“Negotiator – Embrace the Right Acceptance – Cure Stupid Hidden Disasters” – Trading Tip of the Week

A good deal maker you know when you hug the Right buy, you priest hidden disasters before they can happen.

For almost a year, they secretly planned the launch. They touted it as a facelift that would change the name and position of the association. Doing so would give it a refreshed look and feel for the 21st century. But when the launch happened, the reaction was severe. All the money, time, expense and effort that went into the new face of the association went down a drain of desperation. The question that buzzed throughout the association was, how could this have happened? The answer was when you encompass tea correct purchase, for hidden disasters. And this disaster was easily avoidable.

First, as a negotiator, what do you think went wrong? What acceptance do you seek when you think about the obstacles you might face in your negotiations? To the extent that you gain proper acceptance, you have a better chance of a successful outcome. As long as you get the right acceptance at the right time, your chances of a successful outcome increase substantially.

Problem:

Secret – In the opening situation, the president of that association assembled a team of prominent members, all members of the association. His experience spanned the entire spectrum of branding, marketing, and social media. None were members of the vanguard that watched over the association for decades. And the omission of that group’s input was a silent blinking red light that heralded the death of the project.

Trading in secret environments can pay off. You can prevent unwanted distractions from slowing down the negotiation progress. It also serves to gain buy-in from stakeholders that could torpedo the negotiation. Therefore, secrecy can be a form of control; it can also be the trigger for a disaster if not used correctly.

Forgotten Power Players – The name of the association had been kept for four decades. And some of the revered founding members were still active in the association. When the new name was revealed, that cutting edge was the catalyst that caused the committee’s efforts – and the new name – to meet a quick death. Had the committee consulted with this vanguard, the committee would have known that their efforts were doomed. They could have prevented a hidden disaster.

Consideration:

If the committee charged with creating a new name had engaged the leading edge of the association and brought them in during the planning stage, at the very least, the new name would have had a better chance of being implemented successfully. In the worst case, the committee would have known that the new name was in trouble. Losses could have been noticed earlier and resources could have been saved.

The challenge a negotiator faces when using secrecy is making sure the right people are involved. If they are not involved, hidden disasters may be lurking.

Always keep in mind who might be involved in a negotiation, even if they are not physically or visually involved in it. Look for people who may have an interest in the outcome of the negotiation, no matter how small you think their interest may be. There will be times when you won’t know the power source behind some people’s media; that’s something else to consider. There will also be times when smaller stakeholders will combine forces, presenting a more powerful force to contend with.

Conclusion:

Getting proper buy-in is a vital component of any negotiation, even when it’s just about you and the other negotiator. Doing it when you have multiple participants is even more vital to the success of the negotiation. So, when evaluating the impact of the purchase component during the planning stage of the negotiation, consider its impact thoroughly … and all will be well in the world.

Remember, you are always negotiating!