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By now you’ve been more aware of the times when you are in a negotiation with someone, whether it be a customer, co-worker, vendor, or someone at home. You’ve no doubt had one or two outcomes that were very different than what was available to you before the win/win training. You also probably had many negotiations that didn’t result in win/wins, that went as they have in the past, or perhaps worse than usual as you tried new things. Remember, to be a successful win/win negotiator, you must:

A. Have the knowledge, which you now have and can reinforce and strengthen by review of the training materials in your manual and in the book, Getting to Yes.

B. Have the desire to be a great negotiator. This includes seeing yourself as a businessperson, providing leadership for others and not simply focusing on tasks alone.

C. You must practice. Each unsuccessful negotiation or failed attempt to create a spirit of collaboration can be used and learned from. Rather than take the position that what you are doing doesn’t work or some other defeatist attitude, look at what you learned from your success and failures, what you could have done to have a different outcome, and begin experimenting and trying different things. Negotiations, like many skills, require practice daily. Let’s review:

Separate the people from the issues. You must be soft on the people but tough on the issues. This means also creating a spirit of collaboration and not saying things that could be taken as offensive. For example: I feel pressure rather than you are pressuring me. Set the tone of collaboration early on in the discussion!

Uncover interests. Positions are solutions. Interest are the needs behind those solutions, not only being aware of your interest but also asking questions to uncover the other party’s interests.

Creating options. When working with customers, you may need to create some commitment. For example, “We certainly want to see, Mrs. Jones, that whatever we do meets with your needs and requirements. Here are a few options of ways we may go about doing that…” Do not try to rush this part of the process. Often times you can create solutions that are better than either party would have dreamt of.

BATNA. Remember to have a backup, an alternative to negotiated settlement. This is not your bottom line in negotiation, rather it is what you can do without the other party if you cannot reach a negotiated agreement with them.

Use objective criteria or an objective process for reaching a decision. The classic example here is if your car is stolen, what should the insurance company pay you. Is it wholesale, retail, is it what’s remaining on the financing, is it what’s in the paper on Sunday on similar vehicles, etc. You will want to forward the objective criteria that helps persuade the other party and that creates a foundation of fairness for both parties.

Relationship. One of the truest tests of the successful win/win negotiation is that the parties will want to negotiate again. There may be some upsets along the way during the negotiation, but the primary results of the negotiation in terms of the value provided for each party, and the state of the relationship at that point, is what really counts.

Commitments. What are all the factors to be included in a negotiated agreement. Never make a negotiation about one issue because then it becomes a battle of wills. Rather than have inflexible criteria for the ending of the negotiation, this part of the process involves you in thinking about all the things that need to be considered for an agreement to be complete and to be followed through by each party successfully.

Your transitions, well planned and strong, will add a smoothness and professionalism to your presentations that will wow any audience.

What is a transition?
A transition is used when we change from one state to another, from one thought/idea to another, from one topic to another, and from one method to another – in other words, a transition serves as a bridge for change. It can be smooth and effective. Or, it can be jarring and ineffective. Transitions need to be well planned and rehearsed, so that they help our listeners receive the full benefit of our presentations.

Why should we use transitions?

• Our listeners aren’t as familiar with our material as we are. Transitions serve as guides and bridges between the directions we are going.
• Participants are often busy and distracted. By using smooth and effective transitions, we can grab their attention, lead them into each new area with ease and help them to latch onto our whole message.
• When we move to a new thought or topic, a listener may still be thinking about our last statement. A well-placed transition will give him or her time to catch up.

When, where and how do we use transitions?

• The first and most important transition is our opening. We must transition our listeners from their daily lives, their conversations with others and their present concerns into paying attention to us and what we have to share. If we don’t make a striking first impression, we often lose them for the rest of the presentation.
• Don’t say anything for several seconds. Give them some time to settle down. Then, start with a compelling story, a meaningful quotation, an interesting question to start participants thinking, or a startling statement.
• If you have a sufficient amount of time you may start with an ice breaker. Just keep in mind that some participants may not be ready this early on to take part in an ice breaker, while others will be delighted, so choose carefully.
• The next transitions should occur between important points, thoughts and/or topics. These transitions can be as simple and straight-forward as, “And that brings me to the next point.” Or, they can be much more creative which takes prior planning. I love to use stories that relate to the next topic and I usually say, “Before I get into the next point, let me tell you a story.”
• Depending upon the time allotted and type of presentation, you may designate a question and answer period. Even in workshops, I feel that all of our transitions and strengths can be ruined if we let participants continually interrupt us. I have learned to tell my listeners/participants that, “There will be time for questions, so write them down as I go along.” Make sure that you know how long you have for questions and answers and plan a clever way to transition everyone back to your presentation when the time is up.
• The final, and important, transition is the close of your presentation. Consider the most important thought, idea and/or action you want your listeners to leave with. The closing should never give the impression that you have just run out of time and need to rush. So, have a rehearsed, memorized and strong, strong closing prepared.