People negotiate differently and behave differently during the negotiation process.
We can observe different types of negotiation and how different types of behavior can affect the outcome of the negotiations.
In commercial negotiations, some people negotiate quickly and take risks, others take their time and try to avoid risk. Some buyers are very loyal, others automatically shop around. Some dealers can be quite intimidating to the point of being rude; others are quite passive and easily manipulated.
This makes sales and negotiation a real challenge. In order to negotiate with all these different buyer types, we need to be able to adjust our behavior and be flexible in our approach.
To begin this process, we can look at two aspects of buyer behavior; assertiveness and responsiveness.
People who are self-governing are confident and know what they want. They are not afraid to make statements and are willing to listen to the opinions of others. They are not afraid of conflict and would more than like to argue their case.
People who are very self-assertive can be considered aggressive, while people who lack self-esteem are often passive and benefit. There are times when it is appropriate to be more or less assertive, and we need to acknowledge when these times are.
Responsiveness means the extent to which people are willing to answer us and our questions. Some people are very responsive and provide lots of information about themselves, their problems and needs. Others are unwilling or unable to respond in this way, and we often see these people as negative or difficult.
We are all different and some of us are naturally assertive and some of us are not. Vendors tend to be quite responsive, but sometimes we lack assertion. An example of this is during the negotiations.
When customers put us under pressure to reduce prices or give discounts, we find it difficult and uncomfortable and worry about damaging the relationship with the buyer.
There are four basic behaviors, and these are determined by the way people relate to each other.
How can you make sure you are addressing people the right way?
“Knowing about social styles“, developed by Merrill and Reid, is a theory that I have discussed in several of my articles, and it is very helpful to have a thorough understanding of it when negotiating. Model for social styles there are four basic “styles” or preferred ways to interact with others.
Merrill and Reid believe that someone’s Social style is a way of dealing with others. People become most comfortable with this style, in themselves and others.
One person Social style is measured in relation to three behavioral dimensions:
Measures the degree to which a person is seen as attempting to influence the thoughts, decisions or actions of others directly by tell behavior or questioning, ie. ask Behavior.
Tell the behavior: Is risk-taking, fast, challenging.
Ask behavior: Are cooperative, deliberate actions, minimize risks.
The reaction scale:
Measures the degree to which a person either openly expresses their emotions or controls their emotions. The ends of the scale are “control” and “emote”.
behavior Control: Is disciplined, serious and cool.
Emote behavior: Is relationship oriented, open and warm.
The two scales are combined to provide a two-dimensional behavior model that will help you understand how others perceive you. The dimensions of behavior will also help you plan how you can deal more effectively with people of different social styles.
The four social styles and how to negotiate with them:
driver . Director.
o Assertive but not responsive
o Task rather than people-oriented.
o Decisive and purposeful
o Controlled emotions
o Put on efficiency and effectiveness.
o Likes control, often in a hurry.
o fixed, stable conditions
or stubborn, hard.
Inflexible bad listener.
To negotiate with drivers:
o Schedule questions and discuss details, actions and results.
o Use facts and logic.
o When necessary, you disagree with facts rather than opinions. Be assertive.
o Keep it businesslike, efficient and to the point.
o Personal guarantees and testimonials are least effective, better providing opportunities and facts.
o Do not invade personal space.
o Assertive and responsive.
o Reactive, impulsive, spontaneous decisions, intuitive
o Emphasizes relationships more than tasks
o Emotionally expressive, sometimes dramatic.
o Flexible agenda, short attention span, easily loved.
o Strong persuasive abilities, talkative and gregarious.
o Optimistic; taking risks.
To negotiate with expression:
o Seek opinions in an area you want to develop to gain mutual understanding.
o Discussion should be both human and fact-oriented.
o Continue to summarize. elaborate details on contract points.
o Try short, fast-moving experience stories.
o Be sure to attach them in a friendly manner.
o Remember to discuss both the future and the present.
o Beware of impulse purchases.
o Not confident, but responsive.
o Depending on others.
o Respectful, willing and pleasant.
or emotionally expressive.
or everyone’s friend; supporting; soft hearts.
o Low risk taker, likes security
o Group builder.
o Not goal oriented.
To negotiate with amicable things:
o Work together, seek common ground.
o Find out about personal interests and family.
o Be patient and avoid going for what looks like an easy pushover.
o Use personal security and specific guarantees and avoid opportunities and probabilities.
o Take time to be comfortable.
o Focus discussion on .how.
o Show low risk solutions.
o Do not take advantage of their good nature.
analytical The clinician.
o Not confident, not responsive.
o Precise, orderly and businesslike.
o Rational and cooperative.
o Self-controlled and serious.
o Motivated by logic and facts.
o Not quick to make decisions.
o Misleading persuasive people.
o Likes things in writing and in detail.
or security conscious.
o Critical, aloof, skeptical.
o Excellent problem solver.
o Likes rigid timetables.
To negotiate with analysts:
o Action rather than words to demonstrate helpfulness and will.
o Stick to the details. Analysts expect sellers to exaggerate.
o Their decisions are based on facts and logic and they avoid risk.
o They can often be very cooperative, but established relationships take time.
o Consider telling them what the product does not do. they will respect you for it and yet they will have seen the shortcomings.
o Discuss causes and ask why? questions.
o Become less responsive and less confident.
If you are serious about developing not only your negotiation skills, but also your all-round communication skills, I encourage you to familiarize yourself with “Social styles“Model.
Copyright © 2008 Jonathan Farrington. All rights reserved