1. Executive Negotiation - Introductory Course

a. Insight into the executives’ negotiation world

b. Negotiation process from start to finish

c. Preparing to negotiate; tools and instruments

d. Introduction to advanced negotiation theory

e. Types and styles of negotiation

f. Negotiation behavior analysis

This topic aims to deliver general understanding of the executives’ negotiation world in a "master plan" format, disclosing its complexities, challenges, relevant players, and main risks. All participants will be updated with the most recent practical developments and briefed on main negotiation theories highly relevant for further participation in the program.

2. Identification of personal negotiation style of each participant

a. DISC analysis

b. Negotiation simulations with personal recording

c. Personal analysis session and individual feedback

d. Review and analysis of typical and atypical personal negotiation styles

Individual tailoring of the program presupposes identification of the personal negotiation style of each participant. Participants will be observed by professional negotiators during round of negotiation exercises and case studies following extensive personal interviews in combination with tests. Personal feedback will identify the strengths and weaknesses of each participant, which will be individually improved during the entire program.

3. Negotiation strategies & tactics

a. Insight into typical negotiation strategies and tactics

b. Right and wrong choices of strategies; variations and combinations

c. Techniques of observation and identification of the strategies and tactics used by the counterparties

d. Coping with the strategies of the counterparty and contra-measures; how to make the right choice of strategy

There is a wealth of literature about negotiation strategy and tactics. Complexity and variety make the choice of the right negotiation strategy and particular tactics complicated. This is much more challenging in real life situations with high risk, limited time resources, and irrational human component. Participants will be provided tools for the right choice in any situation, in any environment, and under any circumstances.

4. Negotiation psychology and physiology

a. How do I understand the signals and messages?

b. Extreme signals and how to cope with them

c. Confronting lies, deception, aggressiveness, and pressure

d. Brain scanning experiments and use of other tools (e.g., polygraph) in negotiation

Science has now advanced almost to the reading of other peoples’ minds. There are a number of signals and signs that form nonverbal communication in negotiation and allow the reading of the counterparty without using any decoders or asking any questions. Learn how to manage your own signals and read those of other negotiators.

5. Communicative competence

a. Role of communication in negotiation

b. Persuasive communication techniques and targeted delivery of the message

c. Building trust and confidence; motivating and inspiring others

d. Internal and external communication in negotiation

Proper communication in the negotiation process is one of the main prerequisites for success. Communication strategy and content are highly relevant even before negotiation has begun and should be managed continuously untill the deal is closed. The same applies for the post-negotiation phase, which is still part of the game and should be managed on the professional level.

6. Emotional intelligence

a. The pros and cons of using emotions in negotiation

b. Understanding your own emotions and managing them

c. Coping with the emotions of counterparties

d. Negotiation of highly sensitive topics and issues

e. Leadership development and executive decision making through emotional intelligence

EI is getting increasing attention from negotiation scholars and is recognized by the practitioners as “the must” skill in negotiation. Emotions are part of the negotiation process and using them in the proper way enhances your comfort level and offers advantages in the bargaining process.

7. Blind negotiation

a. Modern trends in virtual negotiation; success stories

b. Challenges of negotiation from a distance

c. E-Mail & Chat

d. Phone

e. Teleconferences

f. IT systems and tools

There is no doubt that virtual forms of negotiation (without being physically present) are the current trend. This kind of negotiation, where the elements of voice and/or eye contact are missing, with or without modified interactivity, has become the rule and not the exception. Substantial changes in choice of strategy and tactics should be contemplated, aiming to realize the advantages of the “blind” negotiation.

8. Global negotiation

a. Cultural, ethnic, and religious attributes

b. Cross-cultural differences, sensitive topics, and taboos

c. Mentality and maturity of the society; system and hierarchy of values

d. Typical regional negotiation strategies and tactics

e. Risk identification and management methods with tools (political, financial, and legal)

Business no longer has geographical limits, and an “international” label is contained in the target markets, staff, supply chain, or even currency risk. Cultural differences are obvious and an extensive list of the “local” factors influences negotiation behavior. Understanding them and their correct interpretation will definitely boost your negotiation performance.

9. Trust, ethics, and morality in negotiation v. other “values”

a. 2+2=42 concept

b. Ethics and morality in negotiation

c. Trust in negotiation; establishment and maintenance techniques

Ethics and morality are the core values for the establishment of trust in the negotiation process, and yes, it still exists in the business world. Trust seems to be a universal tool for the highly successful negotiation - however, it is truly challenging to establish it, in particular in the multicultural environment.

10. Hard negotiation

a. Types of pressure and influence in negotiation; how to cope with them?

b. Hard bargaining tactics

c. Stress management

d. Conflict management and resolution

e. Negotiation of complex deals

f. “Hostage and disaster” negotiation in business

g. Crisis negotiation and communication

Crisis is a constant in the business world and unfortunately this won't change anytime soon. Crisis negotiation (or negotiation in crisis) is far more challenging than the standard negotiation situations presented in books and negotiation training. You should learn and practice crisis negotiation in a safe environment in order to be self-confident and comfortable in real live situations.

11. Negotiation through representatives

a. Mandate negotiation

b. Role of advisors and consultants

c. Role of employees and agents

d. Role of translators and administrative staff

e. Corporate negotiation strategy

12. Negotiating parties

a. Negotiating in a team; building and leading negotiation teams in corporations

b. Development and implementation of corporate negotiation culture and strategy

c. Fact finding; “Never underestimate the role of the secretary”

d. Negotiation with institutions, officers, and regulators (interrogation, discoveries, and inspections)

e. Business v. Private

f. Men v. Women

g. Role of other stakeholders

The world of executives and top managers requires the individuals to represent and advocate for interests other than their own. Most of their negotiations are on behalf of stakeholders, and implementation of the corporate policy is done at arm's length through representatives. Mandate negotiation and understanding is a basic precondition for the proper fulfillment of your assignment. Building your negotiators’ teams, distribution of the delegates' roles, and management of the multiparty dynamic requires highly technical skills.

13. Legal negotiation

a. Culpa in contrahendo and contract design

b. Choice of law and court of venue

c. Mediation

d. Arbitration

e. Role of courts in negotiation

Legal negotiation deserves special attention. Legal risk is contained in almost any business negotiation without exceptions, and the education of executives typically excludes this area or covers only basics. How do lawyers negotiate and how does one negotiate with lawyers? How does one avoid legal conflicts and minimize legal risk in the negotiation process?

14. Post-negotiation phase

a. Reporting

b. Implementation

c. Contract management

d. Renegotiation

f. Negotiation circle

The negotiation doesn’t end when the delegates leave the table. The post-negotiation phase, including the continuation of bargaining that occurs during the initial implementation of the contract, receives far less attention than it should. These considerations are important operationally and for contract management purposes. In this module, contract management is analyzed with reference to the management of business processes.