Your style or profile of negotiation can define whether you grind into a deadlock, or create value and with it an enduring relationship. So what do you do when your needs are incompatible and your path to agreement starts to fade?
Understanding the Five Negotiation Styles
People often ask, “which is the best negotiation style?” As with much management theory, there is no single “best” approach. All five profiles of dealing with stressful and high-pressure negotiations are useful. Determining which to use depends on the given situation.
Although we’re capable of using all five, most of us tend to have between one to three preferred styles. We tend to use these unconsciously in negotiations. Why? Because our preferred styles have worked for us in the past. Our temperament (nature) or our upbringing (nurture) can also affect which negotiation styles we prefer.
So, which negotiation styles are likely to reward you in business negotiations? This question will be answered later in this article. First, let’s visit each of these important negotiation profile styles.
Compete (I win – You lose)
Competitive styled negotiators tend to pursue their own needs. This is true even when the result is that others may suffer. However, competitive negotiators usually don’t want to cause others to suffer and lose. These negotiators tend to be narrowly focused on their shorter-term gains. As a result, they plunder obliviously through negotiations.
This kind of negotiator often uses whatever power and tactics they can. This includes their personality, position, economic threats, brand strength or size, and market share. Negotiators can perceive this behavior as aggressive. At its most extreme, negotiators could perceive compete negotiators as psychotic.
When to use?
When you need to act or get results quickly. Competition is critical when you are certain that something is non-negotiable. These situations usually need immediate compliance.
Competition can be an effective defense against negotiators with a conflict profile. However, we would recommend that you use a blended approach. Both sides locking horns in a competitive battle can result in a spiraling deadlock.
This negotiation style can be useful when you’re buying or selling something as a one-off. An example is when selling your own home or car to a stranger. Such negotiations are likely to be more competitive than if you were selling to a close friend or family member. You are also unlikely to act competitively when in business-to-business negotiations. Such negotiations tend to focus on relationship-building and long-term goals.
What’s the danger?
The difficulty with people who are high compete (which a large percentage of buyers are) is that competitive styles overuse competition. This means that the other side knows exactly what behavior to expect and can prepare more easily. In a negotiation of roughly equal power, highly competitive behavior is very likely to lead to deadlock. A deadlock situation will likely get you nowhere. High competes may also be more interested in “winning” than reaching an agreement.
If you’re recruiting a negotiator, a very low compete profile score would be something to be careful of. Some negotiators combine high compete with high avoid. Negotiators with this combination of profiles will usually compete first. Then, if they don’t claim an easy scalp, this kind of negotiator will often walk away from the negotiation table.
Unchecked competition can leave business relationships in tatters. Negotiators with accommodating profile styles tend to lose the most against competitive styles. So, if your relationship and market reputation are important to you, be careful to curb your competitive streak to a healthy level.
When we feel victimized, it’s easy to turn toward revenge. This behavior can result in businesses living up to the letter and not the spirit of a contract. This can mean claiming value wherever possible and adding zero value.
The most important thing to remember is: Don’t cave in! Some people say they will make concessions in the face of a competitive negotiator demanding a concession to create goodwill. However, this bad advice can result in a massive loss of profits. Appeasing competitive negotiators doesn’t create goodwill. Instead, your attempt to appease just creates requests for more concessions.
Restate your position firmly using strong language. For example, not “we’d like” or “want,” but rather, “we require” or “need”, and never reward bullies.
Accommodate (I Lose – You Win)
The opposite of competing. For accommodating style negotiators, the relationship is everything. Accommodating profiles think that the route to winning people over is to give people what they want. Accommodative negotiators don’t just give products and services.
These negotiators are generous with information, too. Accommodators are usually very well-liked by their colleagues and other negotiators.
When to use?
When you or your company are at fault, repairing the relationship is critical. You can also take this approach when you have nothing else that would benefit the other side, i.e. a gift to rebuild bridges.
If you are in a very weak position, sometimes your best option is to concede gracefully. Think about it: If the other team can crush you, what is to be the likely outcome if you resist?
It may be worth (humbly) reminding the other side that you both stand to lose if they put you out of business. You can ask the other side if they really want to push you out of the market. If you both intend to work together again, refocus the negotiations on the longer term. Remind the other negotiating team that taking advantage of you now may hurt them in the future.
What’s the danger?
It’s usually a bad idea to accommodate when negotiating against high compete styles. Your generosity will likely be seen as a sign of weakness by high compete negotiators. This puts you at risk of being taken advantage of.
Giving away value early in the negotiation can leave you with a poor hand to play in the rest of the negotiation. With very little to offer, and relying upon the other side’s generosity, you’re gambling.
Giving away value too easily too early can signal to some that you’ve got very deep pockets. These negotiators may think your gift is just a taster of bigger and better gifts to come.
