We may not always call it negotiation, but that is what it is: Budgets, project resources, customer pricing, supplier changes: all of these items and many more are thrashed out within organisations on a regular basis.
If you find these internal discussions really hard, you are not alone. Internal negotiations are often much harder than classic, external buyer / supplier discussions for many reasons:
- Working relationships: you will need to work with the other side long after this issue is resolved, and you really don’t want to fall out with them.
- Reputation: Like it or not, your own actions and words are perceived through the lens of your previous reputation, and (sometimes unfairly) the reputation of the department or team that you belong to.
- Competing priorities: internal negotiation can be a zero-sum game – if I get the talented sales manager on my team, you don’t get her on yours. The extra budget I negotiate means that someone else gets less. Goals, objectives (and often bonuses) are often unintentionally designed to create competition rather than cooperation.
- Hierarchy: The person that you are negotiating with might not be at the same career level as you or might have powerful backing in the organisation.
So, what should we do about it? How can you get a better outcome from that difficult internal meeting without destroying important relationships? Here are 6 tips from the Merindol team, based on our many years of experience in large organisations combined with our knowledge of what works and what doesn’t in collaborative negotiations.
- Ask questions: Sounds obvious, but it is the thing we often forget to do in the heat of the moment. You need to understand as much as you possibly can about your colleague’s position and what their goals and objectives are.
- Use silence: Those of you who have done our training will know that this is something we recommend in all negotiations. You want them to know that you empathise, you are listening and that you understand their position.
- Precondition before the meeting: Don’t let them feel ambushed. Make sure they know what the discussion is going to be about. You want them to expect the worst and feel relieved when they discover what you are actually asking for “We have some suggestions that will be good for the business but will have a significant impact on this year’s budget”.
- Pre-empt their objections in the meeting: “you are probably worried about the impact on your team if Jo comes to work for us” You are showing empathy, and it is going to be harder for them to be angry when you have already acknowledged the problem.
- Ask for something unpalatable, then ask for what you really want: This can be very effective if you are dealing with someone senior to you. People often feel uncomfortable saying “no” and are then much more likely to agree to a second request that sounds much more reasonable, especially if it is delivered in a very casual and friendly way towards the end of the meeting.
- Use collaborative words: You want to remind everyone that you are ultimately all on the same team and that you want the best outcome for the organisation as a whole “I feel confident we can find a solution that works for everyone”. or “We are all trying to do the best thing for the organisation”.
Those of you who have trained with Merindol will have heard us say that there are no fixed rules or standard tactics in negotiations. Use these tips wisely, combined with careful planning and confidence in your own instincts. Good luck – let us know how you get on.
Do get in touch if you have questions about negotiating internally, or suggestions based on your own experience. We are always really happy to hear from you.
