• Define core non-negotiables: Identify and communicate the key terms that are critical for your company’s success. • Stay open to solutions: Be willing to explore different approaches to achieve your desired outcomes. • Listen actively: Understand the other party’s needs and concerns to find common ground. • Use data and examples: Back up your position with facts, past experiences, or case studies to build credibility. • Focus on long-term value: Prioritize the overall relationship and future opportunities over immediate gains. • Maintain professionalism: Stay calm, respectful, and collaborative, even when standing firm on key issues.

En una negociación no existe contradicción entre ser firme y adaptable. Lo que no se puede es ser firme en todo o adaptable en todo. Cuando nuestras adaptabilidad en determinados aspectos y firmeza en otros, tu contraparte entenderá que en aquello que te mantienes firme son puntos esenciales para ti y debe ser ella la que demuestre adaptabilidad. Lo que puede ocurrir es que hayan aspectos en los que una y otra parte se mantengan firmes. Ese es el momento en el que la adaptabilidad se demuestra en el canje de temas que siendo firmes podrían intercambiarse en aras de lograr un acuerdo integral (concesiones recíprocas). En ocasiones, esto no será posible y esa es la razón por la que no todas las negociaciones concluyen en un acuerdo.

Stand firm but adaptable…hmm. In my experience it boils down to what is truly “non-negotiable” and why you need to know those boundaries before you engage. Assuming it’s not a new business relationship, where the “non-negotiable” trigger elements may not be easy to read, then you should know the key sticking points before you engage. A checklist of key points is a good start. If you expect to win every point you are unlikely to have a long term relationship as one party will end up feeling aggrieved. Be open about what is critical for you. Be polite when explaining why it matters. Pick your battles, only debate the items which REALLY matter and, you guessed it - communicate clearly and be sincere throughout!

First you need to divert the attention from winning and loosing , to a common commercial goal, to help both parties think freely and comfortably, for example, if you are negotiating a BOT , concentrate on the project itself, if you negotiating a divorce concentrate on the kids and what is best for them. Usually when you start from the “we need to be fair to all parties” sentence , this will make everyone drop their guards and listen. Then, after you set the moral above , negotiations rules of engagement (NRE) between parties should be written down and agreed to. Negotiations rule of engagements (NRE) are very important, because in big contracts it is impossible to agree on everything, yet with the NRE it will be easier and traceable.

Instead of beginning with non negotiables, you have to identify the negotiable points and be open to negotiate. Then the non negotiables passe more easily since you have shown a proof of openness and flexibility.

Stand firm on your main priorities, but exhibit flexibility in less critical areas to help build goodwill and move negotiations forward - use concessions strategically as a tool to gain something in return, showing adaptability without compromising on core goals. If the other side will not compromise, suggest creative alternatives (e.g. payment terms/discounts, amended timelines, temporary partial implementation with full implementation subject to certain conditions being met, and so on). It may be prudent to insert a favourable and sensible dispute resolution clause in advance as a foreseer of future issues (parties seldom agree on anything at the time of dispute). If essential needs are not met, consider pausing or walking away!

En tant que dirigeant, ma stratégie de recrutement dans le cadre d une negociation repose sur des valeurs fondamentales auxquelles je ne déroge jamais. j'applique une ligne de conduite claire sur des aspects cruciaux tels que la sectorisation et le paiement de la redevance mensuelle. Ces principes sont le socle de notre modèle et garantissent à nos agents un cadre de travail équitable et transparent. Je cherche toujours à rester à l'écoute et à m'adapter pour favoriser un environnement collaboratif et stimulant. J'encourage les échanges constructifs et suis prêt à explorer des solutions innovantes pour répondre aux besoins de chaque agent. Cette flexibilité, alliée à la fermeté sur nos principes de base est le 1er principe.

Your stance during a critical contract negotiation end-game would depend a lot on a clear understanding of your all-inclusive costs and up to how low you're willing to squeeze your margin. Another factor to seriously consider is the long-term strategic benefits or synergy that the contract or partnership can bring to the company. Or what would you lose if the agreement wouldn't materialize. These factors should be excellent help if you'd have to play hard-ball or be flexible enough just so you don't botch the high-potential partnership.