Evaluating Outcomes of Negotiation

Most procurement negotiations fail before they even begin. It's because buyers don’t prepare enough. We talk about “win-win” outcomes, yet too often our preparation is: – a half-baked pricing model, – last year’s contract pulled from a dusty folder, – and a hope that the supplier won’t notice the gaps. Suppliers notice. Always. Negotiation is about who walks in the room already knowing their fallback, their red lines, their levers. It’s about who has rehearsed the playbook before the game starts. And most importantly, have you aligned these with your key stakeholders? That’s why it’s so helpful Tanya W. pulled together the 7 negotiation frameworks every procurement professional should have in their back pocket (see infographic). BATNA, ZOPA, Anchoring, Styles… none of these are theory. They are the difference between holding your ground and giving it away. ——— P.S. back from Procurecon Vienna now. Knackered but what a week!

In business and life, the best outcomes go to the best negotiators. Most people think negotiation is about winning. It's actually about understanding. What separates good deals from great ones? It's not aggression. It's not manipulation. It's not who talks loudest. It comes down to mastering the human side of the exchange. Here's the path that works: 1. Prepare Like You Mean It Research goes beyond Google. Understand their pressures, their goals, their challenges. Knowledge becomes helpful when used with care. 2. Open With Real Connection Forget the power plays. Start with curiosity and respect. The tone you set in the first 5 minutes shapes everything that follows. 3. Explore What's Underneath People fight for positions. But they negotiate for reasons. "I need a better price" might really mean "My boss needs to see I'm adding value." Find the why behind the what. 4. Trade Value, Create Value The best deals aren't zero-sum. Look for ways both sides can win. Sometimes what costs you little means everything to them. 5. Close With Total Clarity Handshakes aren't contracts. Document what you agreed to. Confirm next steps before you leave. Ambiguity kills more deals than disagreement. The biggest mistake I see leaders make? They negotiate like it's combat. But the best outcomes come from collaboration. When you're across the table, remember: 👂 Listen more than you speak ❓ Ask "Help me understand..." when stuck ⏸️ Take breaks when emotions rise 👟 Know your walk-away point before you sit down Your style matters too. Sometimes you need to compete. Sometimes you need to accommodate. The magic is knowing when to shift. Success isn’t given. It’s negotiated. But how you negotiate determines whether you build bridges or burn them. Choose wisely. 📌 Save this for your next negotiation. ♻️ Repost if this helps you (or someone on your team) negotiate. 👉 Follow Desiree Gruber for more tools on storytelling, leadership, and brand building.

Overcoming these 13 biases will give you superpowers. Stop falling victim to them: 1. Confirmation Bias ↳We seek information that confirms existing beliefs, and ignore contrary evidence ↳Example: Only following news sources we agree with ↳Fix: Actively seek opposing viewpoints; before decisions assign a "devil's advocate" 2. Anchoring Bias ↳We rely too heavily on the first piece of information we receive ↳Example: A job candidate struggles to negotiate upward from a lowball offer ↳Fix: Don't accept an initial value as your reference point 3. Availability Heuristic ↳We judge the likelihood of events based on how easily examples come to mind ↳Example: A person avoids flying after seeing a plane crash in the news ↳Fix: Ask, "Is this actually common, or just memorable?" 4. Sunk Cost Fallacy ↳We keep investing because we already have, even when it's irrational ↳Example: A company pours money into a failing product because they already have ↳Fix: Ask, "If I were starting today, would I still invest in this?" 5. Dunning-Kruger Effect ↳Incompetent people overestimate their abilities, and experts underestimate ↳Example: You attempt to rewire your house after watching one YouTube video ↳Fix: If you're a confident novice, assume you're overestimating and seek feedback 6. Halo Effect ↳Our impression of one trait influences how we judge unrelated ones ↳Example: We assume a well-dressed candidate is more competent ↳Fix: Focus on evidence, not appearance, confidence, or reputation 7. Framing Effect ↳The way information is presented influences our decisions ↳Example: "90% fat-free" sounds healthier than "10% fat" ↳Fix: Ask, "Would I feel different if this was worded another way?" 8. Recency Bias ↳Recent events have a stronger influence on decisions ↳Example: A manager rates an employee on their last two weeks, ignoring consistent performance all year ↳Fix: Pull back, looking at long-term trends 9. Self-Serving Bias ↳We credit successes to ourselves but blame failures on external factors ↳Example: A manager takes credit for a project's success but blames the team if it fails ↳Fix: Force yourself to own mistakes, not just successes 10. Bandwagon Effect ↳We adopt beliefs or behaviors just because others do ↳Example: Consumers rush to buy a trendy item without asking if they actually like it ↳Fix: Ask, "Would I still believe this if no one else did?" 11. Optimism Bias ↳We believe we're less likely to experience negative outcomes than others ↳Example: Founders assume their business won't fail, even though most do ↳Fix: Force yourself to consider worst-case scenarios before making big decisions 12. Negativity Bias ↳We give more weight to negative experiences than positive ↳Example: An employee gets 10 positive comments and 1 negative, but only remembers the latter ↳Fix: Keep a list of past successes to balance your perception See sheet for the 13th. Any of these familiar? --- ♻️ Repost to help your network. And follow me George Stern for more.

