The document outlines a webinar on effective negotiation led by speakers from Vantage Partners, focusing on critical skills necessary for achieving positive business outcomes. It includes details about accessing the webinar, the tools available for interaction, and the importance of negotiation as a corporate capability. Key concepts covered include negotiation strategies, the seven elements of negotiation, and fostering beneficial relationships during the negotiation process.

1. #CLOwebinar
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Critical to Achieving Business Results:
Effective Negotiation

2. #CLOwebinar
Speaker: Elizabeth Rayer
Partner
Vantage Partners
Brian Blancke Ph.D.
Content consultant and trainer in negotiation
Vantage Partners
Moderator: Max Mihelich
Associate Editor
Chief Learning Officer magazine
Critical to Achieving Business Results:
Effective Negotiation

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Frequently
Asked
Ques6ons

8. #CLOwebinar
Max
Mihelich
Associate
Editor
Chief
Learning
Officer
magazine
Cri6cal
to
Achieving
Business
Results:
Effec6ve
Nego6a6on

9. #CLOwebinar
Elizabeth Rayer
Partner
Vantage Partners
Brian Blancke Ph.D.
Content consultant and trainer in negotiation
Vantage Partners
Cri6cal
to
Achieving
Business
Results:
Effec6ve
Nego6a6on

10. Brighton
Landing
West
10
Guest
Street
Boston,
MA
USA
02135
www.vantagepartners.com
This
publicaCon
may
not
be
reproduced,
stored
in
a
retrieval
system,
or
transmiGed
in
whole
or
in
part,
or
in
any
form
or
by
any
means,
electronic,
mechanical,
photocopying,
recording,
or
otherwise,
without
prior
wriGen
permission.
Copyright
©
2013
by
Vantage
Partners,
LLC.
All
rights
reserved.
All
rights
reserved.
Cri6cal
to
Achieving
Business
Results:
Effec6ve
Nego6a6on
Elizabeth
Rayer,
Ph.D.
Brian
Blancke,
Ph.D.

11. About
Vantage
Partners
n Mission:
Drive
measurable
business
results
by
transforming
the
way
companies
negoCate
with,
and
manage
relaConships
with,
key
business
partners
n PracCce
Areas:
Sourcing
and
Supplier
Management,
Sales
and
Key
Account
Management,
Alliance
Strategy
and
Management
n Spin-­‐off
of
the
Harvard
NegoCaCon
Project
n Faculty
at
Harvard
University,
the
Tuck
School
of
Business
at
Dartmouth,
and
the
US
Military
Academy
at
West
Point
n Leaders
in
internaConal
conflict
resoluCon
through
CMG
(now
part
of
Mercy
Corps)
u Arias
Peace
Accords,
u Post-­‐apartheid
South
African
consCtuCon
Copyright
©
2014
by
Vantage
Partners,
LLC.
11

12. Vantage
Partners
publica6ons
Copyright
©
2014
by
Vantage
Partners,
LLC.
12

13. Webinar
purposes
Copyright
©
2014
by
Vantage
Partners,
LLC.
13
n Surfacing
and
replacing
the
common
disempowering
assumpCons
in
our
thinking
around
negoCaCon
that,
wibngly
or
not,
drive
what
we
do
at
the
table
and
produce
subopCmal
results
n Introducing
a
systemaCc
and
strategic
approach
to
negoCaCon
that
enables
negoCators
to
asserCvely
and
effecCvely
pursue
their
business
objecCves
while
simultaneously
building
and
maintaining
posiCve
working
relaConships
n Sharing
best
pracCces
for
making
negoCaCon
an
organizaConal
capability

14. Poll
ques6on:
How
oWen
do
you
nego6ate?
Copyright
©
2014
by
Vantage
Partners,
LLC.
14
n Rarely
n 1
or
2
Cmes
per
month
n A
few
Cmes
per
week
n Every
day
n MulCple
Cmes
per
day

15. Copyright
©
2014
by
Vantage
Partners,
LLC.
15
What
words
come
to
mind
when
you
think
of
nego6a6on?

16. Surfacing
mental
assump6ons
16
Copyright
©
2014
by
Vantage
Partners,
LLC.

17. Assump6ons
drive
results
Assump6ons,
Stories,
Values
Adapted
from
Diana
McLain
Smith’s
“Learning
Pathways.”
Copyright
AcCon
Design.
All
rights
reserved.
Used
with
permission.
Results
Ac6ons
Copyright
©
2014
by
Vantage
Partners,
LLC.
17

