30 Negotiating Tactics

Prepare yourself for negotiating by examining the following 30 negotiating tactics from Suzanne Lainson, along with my suggestions for applying the tactics in this example. Some are tactics you should learn to use. Any and all are tactics that others may use against you. It is important to be aware of a few tactics you can use, as well as what might be coming at you.

If you can simply recognize a negotiating tactic and no more, you can more easily deal with it.

Lainson's 30 Negotiating Tactics and my suggests for using them

Try to gain an advantage over the opposition by planting your ideas in their minds before they reach the negotiating table.

Put a question in the memo which reminds your guests of their commitment to attend your presentation. Ask whether they know how many people on the mailing list for your company's promotional literature are potential customers, or whether they know what percentage of your customers corporations with sales revenues of $30-40 million.

Try to catch them off-guard by doing what you want and then announcing it at the start of negotiations.

Analyze the records you work with every day to compile data on what kinds of people are buying your products, how often, and how much. Surprise them with your opening statement: "Only 20% of our customers order products more than once a year, but we send out catalogs twice a month to everyone. Each catalog costs $1.75 for printing and mailing, plus our handling costs. If we mailed catalogs only twice a year to the other 80% of our customers, we would save $57,560 per year without dramatically affecting overall sales."

Try to use your first-strike capability by hitting them with an ultimatum rather than an offer to talk.

In our example, I wouldn't recommend the use of an ultimatum. Keep this in mind for a situation where you already have some power. (A good example of using this tactic effectively might be a case where you have invented a product and you threaten to sell it to a competitor.)

Try to force them into agreeing with you quickly by taking immediate action against them, rather than waiting until negotiations are set up.

Prepare yourself to recognize this tactic coming at you, to throw you off course: "If you are so unsatisfied with your current position, perhaps you should look elsewhere for employment." You could respond: "The real issue is not my level of satisfaction, but an opportunity for the company to use my skills more productively."

Try to ensure success in the negotiations by reducing the areas of disagreement.
Let's say your audience agrees that the proposed job is necessary, but they disagree with your ideas about the specific responsibilities. You can minimize the disagreement by saying, "All right, let's concentrate on how we can implement this job and save the job description for later."

Be on the lookout for savvy negotiators who will try to focus on unimportant differences as a distraction. Recognize this as nothing more than a tactic and don't let them do it! "I think we all agree that the size of my office is a relatively minor issue, which can be resolved once we all agree on the major facets of this proposal."

Attempt to gain control of the negotiations by dealing with one issue at a time.

In any group discussion, the conversation can easily flit from one thing to another. Someone may be using this tactic to keep the meeting in a state of confusion. Make a written agenda to follow. If the conversation begins to drift, say, "Let's resolve this issue before we move on to that one. We'll be getting to that later." Do not move from one item to the next until it seems logical to you. Move on when you are satisfied that all agree on how to resolve the current issue.

Begin by asking for everything you want in hopes that they'll agree to at least a few of your demands.

Have a clear idea of what you want. In this example, it might be the new job title, with full leeway on how to get the results you want. If they ask what you are willing to settle for, don't tell them. They are there to negotiate, and you should be also. You can bet they won't be telling you too early what they are willing to offer. With several people present, I don't suggest you bring up the subject of salary. If one of them brings it up, you should ask if it is appropriate to negotiate salary with a group.

Begin by asking for a great deal in order to overwhelm them.

Begin by requesting an entire department, with your own staff. Be careful how you phrase this, or you could be laughed out of the room. "Clearly, this position warrants an entire department, but we can decide today where to start."

Ask for the opposite of what you really want on the assumption that they will respond contrarily.

This tactic works well with eight-year-olds. If your guests are people with mentalities of eight-year-olds, you could describe the need and then say, "I know what needs to be done, but I'm not interested in a position like that." Don't use this tactic unless you can anticipate a contrary response.

Try to create momentum in your favor by beginning with the demands you can most easily win.

If you present it right, you will probably get agreement on the fact that the function you propose is needed. From there, propose the creation of an entirely new position to fit the need. Next, explain how you would be best to fit the bill. Then you can move on to the more difficult battles, such as the job description and appropriate compensation. This tactic usually comes naturally for women, since we love to see everyone agree.

