Improved outcomes drive success. Scotwork experts help professionals get more of what they want, including more value in all their agreements and stronger business relationships.
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ABOUT SCOTWORK
Better negotiators get more of what they want. That’s why leaders choose Scotwork to… • Get more value from their deals. • Prepare effectively for critical negotiations. • Make deals faster. • Strengthen and protect their relationships. • Repeat their success in recurring negotiations. Get in touch with Scotwork for negotiation skills training, deal consulting, and documenting negotiation processes. Make negotiation part of your team’s DNA. Email info@scotworkusa.com to get in touch.
BY THE NUMBERS
50 Years of Success Our proven 8-Step Approach ® has helped negotiators make their best possible deals for fifty years. 99.2% Our clients would recommend us 99.2% of the time. 70x to 90x ROI
Yes, really. Expert support in your corner gives you a stunning advantage.
Tales From the Table, Vol. 7: 2025
Our Golden Anniversary— 50 Years of Scotwork
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The Enduring Relevance of Negotiation Foreword by Brian Buck
Fifty years ago, Scotwork began with a bold idea: Negotiation isn’t just a skill — it’s a transformative tool for creating value, resolving conflict, and forging lasting relationships. John McMillan, our visionary founder, understood that
navigate challenges, and achieve meaningful outcomes is not just relevant — it’s indispensable. “The Golden Foundation,” the first part of this book, is a tribute to timeless techniques that have been the bedrock of our success. Whether it’s meticulous preparation, the pursuit of personal growth, maintaining momentum at the table, or mastering the art of renewals, these strategies have proven their worth across industries and generations. They’re the tools that have helped our clients unlock opportunities and create win-win solutions, and they will continue to serve as a guide for years to come. But even as we honor our past, our eyes are firmly fixed on the horizon. “The Golden Future,” the second part of this book, looks at how negotiation can be used to meet the challenges and opportunities of tomorrow. From managing uncertainty and chaos to drawing inspiration from unexpected sources, from building stronger relationships to fostering trust in an increasingly fragmented world, the future of negotiation is rich with potential. As we navigate this ever-changing landscape, the lessons we’ve learned over the past 50 years will illuminate the way forward.
behind every successful deal is a skilled negotiator following a pragmatic process. Half a century later, that foundation has stood the test of time, guiding trillions of dollars worth of deals and empowering countless professionals around the globe. As we celebrate our golden anniversary, we find ourselves reflecting on the enduring relevance of negotiation. The world has changed dramatically since 1975, with globalization, technological advancements, and shifting business dynamics reshaping the way we work and live. Yet the principles of negotiation remain as vital as ever. In a world that often feels more complex and fast-paced, the ability to find common ground,
None of this would be possible without the people who make Scotwork what it is. To our team of dedicated Scotworkers and negotiation experts, thank you for carrying forward our mission with passion, expertise, and a commitment to excellence. To our clients, thank you for trusting us to be your partners in negotiation, and for allowing us to learn and grow alongside you. Your successes are our successes, and we are honored to play a role in your journeys. As we look ahead to the next 50 years, we do so with hope, determination, and a profound sense of gratitude. Negotiation is more than a skill — it’s a craft that evolves with the times, shaped by the people who practice it. Together, let’s continue to elevate the art of negotiation and transform the world, one deal at a time. Cheers,
Scotwork
John McMillan Founder
Stephen White Chairman
Scotwork North America
Brian Buck CEO
Alex Holtzman Vice President, Client Services
Trevor Murphy Marketing Director
Susan Boisvert Finance Manager
Mike Saporito Operations Manager
NEGOTIATION CONSULTANTS
Jill Campen Kirbi Isaac
Simon Carkeek Randy Kutz John Leehman Julie Shen
Millie Davis Ananda Laberge Michael Neale Richard Waldrop
Gerald Langlois Gaëtan Pellerin
EDITORIAL TEAM
Steven Chean Editor and Copywriter
Ben Risbeck Illustrator
Brian Buck CEO, Scotwork North America
Special thanks to the Editorial Team for their efforts in creating this book. Every member of Scotwork North America contributes to the content and quality of this book and is greatly appreciated.
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We invited our community of negotiators to share their favorite Scotwork moments and good wishes for our 50th anniversary.
These are just some of the wonderful responses we received.
