KEY FACTS - Effective processes for agreeing mandates.

Key Fact: Many delegates on our negotiation programmes tell us that getting an internal mandate allowing them to trade effectively is one of the biggest problems they face.

• Skilled negotiators recognise that reaching successful agreements requires room to manoeuvre. They know it’s impossible to negotiate if they’re not allowed to move on any of the issues. They spend time agreeing the lowest position they can move to, while still making an acceptable agreement. However, they also recognise that those who aim high tend to do better in their deals, so they also explore the highest demands they think they can make that’ll still enable them to reach agreement with the other party.

Key Fact: Skilled negotiators use questions to explore possible options and achieve greater flexibility in the actual negotiations.

• Getting a mandate for a negotiation usually means gaining agreement from superiors and senior managers of any other departments involved. This often means negotiators aren’t in a position to make demands, but need to persuade or influence their senior colleagues to achieve the freedom they need. Asking questions that help their colleagues explore issues, as well as the scope for movement, is an effective persuasion strategy in these situations.

Key Fact: The difficulty of "selling back" agreements made with customers to gain internal commitment on deliverables agreed during a negotiation is often caused by a lack of clarity about the mandate agreed before the negotiations took place.

• Skilled people spend far more time testing understanding to check that what people are saying at meetings is clearly understood. They frequently summarise to ensure agreements are captured and tied down, minimising the chance of misunderstandings. These behaviours are not only essential for ensuring clarity in mandate meetings; they are a key skill used by successful negotiators in their negotiations with customers too.

Our training solutions are based on the principle that delegates learn best by doing and reviewing. Skills are introduced gradually, interspersed with simulated negotiations and then followed by detailed review and feedback sessions for maximum skills development.

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