"What are your salary expectations?" "₹12 lakhs." "Done. We can do that." That instant "yes" should have felt like a win. Instead, it felt like a mistake. Because if they agreed that fast, they were probably ready to pay ₹15-18 lakhs. That one number - ₹12 lakhs - just cost ₹3-6 lakhs annually. Over a career? ₹50 lakhs to ₹1 crore lost. I've made this mistake too. Once a vegetable vendor quoted ₹80 per kg for tomatoes. I bargained to ₹60 and felt smart. Next vendor: ₹40 per kg for the same tomatoes. That first ₹80 had trapped my thinking. I was comparing everything to that number, not to reality. This is anchoring bias. Your brain locks onto the first number it hears and uses it as a reference point. Even when it's completely arbitrary. Nobel Prize-winning research proved it: show people random numbers, ask them unrelated questions, and their answers cluster around whatever number they saw first* In salary negotiations, this compounds every single year. Two people start at different salaries - ₹6 lakhs and ₹8 lakhs. After 5 years with standard raises: ₹9.66 lakhs and ₹12.88 lakhs. The gap persists. The initial anchor determines everything that follows. Now imagine one person negotiates their starting offer up to ₹10 lakhs. The other accepts ₹6 lakhs. After 5 years: ₹16.10 lakhs vs ₹9.66 lakhs. Over 30 years, this costs ₹30-50 lakhs in lifetime earnings. Same work. Different starting anchor. In investing, people anchor to recent highs. A stock hits ₹500, drops to ₹300. They wait for it to "come back" to ₹500 before selling. It never does. They hold losing positions for years because ₹500 is stuck in their head. With 93% of F&O traders losing money**, anchoring drives billions in losses annually. So what actually works? When asked for salary expectations: "What's the budgeted range for this role?" Make them name the number first. If forced to give a number: "Similar roles pay ₹16-18 lakhs. Given my experience, I'm targeting the higher end." Same person. Same skills. Different anchor. Anchoring will always affect your decisions. The question is whether you control it or someone else does.

“I Don’t Think We Can Afford You.” That’s what the CEO said after I delivered a pitch to train their leadership team. I smiled and said, “Fair. But can I ask—what’s the cost of having untrained leaders make one wrong decision?” Pause. The energy shifted. I didn’t argue. I asked. I didn’t push. I anchored. Negotiation isn’t about winning. It’s about understanding leverage, timing, and psychology. Here’s what worked in that moment: 1. Anchoring: I reframed the cost—not of hiring me, but of not hiring me. 2. Scarcity: I gently mentioned my limited slots (truthfully)—people pay more for what’s rare. 3. Mirroring: I used their language and pace to build rapport. 4. Reciprocity: I offered a one-time bonus masterclass if they signed that week—value first. 5. Loss Aversion: Humans are wired to avoid loss more than they are to chase gain. I let that psychology speak for me. We closed. Full fee. No discount. 6-month retainer. Negotiation is not about being louder. It’s about being smarter, calmer, and more psychologically aware. Train your voice. Train your presence. And most importantly—train your mind. #NegotiationSkills #ExecutivePresence #SoftSkills #CommunicationCoach #Psychology #LeadershipDevelopment #CorporateTraining #LinkedInInfluencer

Lose to Win. Would you prioritize relationships over pride? I’ve got them… Should I say “told you so” or let them speak? I was right—again. Happy dance inside! But wait… is proving it really worth it? How will this pan out? I’ll take the blame, even if I know the truth. Moral victory? Oh, that’s mine. Too bad they’ll never know. In negotiation, team dynamics, or relationships... Sometimes you need to lose to win. Here’s how: ↳ Concede on minor points: Let the other side win small battles. Build trust for bigger wins later. ↳ Listen more than you speak: Understand the other party’s needs. Foster collaboration and adjust your approach. ↳ Focus on the long-term goal: In teams, prioritize collective success over individual victories. ↳ Use silence as a tool: In negotiations, silence can push others. It triggers them to rethink their position or make concessions. ↳  Be adaptable: Flexibility helps you pivot in both negotiations and teams, ensuring shared success. So, take that moral victory and bite your tongue. Sometimes swallowing that frog is what you need to get ahead. In the end, is it about being right or securing the real win?

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.