Thank you to everyone who signed our birthday card!
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Our 50th Year: Thoughts From Our Team
Sue Boisvert Finance Manager
Jill Campen Regional Vice President Negotiation Solutions
Simon Carkeek Negotiation Consultant
My work with Scotwork in 2024 has taken me to over 20 different locations throughout the US. In a year when the country has been so divided, it’s been heartening to experience positive interactions and kindness in every place that I’ve worked. A pillar of Scotwork’s approach to negotiation is understanding the perspective of the people we negotiate with, and I’m grateful and proud to work for an organization that promotes connection rather than division to drive better outcomes for both sides.
I’ve been working in the Finance Department at Scotwork North America since 2017. It’s been a remarkable experience interacting with dedicated, professional, brilliant negotiators who transform the lives of people every day. The skill, expertise, positive attitudes, commitment, and leadership each team member demonstrates is inspirational. I appreciate the value that Scotwork brings to every client, giving them techniques that can be used immediately to close deals, solve real-world problems, provide return on investment, and have fun doing it! Happy 50th anniversary, Scotwork!
Being a part of Scotwork has given me so many opportunities to live my personal mission: helping others to become the best version of themselves. Recently, I worked with a team leader who experienced a learning light bulb: He admitted to his team that his mind was blown by how many assumptions he had been making about them and their customers. The work we did helped him realize that these assumptions didn’t make him smart — they made him unapproachable. His leadership behavior shifted, and his team was grateful for the change. Really a gift!
It’s significant when a business is thriving on its golden anniversary. We asked the Scotwork North America team for their perspectives on our big birthday party. Here’s what they had to say…
Millie Davis Regional Director Negotiation Solutions
Alex Holtzman Vice President, Client Services
Kirbi Isaac Negotiation Consultant
Working at Scotwork over the past two years has been transformative. Although I frequently negotiated in my previous roles, I had never received formal training until I completed our Advancing Negotiation Skills course, which profoundly enhanced my skills. The most deeply rewarding part of our work, however, is witnessing the tangible impact that Scotwork’s training and consulting has on our clients. Helping them unlock value and build stronger partnerships through better negotiation is inspiring.
In my role at Scotwork, I see firsthand the incredible impact of helping people develop and build their confidence. Empowering someone to recognize their potential and overcome challenges transforms not only their career, but sometimes their entire outlook. I take pride in giving individuals the tools they need to grow and thrive. Watching them take on new techniques, embrace challenges, and succeed is deeply fulfilling. Knowing I’ve played a part in that transformation is what drives me every day.
In 2025, Scotwork and I both celebrate our 50th year. I like to think we have these traits in common: We help people worldwide (I got my MBA in Australia and currently reside in Florida), we’re passionate about comedy (the Argue step has infinite possibilities for entertainment and even humor), and we’re multilingual (Scotwork speaks 29 languages, and I’m about to hit 900 consecutive days on Duolingo). So, with everything we have in common, I look forward to our next 50 years. Cheers to us!
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Our 50th Year: Thoughts From Our Team (continued)
Randy Kutz Senior Negotiation Consultant
Ananda Laberge Senior Executive Negotiation Consultant
Jerry Langlois Area Vice President Negotiations
“Measure twice, cut once.” It’s a well- known saying that illustrates the impact Scotwork had on me personally and professionally. I really do not like conflict. So much so that, in my zeal to resolve conflicts, I used to rush toward a solution without fully understanding what was important to the other party. This often resulted in wasted time and dragging out the very issue I was trying to resolve. Scotwork helped me learn the vital importance of getting curious about the other side of the table (measuring twice) before making proposals to find solutions (cutting once). Thank you, Scotwork, and happy anniversary!
With 2024 coming to a close, I reflect on my third year in New Zealand while enjoying the freedom of living in paradise and helping clients get better deals. Next year is a big one for Scotwork — our 50-year anniversary! It will also mark my 12th year as a Consultant with Scotwork, and I am ever so grateful that I can be of service by helping clients strike deals in shorter time frames than they anticipate while improving their relationships with their negotiation partners. I humbly thank you for the opportunity of allowing us into your boardrooms, offices, and worlds.
