Short pieces on what happens above, below and around the table, and what to do about it.
The formal meeting is only one moment in a much larger negotiation. Discover how stakeholders, hidden interests, alternatives, authority, timing and sequence shape the outcome before anyone sits down at the table.
A signature proves that the parties reached agreement. It does not prove that the deal will protect margin, survive implementation or create the promised value. Here is a more rigorous way to decide whether a closed deal is genuinely good.
A skilled negotiator can still be weakened by conflicting priorities, unclear authority and fragmented information. This article explores how organizations bargain down their own position, and how negotiation can become a shared organizational capability.
No negotiation follows the plan exactly. The professional advantage lies in noticing what changed, diagnosing what it means and adapting the route without losing the commercial objective.
The right proposal at the wrong moment can weaken a strong position. This article explores how strategic negotiators use pace, sequence, pauses and deadlines to create better conditions for agreement.