Mastering the Art of Negotiation: A Must-Have Skill for Leaders In today’s world of flatter organizations and less hierarchical decision-making, the ability to negotiate effectively is more important than ever. Whether you’re a leader guiding a team through change or navigating relationships in your everyday life, negotiation is a skill we all need to master. One helpful model for this is the concept of principled negotiation, outlined in the book Getting to Yes by Roger Fisher, William Ury, and Bruce Patton. This method is built on four key principles every leader should practice: 1. Separate the People from the Problem: Emotions and relationships can complicate negotiations. By addressing personal issues separately from the actual problem, leaders can have clearer, more productive discussions. 2. Focus on Interests, Not Positions: Instead of focusing on fixed positions, aim to understand the deeper interests of each party. This helps uncover solutions that meet everyone’s needs and lead to better outcomes. 3. Invent Options for Mutual Gain: Don’t settle for the first solution that comes to mind. Take time to explore different possibilities that could benefit all parties, leading to more creative and satisfying results. 4. Insist on Using Objective Criteria: To avoid unproductive back-and-forth arguments, agree on independent standards, like market data or industry best practices, to guide your decisions. This helps ensure fairness and keeps discussions focused. In addition, always be aware of your Best Alternative to a Negotiated Agreement (BATNA). Simply put, it's your fallback plan or backup option if the current negotiation doesn’t lead to an agreeable outcome. Understanding your BATNA strengthens your position, giving you the confidence to walk away from deals that don’t meet your needs or expectations. Negotiation isn’t just about getting to “yes.” It’s about finding a “yes” that works for everyone. Leaders who develop strong negotiation skills create solutions that lead to long-term success and better relationships.

➝ Why everything you learned about negotiation is actually working against you?  A recent interview with negotiation expert Chris Voss revealed that mastering difficult conversations requires tactical empathy rather than force or manipulation. Yet, many professionals still rely on vague threats or artificial urgency instead of proven negotiation methods. Let's fix that. Use these 5 evidence-based techniques to succeed in hard conversations: 1. Tactical Empathy • Demonstrate understanding without necessarily agreeing. • Focus on deactivating negatives rather than reinforcing positives. • Use a calm, low tone (the "late night FM DJ voice") to defuse tension. • Example: "I understand why you need a higher margin on this deal. Let me explain our constraints." 2. Mirroring • Repeat the last 1-3 words someone said to encourage elaboration. • More effective than asking "What do you mean?" • Helps people recover their train of thought when interrupted. • Example: They say, "This timeline won't work." You respond, "Won't work?" 3. Proactive Listening • Identify and label emotions before they escalate. • Neutralize negative emotions with phrases like "It sounds like this is bothering you." • Anticipate predictable reactions and address them directly. • Example: "This pricing might seem aggressive at first glance. Let me walk you through our reasoning." 4. Hypothesis Testing • Articulate what you think the other person wants. • This encourages correction and provides more information. • Accelerates conversations by revealing true interests. • Example: "It seems like delivery timeline matters more to you than price. Am I understanding correctly?" 5. Red Flag Recognition • Be cautious of artificial urgency or early "win-win" proposals. • Note that vague threats suggest bluffing. • Trust intuitive feelings about dishonesty – they're often accurate. • Example: When they say "We need an answer by end of day," respond with "What specifically happens tomorrow that creates this deadline?" Great negotiations don't happen by chance. They happen by design. Which of these techniques do you already use? What's one negotiation mistake you've learned from? Let's discuss. "The secret to successful negotiations isn't getting what you want. It's diagnosing quickly if there's a deal to be made at all." – Chris Voss ♻️ Repost to empower your network and follow me Amer Nizamuddin for more insights.

3 Negotiation Rules That Changed My Life The other day, a WINner asked me: "Wies, if you had to boil down everything you know about negotiation into just THREE rules, what would they be?" (Don't you love questions like that? The ones that force you to get really clear on what matters most?) After years of negotiating million-dollar deals as a lawyer, and now helping women transform their careers, here are my three non-negotiable rules for negotiation success: 1. BE AMBITIOUS Listen closely because this is important: If you can't even SEE it for yourself, you definitely won't GET it for yourself. I see this ALL the time. Women walk into negotiations having already talked themselves down to "realistic" expectations. They've mentally settled for less before they've even started! Your brain needs to be able to imagine the outcome you want. Whether that's a 50% salary increase, a leadership position, or getting your partner to finally take over school pick-ups - if you can't picture it, you can't achieve it. 2. BRING THE DATA, NOT THE DRAMA Want to know what separates successful negotiations from failures? Research. Not emotion. Not hope. Not wishful thinking. COLD. HARD. FACTS. When my WINners walk into negotiations, they're armed with salary benchmarking data, competitor information, and concrete examples of their value. They're not hoping for the best - they KNOW what they're worth and can prove it. 3. FOCUS ON THE OTHER SIDE Here's the plot twist: The best negotiators spend more time listening than talking. I know, I know. You've prepared your perfect pitch. You've got your arguments ready. But the magic happens when you shut up and really listen to what the other side wants. Because here's the truth: Nobody cares about YOUR reasons for wanting something. They care about themselves. So let them talk, and listen carefully. ** Now, do I have other negotiation tricks up my sleeve? Of course I do! (You don't get an average of 93% salary increases for your clients with just three rules.) But these three principles? They're the foundation of everything else. If you're only getting started with improving your negotiation skills, master these first. Print them out. Stick them on your mirror. Tattoo them on your forehead (okay, maybe not that last one). Because life is one long negotiation, and you might as well be brilliant at it. P.S. Which of these three rules resonates most with you? Or do you have a fourth one to add to the list? Share in the comments - I love hearing your negotiation insights!