Open courses for the public
provide a rich learning environment where participants can learn from others, including from those who sometimes sit on the other side of the negotiation table!
Bespoke courses for organisations
are focused on developing negotiation teams that are aligned in terms of vision, strategy and behaviours. Organisations that skip this step instead end up with a group of individuals who each have different assumptions and strategies for how to negotiate. These organisations consistently fail in their internal negotiation long before they start negotiating with the other party.
Training is offered via executive courses at universities and leading graduate business schools, in collaboration with professional bodies, in collaboration with training companies, and in-house/bespoke for various commercial, government and NGO clients. Courses range from a few hours to a full week, in one hit or staged over months, and the number of participants has historically ranged from 4 to 150.
Ideally every person on the planet would have his or her own negotiation coach. This is partially because effective influencing is counter intuitive and needs to be consciously learned. It is not a skill that a person gets for free by having a senior title or "experience". Everyone
has negotiation experience, but most people have experience of continuing to do things that don't work. Because seniority often comes with increased positional power within a hierarchy, seniority is more likely to become a barrier than an enabler when it comes to further improving one's negotiation and influencing skills.
The coach can provide invaluable feedback on the gap between how you believe
you come across, and how the other party is likely to perceive
you. This self-awareness is critical for the development of your negotiation skills, yet very difficult to acquire by means other than coaching. One-on-one negotiation coaching is offered via phone or Skype anywhere in the world.
Negotiation and influence are pervasive in the life of organisations. And... applying small changes to vision, strategy and execution can often bring savings or gains of millions of dollars. If individuals find insights on negotiation and influence counter-intuitive, then so will the organisations they work for (or run). Thus developing organisational capability in negotiation, influence and value creation typically requires the assistance of external negotiation support.
Ideally such capability is developed long before parties find themselves at the negotiation table. This will allow the client to strategically set up the right negotiations that are most likely to enable the desired outcomes
, as well as develop a competent negotiation team for conducting these negotiations.
When these step are skipped, clients consistently
find themselves in a process where they lack control, predictability and certainty. This is a recipe for anxiety, stress, helplessness, desperation and crisis. Thus clients have the choice between getting negotiation assistance
upfront to unlock value and avert a crisis, or getting crisis negotiation assistance
later to resolve a crisis.
Preventing a crisis is consistently cheaper, easier and less painful than than resolving one.