Be vague about what you want to keep them from developing a counter-strategy.
I don't recommend this tactic. In this case, they might decide you haven't done your homework. Don't be surprised if they are vague with you: "That sounds like a great idea. We'll discuss it at a later date." Your response: "This won't happen unless we establish some definite steps to take."

Offer them something you know they want in return for what you want.

Suppose you know they would want you to continue compiling the monthly budgeting report. You could offer to do this, as long as they agree to relieve you of all other current duties. Listen during the negotiations to determine what they want, and don't offer something that is meaningless to them.

Offer to make concessions in areas that are in fact of little concern to you.

Know ahead of time what you are willing to give up first, second, and third. Otherwise, the emotion of the moment and the negotiating skills of your audience may confuse you into making the wrong choices. Let's say you want to insist on a good salary, but you think you can do without a secretary. Offer to do the job without a secretary for awhile, to conserve costs.

Create false demands solely for the purpose of giving them up as a trade-off.

Think of false demands that you can easily do without: a private office, a separate budget, or a personal assistant. Your offer to "sacrifice" these demands can lead your audience to believe they have gotten something.

Expect them to make false demands of you, too. They might claim budget restrictions as an excuse to insist that you continue performing your existing duties for the next six months.

Let them think they've won and then ask for a small concession.

Let's say your whole scheme falls on deaf ears. They don't even understand the need for the proposed position, let alone see you in it. Ask if you could pursue the issue in addition to your normal responsibilities. Tell them it will help the sales force and you are truly interested in market research. Your true interest may not be possible at this company, but this experience will help you develop your resume.

Let them think it's in their best interests to do what you want.

Focus their attention on the figures you have prepared to show how this position will impact profit. The more quantitative information you have, the more power you have in this negotiation. Of course, say nothing of how the position may help you.

Using this tactic will serve you well in any negotiation and in business practices generally.

Suggest that you represent a great deal of power in order to intimidate them.

You should probably save this tactic for the board room, when you get there.

In this example, you have little power except the information you have collected.

Bring powerful or influential people with you to bolster your image of strength.

Don't forget this one. Women often hesitate to bother others or feel certain of the need to do it alone. Before the presentation, think of impressive people you might try to win over ahead of time. Speak to them about what you expect, and invite them to attend. Be sure they understand their role. Don't select people who turn into butter when asked to make requests to upper management.

If it is simply impossible or impractical to have others there, quote them during your presentation: "Ed Lawrence said he could increase sales by 20% if his sales force could concentrate on our high-volume buyers." Or: "Jack Thomas said he would love to know how many of our customers are going to convert to high-pressure systems in the next two years."

Let others represent you at the negotiations so they can say things that you might refrain from saying because it could hurt or weaken your image.

In this example, the sales manager might be the perfect one to make a presentation to justify the need for the position and the reasons you are the best one for the job. Personality differences can get in the way of logical business decisions. If you can gain more power by having someone else suggest you are right for the spot, do it that way. Be sure to prime the person who will represent you. Rehearse, discuss, and rehearse again. Without you there, the entire focus could change and you might never know. Use this strategy only if nothing else makes sense. Don't stay away just because you are uncomfortable at the thought of being there.

Make demands you know they can't meet and will back away from to show your aggressive position.

Maybe you know they cannot possibly give you a private office because there is no space. Present that as a condition of this plan up front, knowing you will back away later.

Force them to drop out of the negotiations by escalating your demands far beyond any point they are prepared to meet.

In this example, this tactic will probably not work for you. They, not you, are the final decision-makers, so you really don't want them to back out of the negotiations. Be aware of this one coming your way, though. They may suggest that you assume all new duties along with current ones at your current salary, hoping you will back down. If you remember that this is only a negotiating tactic, you might respond: "I'm sure that by the time we leave this room today, you will be able to recognize the extent of this new responsibility and its impact on the bottom line. You will appreciate the need for someone devoting full attention to the job, rather than just fitting it in."

Change your tactics unexpectedly to throw them off-guard.

As an example, you could skip from dealing with one issue at a time to creating false demands. Do not change tactics, however, if you are making progress with your current approach. If you are getting agreement, don't try to throw anyone off-guard. If you meet resistance, remember you are negotiating.

Have a secret plan you can exercise at the last minute if necessary.

