Negotiate

There are few skills more useful in business and the workplace than being able to successfully negotiate. It can mean the difference between a 2.5 and 5 per cent salary increase, wheedling a striking workforce back to work or HR being marginalised in an organisation. Negotiation, whereby one side has something the other wants and vice versa, is so closely woven into our daily lives that we often don't realise we are doing it - even trying to get the kids to bed relies on negotiation. But HR professionals, more than most, must be able to do it well if they are to progress up the career ladder, as negotiations are so fundamental to many everyday functions.

Can anyone be a good negotiator?

Yes, the skills of good negotiation can be learned, and there are a few golden rules to keep you on track. The HR professional is fortunate in that there is ample opportunity to practice and hone the craft, so it is entirely possible to become a top negotiator.

Preparation is key

Its importance cannot be emphasised enough. The importance of preparation does not only apply to the content of your discussion, but also in determining your overall approach, which is likely to differ from negotiation to negotiation. Ensure you understand the context of the negotiation as well as the standpoint of the other side. Define your objectives and how flexible you are willing to be to achieve them. Gather as much intelligence as possible. Learn how to read the other side's needs and demands, so you can think through your responses in advance.

Set realistic objectives

Each side should put forward their objectives, but do not give away any indication of where you might be flexible. Dismiss any unrealistic goals before starting the negotiation to set the right tone for discussion. Both parties must feel the experience, and the ensuing outcome, will be mutually beneficial. Should one side make unreasonable demands, it will upset the equilibrium and is unlikely to make for a productive meeting. If the other party is being unreasonable or aggressive, do not retaliate. "Some people can behave aggressively because they confuse aggression with assertiveness," explains Dr Peter Hamilton, lecturer in HRM at Durham Business School. "It is important to break the connection between winning and intimidation without completely alienating the other party. The best approach is not to respond in kind, as this can lead to confrontation or a breakdown in communication."

What skills must I develop?

Good problem-solvers and relationship-builders tend to be good negotiators because a similar skillset is needed. You must be ready to listen, be persuasive, reasonable and non-judgemental. A heightened sense of perception and understanding of body language is also important, as 55 per cent of communication is non-verbal and what isn't said can be as important as what is. Appear confident and refuse to be intimidated. If necessary, brush up on your presentation skills or even join a debating society in your spare time. The following tips may also help:

- Prioritise your objectives and be prepared to concede on less important points

- Visualise your responses and subsequent gains - this will give you confidence

- Know what a win looks like

- Be aware of any possible hidden agendas on the other side

- Take the opportunity to sit in on other negotiations

- Learn from the great negotiators in history. You will find good case studies in management books. Bio-graphies are another good source.

Where can I get more info?

Books

- Getting to Yes, Roger Fisher, William Ury, Bruce Patton, Arrow, £8.99, ISBN 0099248425

- The Prince (Niccolo Machiavelli), Anthony Grafton, George Bell, Penguin Books, £3.50, ISBN 0140449159

- Bargaining for Advantage: Negotiation Strategies for Reasonable People, G Richard Shell, Penguin Putnam, £10, ISBN 0140281916

- Fast Forward MBA in Negotiating and Deal Making, Roy Lewicki and Alexander Hiam (eds), John Wiley, £10.95, ISBN 0471256986

- Secrets of Power Negotiating, Roger Dawson, Career Press, £11.99, ISBN 1564144984

Website

www.negotiationeurope.com, The Negotiation Academy offers best practice courses, useful links, and an online forum to share tips and learning.

If you only do five things...

1 Prepare well in advance

2 Define your objectives and your level of flexibility

3 Begin the negotiation with realistic expectations

4 Be reasonable and non-judgemental

5 Avoid aggression

Expert's view: Peter Hamilton on successful negotiation

Dr Peter Hamilton is a lecturer in HR management at Durham Business School.

How do you overcome feeling uneasy about making demands?

Confidence is an important element in any negotiation. Make sure you are in the right frame of mind on the day. One useful tactic is to use positive visualisation. Before you go into the meeting, run through the game plan in your head and include the challenges you are likely to face. Visualise your assertive responses as you steer the proceedings to the ideal outcome.

What is a good way of gaining the upper hand in a negotiation?

Brush up on your debating skills. Debate is the most common form of interaction between negotiators. It accounts for an estimated 80 per cent of time spent in negotiation. This is because you can control two things during a debate; how you present yourself and how you react to the other negotiator. Try to stay focused at all times. Also, ensure that any debate does not take the negotiation away from the core focus. Try not to show that you have the upper hand, as this may alienate and irritate the other party.

What tactics do you recommend?

Listen properly if you want to find out what the other party really wants. This information can provide a useful leverage tool. If the other party launches into a monologue, do not interrupt and listen for clues.

What shouldn't you do?

Be clear about what you would like to achieve if you want to stay in control of the negotiations. It is also important to open the dialogue with clarity as to what needs to be achieved. Avoid other signs of vulnerability such as unrealistic expectations, point scoring, interrupting or failing to listen. Do not concede things too early as this might be done without you gaining something back. Do not lose your temper and get into a point-scoring argument.