In all my 16 years working with Scotwork, my most rewarding experience came in 2024. I was working with a client, and one of the 12 participants approached me at the start of the program. She explained that she didn’t consider herself a strong negotiator. To her surprise, as the week went on, she turned out to be one of the strongest negotiators in the entire group! At the end of the program, she approached me with an impish smile. I said, “You’re going to have to embrace a new belief about your ability to negotiate!” Thank you, Scotwork: We literally get to witness behavioral change taking place before our eyes.
It’s significant when a business is thriving on its golden anniversary. We asked the Scotwork North America team for their perspectives on our big birthday party. Here’s what they had to say…
John Leehman Senior Negotiation Consultant
Trevor Murphy Marketing Director
Michael Neale Negotiation Consultant
I’ve been a Scotwork consultant for the last 15 years, having the opportunity to work with many of you over the years. This year, cancer put me on the sideline for several months. Throughout that life event, my biggest cheerleaders and partners have been the Scotwork team. I am honored to affirm that when a client works with the Scotwork team, you get a family, not just a consultant. I look forward to being back with all of you in the New Year!
I thought I knew how to negotiate. I picked up my MBA when I was in a leadership position in the ad industry and got an “A” in negotiation. I knew how to make deals, fer cryin’ out loud! Then I took the Advancing Negotiation Skills course from Scotwork and thought about how many agreements I might have crafted differently. I’ve taken every lesson I’ve learned from in the classroom and working with our clients to improve so many facets of my life! Happy birthday and thank you, Scotwork.
I joined Scotwork this year, although I’ve been using the 8-Steps Approach® since 2016, when I took the Advancing Negotiation Skills course. The most important lesson for me was that banging my fist to get what I wanted was leaving an incredible amount of value on the table, as I cared only about winning on cost. I changed my approach, and it paid dividends in my career. I am enthused to pass on my learnings to course participants. The reward is seeing them reach their own personal “aha” moments.
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Our 50th Year: Thoughts From Our Team (continued)
Gaëtan Pellerin Regional Senior Vice President Negotiation Solutions
Mike Saporito Operations Manager
Julie Shen Senior Executive Negotiation Consultant
I grew up as a people pleaser, meaning I never felt equipped to handle conflicts. I would favor the relationship ahead of my own needs. The Scotwork approach and methodology helped me become more confident and comfortable with professional and personal differences of opinion — to not simply give in. Fifteen years later, what energizes me is being able to help and coach participants reclaim their own power when negotiating internally, externally, and personally.
I’ve been with Scotwork for over eight years, and my eyes have been opened to the importance of negotiations in all facets of life, both professionally and personally. Although I don’t teach our methodology or consult with clients, I learn from our genius team of negotiation experts. When I see the evaluations from our clients, it reminds me just how much value our company brings to each of them. Happy birthday, Scotwork!
I joined Scotwork 12 years ago and expected it to be a good job, but it has been far more than that. In my role, I’ve traveled to many different places, but the place that has meant the most to me is the space where people learn to connect in a new way. The first time I realized the significance of what we do was when I was working with a bright young woman who regularly conceded so she could end her negotiations. She did not see herself as having power. Consulting with her led to a deep conversation, and our approach provided tools and skills she was able to use with authority. Giving people confidence is the best opportunity that Scotwork has given me.
It’s significant when a business is thriving on its golden anniversary. We asked the Scotwork North America team for their perspectives on our big birthday party. Here’s what they had to say…
Rich Waldrop Senior Vice President
Steven Chean Editor and Copywriter
Ben Risbeck Illustrator
Happy Birthday Scotwork! It’s been a great 23 years working with Scotwork and I look forward to a few more! I have had the pleasure to teach around the world and see the commonality that people share when negotiating. Although local culture is important, the skills that we teach are truly global and transferrable.
I’ve spent the past 30 years as an editor, working mostly in music journalism. During that time, I’ve had the privilege to work with extraordinary writers, producing books, magazines, digital media content, and more. Editing the Scotwork North America blog and its accompanying Tales from the Table books for the past seven years has given me insight into human nature and made me attuned to the music of negotiation. Happy birthday, Scotwork, and thank you for the many valuable lessons.
As a self-described polymath, I’ve spent the last 20 years honing my skills in several fields. I cut my teeth in the video game industry as a storyboard artist, concept artist, and art director, then dabbled in comics by working with Marvel. I shifted gears into the learning and development space 15 years ago, developing content for some of the world’s leading tech giants. I’ve benefitted immensely by creating artwork for Scotwork these past seven years and attending their flagship course! It’s given me an intimate look at and the opportunity to contribute to how Scotwork brings the art of negotiation to life.