Your secret plan might be to tell them about an offer you received for a similar position elsewhere. You prefer to stay where you are, but your last-ditch effort can be resigning and moving on. They just might reconsider. If not, you have lost nothing. Of course, don't fabricate an offer you have not received – it is too easy to call your bluff.

Mislead them by bluffing or distorting the facts. Save this tactic for another time.

Facts are your ally in this example; distorting the facts will discredit you and ruin your position. To overstate the impact on profit, for example, would only make you look suspicious or even stupid. However, someone may try to use this tactic on you: "I know that 25% of last year's orders came from stainless steel customers." If you know this is not true, say so. Just because it was said by some hot-shot, doesn't make it true.

Drag out the negotiations in hopes of wearing them down.

How many times have you given in, just because you were worn out or needed to get something else done? They might use this on you: "Don't you have to pick up your daughter? Maybe we should continue this discussion another time."

Try not to let the meeting end without resolution. If it does, set a definite time for the next meeting and list the goals you want to accomplish at that time. Summarize what you have resolved so far and clarify any unsettled matters. "We all agree that such a function is crucial to the success of this department. We acknowledge that I am an excellent candidate for the position. We will meet on Tuesday from 9 to 10 a.m. to discuss whether a new position can be created and what the details will be." Specify a time frame with a clear starting and ending time, so that everyone involved can allocate the time, with no excuse for cutting it short.

Weaken their resolve by saying very little.

Once you have presented your proposal, quit talking. Give them time to discuss it, unless the conversation takes a negative turn.

This is a tactic that may well be used on you. Everyone might keep quiet to put you on the spot. If you meet with little response, ask very specific questions: "Steve, do you agree that we are unaware how many of our customers are moving to high-pressure systems?" If he disagrees, ask how many customers are making this move and how he knows. If the answer contradicts information that you have, say so. Don't assume he knows simply because he is in a decision-making position. This silence act can really catch you off-guard. Don't just keep talking, because you might give away more than you should. Get some response. You might try asking, "Can I assume from your silence that we should go ahead with my plan?" That just might be the case.

Leave the negotiations unexpectedly in order to throw them off guard and to suggest your lack of interest.

Let's say they appear very interested in your idea, but they refuse to consider you for the position. You might offer to leave the room to allow them to discuss it. Be aware of someone throwing you off-guard by suddenly leaving: "I have an important call to make." If this happens, ask exactly when the person will return and whether the group should wait or reschedule the meeting. This is also a reason to establish a certain time frame for the meeting and make sure you keep your presentation within that time frame.

Attempt to pressure them into dealing with you by refusing to discuss the matter much longer.

This one will surely come your way: "It sounds like a great idea, Sally. We'll give it every consideration." To prevent this, begin your presentation by saying: "I have a proposal that will impact the success of this company. I will explain it to you, and then I would like a decision on my proposal today." Although this may sound like strong language, asking only that they listen to you will almost certainly get you nowhere.

Depend on several different people with several different styles to present your case, alternating back and forth between them as suits the discussion.

Bring as many allies as you can. If feasible, give them a specific part of the presentation to give, even if you authored it all. There is always strength in numbers – don't hog the show.

If you've lost most of your demands, suggest that they grant you at least one or two as a measure of good faith.

If they have turned you down cold, take advantage of the fact that they may feel somewhat guilty. "As a measure of good faith, how about letting me talk to major customers when they receive their invoice? I can ask if the product is satisfactory and try to get them in a conversation about their future direction." You may be swamped with work, but don't forget the goal of developing your resume. In future job interviews, such contact with customers can only help you.

This example is hypothetical, but it may be similar to opportunities you have to negotiate. Try to see negotiations going on around you. Try to recognize the negotiating tactics that others are using with you. Rather than allowing the negotiating process to intimidate you, begin to see it as a normal part of business and life.

While women may not know how to negotiate, we sometimes knock ourselves out to stand our ground. This may only serve to make us appear unreasonable and inflexible, rather than strong and assertive.

Consider what kind of negotiator you are. You may decide you are too wishy-washy, simply accepting what comes your way instead of negotiating. You may decide that you are too stoic and rigid, unable to change your position. You probably find yourself somewhere in between. Wake up to the negotiating around you, jump in, and become a participant in the process.