a similar fashion and continue your objectives, goals until you are confident you have a road map to success.
Restrictions: Identifying Constraints
Analysing restrictions, constraints, or limitations is vital in any negotiation process because it helps define the boundaries within which you can operate.
This understanding is crucial for:
Risk Management: Identifying potential roadblocks or limitations early helps in formulating contingency plans, mitigating risks associated with the negotiation;
Resource Allocation: Understanding constraints helps in prioritising where to allocate resources effectively, ensuring that efforts are not wasted on unachievable goals;
Realistic Goal Setting: Knowing the limitations helps set SMART objectives;
Examples of Internal and External Restrictions, Constraints, or Limitations:
Internal Constraints:
Legal and Compliance Issues: There may be industry-specific regulations that limit how negotiations can be conducted or what terms can be offered. For example, a company in the healthcare sector must comply with regulations regarding patient privacy and data handling when negotiating contracts with vendors;
Corporate Governance: Internal policies and procedures can set boundaries for negotiations. For instance, a company might have a governance policy that requires multiple approvals for contracts above a certain dollar amount, which can prolong the negotiation process;
Resource Limitations: Budget constraints, manpower, or technological capabilities can limit the scope of what can be negotiated. For instance, a company might not be able to offer high-speed service due to technological limitations in certain areas;
Internal Politics: Different interests within a company, such as those between departments, can influence negotiation tactics and goals. For example, the sales department might push for lower prices to close deals faster, while the finance department might prioritise higher margins.
External Constraints:
Market Conditions: Economic factors, competition, and industry trends can all impact negotiation leverage. In a buyer's market, for instance, clients may have more power to dictate terms.
Legal and Regulatory Requirements: Every industry operates under a framework of laws and regulations that can restrict contract terms. For example, international trade negotiations must consider tariffs, trade agreements, and international regulations.
Client Power and Resistance: Large or powerful clients might have the leverage to refuse certain terms outright, such as rejecting an increase in prices or insisting on longer payment terms. For example, a major retailer might dictate terms to smaller suppliers because of its volume of business.
Cultural and Ethical Differences: When negotiating across borders, differences in business practices, cultural norms, and ethical standards can pose significant challenges. Misunderstandings arising from these differences can restrict negotiation progress.
Understanding these restrictions helps you anticipate potential challenges so you navigate the negotiation playing field with greater effectiveness. By doing so, you are better prepared to achieve better negotiated outcomes.
Business Drivers: Understanding the Why
Basically folks these are your reasons for negotiation; your ‘Why’.
Take the time to understand and define the 'why' behind the negotiation.
This will help you prioritise your objectives and give you a clear sense of purpose and direction, ensuring that the negotiation aligns with broader business objectives.
Examples of Some, and usual, Business Drivers:
Expanding Market Presence: negotiate for better prices, rates or terms as part of a strategy to enter a new market or region;
Lower operational costs: to make pricing more competitive, facilitating market entry and expansion;
Enhancing Competitive Advantage: secure exclusive agreements, proprietary technologies, or favourable terms that provide a competitive edge;
Risk Management: need to manage business risks such as supply chain disruptions, regulatory changes, or market volatility.
Improving Profitability: to improve the bottom line, whether through cost reductions, improved sales conditions, or more favourable payment terms.
Building or Strengthening Relationships: what it says on the time.
Responding to External Pressures: response to external pressures such as economic downturns, competitive pressures, or changes in consumer preferences.
Getting to know and understanding these reasons, the companies ‘why’, allows you to align your team and any stakeholders to ensure everyone is pointing in the same direction and pulling together.
Think of them as the stepping stones towards fulfilling the broader business aims, your mission, your Commander's Intent. Everyone needs a ‘Why’.
The next three areas we have covered before in earlier Weekly Walkaways. But to re-cap here are quick summaries:
Team: Building Your Negotiation Team
Well this one is easy, surely. See earlier posts for more..
Who’s going to be in your dream team? Team work makes the dream work.
What roles will they play?
Who needs to be in the loop?
And building a comprehensive stakeholder matrix isn’t just good practice; it’s a god-darn lifesaver.
When building your negotiation team remember to distribute responsibilities based on individual strengths to enhance the effectiveness of the negotiation process.
The team will need complementary skills and be committed to the ‘Commander's Intent’
The team is typically composed of diverse roles:
the Wise Heads who handle planning and stakeholder alignment;
the Negotiators who engage directly in the negotiation;
and the Implementers who manage and execute the deal.
A good team will give you the advantage. You will have the required discipline and structured approach that projects a strong sense of unity and power.
Simples!
Approach to Value: Crafting Your Strategy
Remember our Negotiation Compass?
This is it. The Kahvay Negotiation Compass is our tool to enhance negotiation outcomes by preventing common pitfalls such as poor analysis, reliance on instinct and lack of emotional control.. Its all about your approach to value. Are you competing for it or collaborating!
Yes you remember. You can't wish for it. What your heart says often misaligns the reality of what you will need to do!
The compass is what you need to use to methodically analyse negotiations through the P.L.A.N.T framework:
Power;
Longevity;
Advanced;
Need;
and Trust.
These elements help you determine your approach to value, the relationship and the behavioural stance you will need to take to achieve Commander's Intent.
The compass guides you to adopt one of four negotiation personas based on your analysis:
The Haggler: Operates in situations characterised by short-term interactions with minimal complexity and trust;
The Dealer: Suitable for negotiations where some level of cold, hard tactics are needed but with a potential for medium-term engagement;
The Engineer: Applies to scenarios that require cooperative and integrative strategies due to higher complexity and dependency;
The Diplomat: Used in deeply interdependent relationships where trust and long-term engagement are critical.
Ultimately it is here where you get to understand what you and the team will need to do in the room to achieve your objectives.
It is also here where you are able to understand whether you will be able to adjust to dynamic circumstances.
Remember, the Kahvay Negotiation Compass highlights that negotiation is never about 'winging it' but about navigating value through changing scenarios, ensuring you remain forearmed and informed, thus achieving your Commander's Intent.
Power: Understanding Sources of Influence
As we’ve written about often, power is a perception influenced by our own fears.
We are much more equal than we think.
Which means we need a cold hard analysis of what real power is and who has it.
By understanding and controlling these perceptions, we can realise our true potential to wield power effectively.
A metaphor we use is our ‘Lighthouse’.
Climb to the top of your lighthouse, rise above and view situations from a higher perspective, understanding the motivations and pressures of others involved in the negotiation, just as they are like us with similar pressures and triggers.
In earlier posts we discussed the ‘Five Laws of POWER’:
Scarcity;
Authority;
Choice;
Change;
and Time.
In conclusion
The Kahvay Negotiation Canvas is not just a tool, but a strategic necessity for anyone serious about mastering the art of negotiation.
Employing the Canvas ensures that your negotiation process is thorough, controlled, and ultimately successful.
By setting a clear Commander's Intent, defining SMART objectives, understanding and preparing for constraints, and aligning with your business's core drivers, you are better placed to reach an agreement and remain aligned to your long-term business goals.
Remember, effective negotiation is not about tactics and haggling; it's about preparation, strategic thinking, and understanding both your position and that of your counterpart.
So, before you start on your own canvas, consider completing the canvas on behalf of your counterpart.
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