To some negotiators, an accommodating style appears to promote harmonious relationships. What these accommodating profiles miss is the myriad of other options available. Strong, enduring relationships can be created by other means. Giving away the farm usually just creates one happy negotiator—and it’s not you.
Warning: It’s faulty thinking to assume that if the goal is unimportant to you, it must have little value to the other team. This line of thinking can put accommodators into negotiation damage control. Remember to do your homework by asking the value of your concession to the other side before making your trade or concession.
When someone is offering you a gift at the negotiation table, do you humbly accept their generosity? Be careful, as the gift may be the proverbial “Greek Gift.” In other words, the negotiator may be luring you into reciprocation. This can make you feel obliged to give back something of greater value in return.
So, keep in mind the relative value to both sides of the item being given. Make sure you don’t give back something of disproportionately higher value in return.
You also need to be careful of incompetent negotiators. Some negotiators who make big concessions are jeopardizing the viability of their business. Also, be cautious that the negotiator isn’t agreeing on a deal their managers will later veto. If their company goes bust because they are giving away too much, you could both end up losing.
Avoid (I Lose – You Lose)
This style is most often referred to as “passive aggressive.” People who habitually use this style really dislike conflict. Rather than talk directly with you about the issue, avoiders may instead try to take revenge without you knowing.
The avoid style can be a typical reaction to high compete negotiators. Sellers will frequently call less often on high compete buyers (i.e. avoiding competitive buyers). Instead, sellers may choose to invest marketing money. They may share their best ideas with buyers who make themselves available (those who are not avoiding the salesperson.)
When to use?
When the value of investing time to resolve the conflict outweighs the benefit. Or, if the issue under negotiation is trivial to both parties.
Sometimes, there is just not enough at stake to risk a difficult conflict situation. If there is a lot of emotion in a negotiation, it’s pointless pushing through and hammering it out. It’s better to allow people to calm down first so that reason and rationality can reappear. At that point, an avoid style is likely the most pragmatic alternative. A time-out of 15-20 minutes is advisable.
What to do when you’re dragged into a negotiation unprepared? Under these circumstances, avoidance is probably the most sensible strategy. Either avoid the meeting or avoid discussing the issues upon which you need to prepare.
What’s the danger?
Whoever has the greater urgency will usually end up with the short end of the avoidance stick. Stalling is a common sales tactic when the vendor knows that procurement urgently needs their product or service.
Conversely, a buyer may hold out until the last day of the quarter or month. This comes from knowing that the salesperson needs to meet his or her target. So, be careful about what information you reveal about the urgency of your need.
When communication channels are cut off, you leave the other side to fill in the blanks. The other side may believe you need more time. They also may think that you’re no longer interested in a business relationship. This can result in the other side approaching your competition or contemplating downsizing. Mutual resentment is likely to build up, leading to frosty, impersonal relationships.
Avoid profile negotiators are frequently seeking to avoid conflict. Paradoxically, their avoid style instead lands them in more conflict. When differences are eventually aired, emotions and negotiation positions are often more difficult and fixed than they need to be.
Set clear expectations of timing early on in your negotiations. It’s best to define milestones in detail, with dates attached to each.
If the other side is applying an avoid style, consider escalating the issue on one or both sides. Understand their decision-making process and levels of responsibility. Having these insights can assist you in invalidating the other side’s reasons for avoiding. This can make your sharp questions more difficult to side-step. Escalation options should also be clearer to you.
If you have a good enough relationship, agree on a process for resolving differences. As John F. Kennedy was quoted as saying: “The time to repair the roof is when the sun is shining.”
Compromise (I Lose / Win Some – You Lose / Win Some)
Too many people confuse the word “compromise” with “negotiation.” In reality, compromising is usually little more than haggling and splitting the difference. Usually, there’s no deep understanding or value creation taking place.
Compromising often involves one or both negotiators settling for less than they want or need. This can result in an end position of roughly halfway between both sides’ opening positions.
In the absence of a strong rationale or properly exchanged trades, halfway between the two positions seems “fair.” What compromising ignores, however, is that the people that take the most extreme positions tend to get more of what is on offer. The path they’re treading with blinkers on doesn’t allow the pie to be expanded.
When to use?
When you are pushed for time and you are dealing with someone who you trust. It also needs to be clear that it would not be in the other side’s interest for them to “win” a cheap victory. Both sides win and lose. Make sure you win the right things and lose the right things.
Meeting halfway reduces strain on the relationship. However, it usually leaves precious gold on the table. With the central banking cartel’s gold suppression scheme losing its grip right now, every ounce of gold counts. It’s useful when you have nothing left to offer and a compromise is the only way to seal the deal. In essence, it’s useful when you’re in a lousy situation.
What’s the danger?
When you use compromising as an excuse for not preparing properly. Without quality negotiation training, most negotiators wing it and end up compromising. You shouldn’t compromise on vital points if the outcome of the negotiation is critical.
If you make concessions within your position with no strong rationale, the other side may assume you’re going to continue to make even more. The other side may then appeal to you using weak rationale.