18. Assump6ons
that
drive
different
strategies
and
ac6ons
Copyright
©
2014
by
Vantage
Partners,
LLC.
18
Debilita6ng
Our
interests
are
opposed;
we
can’t
both
get
what
we
want
This
is
a
zero-­‐sum
game;
the
pie
is
fixed
We
need
to
compromise
between
conflicCng
posiCons
I
have
to
choose
between
a
good
rela6onship
and
good
substance
Best
to
see
what
they
do
first
Poor
communica6on
is
their
problem
They
make
poor
decisions
because
they
are
ignorant
or
misguided
I
should
behave
as
badly
as
I
think
they
are
We
have
no
choice
Empowering
While
some
interests
conflict,
others
are
shared
or
just
different
We
can
always
shrink
the
pie,
and
usually
find
ways
to
expand
it
We
can
find
creaCve
ways
to
meet
both
of
our
interests
We
can
build
a
good
rela6onship
even
as
we
disagree
Their
tendency
to
follow
is
an
opportunity
to
lead
Good
communica6on
is
my
problem
People
do
what
they
believe
is
in
their
best
interest
I
should
do
what
will
move
us
toward
where
I
want
to
go
Nothing
happens
unless
I
agree

19. Nego6a6on
Copyright
©
2014
by
Vantage
Partners,
LLC.
19

20. Nego6a6on
as
bargaining
Walk
Away
No
Deal
“A
reasonable
price
of
.
.
.”
“That’s
my
bobom
line”
“Just
for
you…”
Extreme
Opening
Posi6on
Fallback
(Minor
Concession)
“Take
it
or
leave
it”
“Last”
Final
Offer
Split-­‐the-­‐difference
compromise
Threat
Counter-­‐
Threat
Walk
Out
(Temporarily)
“Final”
Offer
Walk
Away
No
Deal
Copyright
©
2014
by
Vantage
Partners,
LLC.
20

21. A
fundamental
tension?
We
oken
need
the
skills
to
negoCate
in
a
way
that
produces
both
good
substanCve
outcomes
and
a
good
working
relaConship
RelaConship
Substance
Copyright
©
2014
by
Vantage
Partners,
LLC.
21

22. Seven
elements
of
nego6a6on
n Interests
n AlternaCves
n OpCons
n LegiCmacy
n Commitments
n RelaConship
n CommunicaCon
n Defining
Success
n NegoCaCon
PreparaCon
n NegoCaCon
strategy
execuCon
and
understanding
different
process
choices
n Diagnosing
and
handling
difficult
tacCcs
n Organizing
insights,
tools,
and
lessons
Useful
for
Copyright
©
2014
by
Vantage
Partners,
LLC.
22

23. Nego6a6on
as
joint
problem-­‐solving:
The
Circle
of
Value
Copyright
©
2014
by
Vantage
Partners,
LLC.
23
If
“Yes”
Commitment
If
“No”
AlternaCves
Interests
OpCons
LegiCmacy
CommunicaCon
RelaConship
Build
a
working
relaConship.
Be
respecnul.
Jointly
explore
opCons
for
creaCng
and
distribuCng
value.
Make
choices.

24. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
24
Copyright
©
2014
by
Vantage
Partners,
LLC.
Rela6onship
The
way
in
which
parCes
interact,
both
during
the
negoCaCon
and
akerwards,
and
their
percepCons
of,
and
beliefs
about,
one
another
(which
affect
how
they
interact)

25. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
25
Copyright
©
2014
by
Vantage
Partners,
LLC.
Communica6on
CommunicaCon
refers
to
the
messages,
acCons,
and
signals
sent
during
negoCaCon,
and
the
way
that
these
signals
are
interpreted
or
received

26. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
26
Copyright
©
2014
by
Vantage
Partners,
LLC.
Interests
Interests
are
what
moCvate
parCes
to
negoCate
in
the
first
place,
and
which
they
seek
to
saCsfy
through
a
negoCated
agreement:
their
needs,
objecCves,
risks
they
want
to
miCgate,
and
the
like.
There
are
two
levels
of
interests
to
always
keep
in
mind
—
organizaConal
and
personal.

27. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
27
Copyright
©
2014
by
Vantage
Partners,
LLC.
Op6ons
OpCons
are
the
possible
elements
of
an
agreement.
To
implement
an
opCon,
all
parCes
must
agree.

28. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
28
Copyright
©
2014
by
Vantage
Partners,
LLC.
Legi6macy
LegiCmacy
refers
to
the
extent
to
which
an
agreement
is
perceived
as
fair,
appropriate
or
“on
the
merits”

29. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
29
Copyright
©
2014
by
Vantage
Partners,
LLC.
Alterna6ves
AlternaCves
are
the
ways
that
each
party
can
saCsfy
its
interests
if
an
agreement
is
not
reached

30. If
“Yes”
Commitment
If
“No”
Alterna6ves
Interests
Op6ons
Legi6macy
Communica6on
Rela6onship
Circle
of
Value
30
Copyright
©
2014
by
Vantage
Partners,
LLC.
Commitments
Commitment
are
oral
or
wriGen
statements
about
what
a
party
will
or
won't
do

31. Nego6a6on
Take
2
Copyright
©
2014
by
Vantage
Partners,
LLC.
31

32. Buy-­‐side
versus
sell-­‐side
percep6ons
of
percentage
of
total
contract
value
realized
during
implementa6on
Copyright
©
2014
by
Vantage
Partners,
LLC.
32
0%
25%
50%
75%
100%
Percentage
of
Poten6al
Value
Realized
66%
54%
Buy-­‐side
respondents
were
asked
to
esCmate
the
average
%
of
total
potenCal
contract
value
realized
across
all
their
supplier
contracts.
Sell-­‐side
respondents
were
asked
to
esCmate
the
average
%
of
total
potenCal
contract
value
actually
delivered
by
their
company
to
their
customers
during
contract
implementaCon.
The
chart
represents
the
averages
of
these
responses.
Buy-­‐side
respondents
-­‐
realized
Sell-­‐side
respondents
-­‐
delivered
Average
contract
value
realized
in
implementa6on

33. Nego6a6on
as
a
corporate
capability
Copyright
©
2014
by
Vantage
Partners,
LLC.
33
CreaCng
a
NegoCaCon
Infrastructure
Broadening
the
measures
of
success

34. Crea6ng
a
nego6a6on
infrastructure
Copyright
©
2014
by
Vantage
Partners,
LLC.
34
n Move
from
an
individual
focus
to
some
standardizaCon
of
processes
and
tools
n Coordinate
and
support
negoCaCon
like
any
funcCon
n Create
a
system
for
sharing
successful
pracCces

35. Broadening
the
measures
of
success
Copyright
©
2014
by
Vantage
Partners,
LLC.
35
Rela6onship
Does
the
negoCaCon
process
help
build
the
kind
of
relaConship
that
will
enable
us
and
our
clients
to
work
effecCvely
together
over
the
project’s
life
cycle?
Communica6on
Do
our
negoCaCons
help
create
an
environment
in
which
both
parCes
can
engage
in
construcCve
conversaCons
aimed
at
solving
problems?
Interests
Have
we
craked
a
deal
that
saCsfies
our
interests
well
at
the
same
Cme
that
it
saCsfies
our
client’s
interests
to
at
least
an
acceptable
level
and
the
interests
of
any
relevant
third
parCes
(government
regulators,
environmental
groups,
and
so
on)
to
at
least
a
tolerable
level?
Op6ons
As
part
of
the
negoCaCon
process,
have
we
searched
for
innovaCve,
elegant,
and
efficient
soluCons
that
might
offer
joint
gains?
Legi6macy
Aker
brainstorming
a
variety
of
opCons,
have
we
used
objecCve
criteria
to
evaluate
and
choose
an
op-­‐Con
that
could
be
jusCfied
by
both
sides?
BATNA
Have
we
measured
the
proposed
deal
against
our
Best
AlternaCve
to
NegoCated
Agreement,
and
are
we
confident
that
it
saCsfies
our
interests
beGer
than
our
BATNA
does?
Commitment
Have
we
generated
a
set
of
well-­‐planned,
realisCc,
and
workable
commitments
that
both
sides
understand
and
are
prepared
to
implement?

36. To
achieve
op6mal
business
results
through
nego6a6on…
Copyright
©
2014
by
Vantage
Partners,
LLC.
36
n Change
the
mindset
around
negoCaCon
to
one
of
joint
problem-­‐
solving
n Implement
a
robust
model
for
preparing
and
conducCng
negoCaCons
that
informs
strategic
and
tacCcal
choices
n See
negoCaCon
as
a
core
“funcCon”
within
the
organizaCon
versus
just
an
individual
capability

37. A
spin-­‐off
of
the
Harvard
NegoCaCon
Project,
Vantage
Partners
helps
companies
achieve
breakthrough
business
results
by
transforming
the
way
they
negoCate
with,
and
manage
relaConships
with,
their
suppliers,
customers,
and
alliance
partners.
Vantage
Partners
10
Guest
Street
Boston,
MA
02135
USA
T:
+1
617.354.6090
F:
+1
617.354.4685
www.vantagepartners.co
m
Copyright
©
2014
by
Vantage
Partners,
LLC.
37

38. #CLOwebinar
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