Whichever negotiator starts with the more ambitious opening position wins the compromise. So, calculate early on who stands to gain if it comes down to compromises.
If you get known for being a compromise styled negotiator—look out! Your trading partners could wise up to your negotiation style. They may start to make more extreme opening positions. Bigger opening positions result in greater chances of deadlocks. Compromises cheat both sides out of innovative solutions.
Learn from collaborative styles by making it safe to explore options together. Invite the other side to join you in “what if” frames. This allows you to explore possibilities without the danger of being tied to your idea.
Only retreat from your position when you have a solid rationale for retreating. Also, only retreat when you’re being rewarded in another way. In other words, make a reasoned exchange. Trade across goals and interests.
All too often, negotiators try to resolve one single goal at a time before moving on to the next tabled agenda item. Stay with the problem or opportunity for longer. Don’t give in so easily to the temptation of splitting differences. Explore other alternatives first.
If the other side starts with an extreme opening position, be sure to quickly bring them back to reality. You could also counterbalance with your own extreme position. Caution: Extreme positions can lead to drawn-out dog fights. These can result in more deadlocks.
Collaborate (I Win – You Win)
Most people confuse “Win/Win,” or the collaboration style, with the compromising style. However, these two styles are distinct from each other. “Win/Win” is about making sure both sides have their needs or goals met while creating as much mutual value as time and resources allow.
“Win/Win” negotiators usually evolve through the other profiles, growing into collaborative negotiators. This means collaborative profile negotiators can revert to one or two of the other styles when pushed or when the situation calls for it. Collaborative profile negotiators are adamant that their needs must be met. However, collaborative negotiators acknowledge that the other side has needs that must be met, too.
Tragically, too many account managers are overly accommodating and compromising. This results in competitive style buyers claiming more than their fair share. When these same competitive style buyers come up against skilled collaborative style negotiators, the competitive style’s blunt coercion methods don’t get rewarded with concessions.
Too many buyers are stretched and under tremendous time pressure. So, the temptation to compromise rather than invest time in collaborating often wins out.
Often referred to as “expanding the pie,” collaborative negotiators are willing to invest more time and energy in finding innovative solutions. They feel secure in the fact that more value will be shared out later on. The mantra of collaborative negotiators is: “It’s not enough that I win, I will not be happy until you have won, too.”
When to use?
Under most circumstances, collaboration is the primary style you should use for most goals in business-to-business negotiations.
- A relationship and your market reputation are important to you.
- The other negotiator needs to perform and not just exchange a standard product for cash.
- High-risk deals (e.g. new market or new product or both.) If there is a large amount of money at stake, you are best advised to think about the ways you can build a more trusting, collaborative working relationship.
- You need to understand the feelings and deeper interests or motivations of negotiators.
What’s the danger?
Be careful not to collaborate with competitive style negotiators—unless they agree to and live up to your agreed (written or unwritten) rules of collaboration. Die-hard competitive negotiators can be treated in a transactional trading manner, e.g. “I’ll only give you this if you give me that.”
When we share information, we need to make sure that we share information at the same level of detail. Too much and we could be exploited. Too little and the other side can close up like a clam.
Collaboration requires more time and needs to be at the right level. So, if you’re a vendor and your buyer doesn’t have the authority or knowledge or won’t invest the time, save your effort. It’s best to talk to them about your style of negotiation. You could also build a relationship at another level of their organization. The same advice goes for buyers in reverse.
So, when might you need to defend yourself against a collaborative negotiator? If you have decided that it’s not in your interests to use a collaborative style with a negotiator, decide on your alternative style. Flesh out what behavior your chosen style translates into.
So, a commodity supplier who suffers a great deal of competition in their marketplace usually will try to get their foot in your door. A wise procurement manager will be careful to not investing too much time unless there is value. Your time is short, so be careful who you collaborate with.
Before you negotiate, stop and ask yourself:
- What is my preferred style of negotiation? The generalist TKI profile is a reasonable conflict profile. Once you know your style, you’ve taken the first step to gain flexibility in your negotiations. There is much you can do as a member of a negotiation team if you know your fellow team members’ profiles.
- Which of these five styles best describes your business client or vendor negotiation relationship? You may find it useful to allocate a percentage score to each style. Then, ask yourself whether you’re happy with the balance of the current style. If you’re not happy, make a plan to migrate to your preferred styles.
Don’t blindly apply one negotiation style to your negotiation. First, work through your list of goals in your trading plan. Then decide which issues are best to collaborate, compete, compromise, avoid, and accommodate on.
Finally, there’s very seldom an escape from having to use a competitive style. At some point, you’re going to need to do some claiming or sharing out the value you’ve created. Think carefully about at which point in the negotiation you need to switch to competing.
So, if the other side competes too early, be prepared to pause the negotiation. Have words ready to revert to another style if needed.
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