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Guide to Negotiation Issues
Aggressive Negotiators • Damaged Goods:
Anxiety about Negotiation • Getting Ready for the Mayhem! p. 68
Confidence • Do You Feel Lucky? p. 28 • Negotiate Like an NFL Pro p. 90 Contract Renewal • Strike When the Iron Is Cold p. 60 • Two Sides to Every Elephant p. 58
A Relationship Gone Bad p. 102 • Getting Ready for the Mayhem! p. 68
Change Management • The Negotiation Equinox p. 62 • Unexpected Negotiation p. 38
Assumptions • Commercial Terms p. 56 • Surviving the Toughest Work Negotiations p. 92 • Unexpected Negotiation p. 38
Changing Precedent • Measuring Success: A Negotiation’s Closing Ceremony p. 86 Circular Arguments • Make the Negotiation Time Warp Your Ally p. 48 Collaboration • Training Your Competition p. 84 • Two Sides to Every Elephant p. 58 Competition • Relationships Matter More Than You Think p. 104 • Training Your Competition p. 84
Control • Power Shifts p. 30 • Presidential Framers and Reframers p. 88 Credibility • Surviving the Toughest Work Negotiations p. 92 • What’s Your Negotiation PR Strategy? p. 96
Avoiding Deadlock • And the Winner Is… p. 76
Avoiding Negotiation • Tired of Being Ghosted? p. 46
Anger • The Seven Deadly Sins of a Negotiator, Part 1 p. 40 • The Seven Deadly Sins of a Negotiator, Part 2 p. 42
Deflecting • Unsolicited Opinions p. 36
Demands • Power Mayhem p. 72
We hope you’ll use this index as a guide for your negotiations throughout the year and refer to it often. Reach out us with questions at info@scotworkusa.com.
Difficult People • Navigating Differences After a Heated Election p. 50 • Tired of Being Ghosted? p. 46
Historical Perspective • A Dickens-Inspired Negotiation Tale p. 116 • A Square Deal p. 94
Fairness • A Square Deal p. 94
Fear • And the Winner Is… p. 76
Incentives • Hurry - The Year is Ending! p. 52 • Thanksgiving Swap p. 112
Efficient Negotiating • Negotiate With Purpose p. 26 • Negotiation Opening Ceremony p. 82 • Where to Begin? p. 24 Emotion • Emotion and Personal Values p. 114 • Family Matters p. 110 • Navigating Differences After a Heated Election p. 50 Expectations • Negotiation Opening Ceremony p. 82 • Tired of Being Ghosted? p. 46
Flexible Strategy • Commercial Terms p. 56 • The Negotiation Equinox p. 62
Influence • What’s Your Negotiation PR Strategy? p. 96 • What Makes Partnerships Work?. p. 108 Information Sharing • Making Good Relationships Great p. 106 • Negotiation Is Misunderstood p. 22 • What’s Your Negotiation PR Strategy? p. 96
Framing • Presidential Framers and Reframers p. 88 • Unsolicited Opinions p. 36 Frequent Issues • And the Winner Is… p. 76 • Negotiation Is Misunderstood p. 22 • Power Shifts p. 30
Integrity • Damaged Goods:
A Relationship Gone Bad p. 102 • Emotion and Personal Values p. 114 • Making Good Relationships Great p. 106
Grievances • Vacation Desperation? Use Negotiation. p. 80
External Factors • The Negotiation Equinox p. 62 • Chaos and Mayhem p. 74
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Guide to Negotiation Issues (continued)
Internal Negotiations • Negotiate Like an NFL Pro p. 90 • Surviving the Toughest Work Negotiations p. 92 Irritation • Two Sides to Every Elephant p. 58 • What’s Your Negotiation PR Strategy? p. 96
Managing Negotiators • Negotiate With Purpose p. 26 • Rules of Engagement p. 30
Persuasion • Negotiation Is Misunderstood p. 22 • What’s Your Negotiation PR Strategy? p. 96
Mistakes (handling) • Self-Created Mayhem p. 70
Power • Power Mayhem p. 72 • Power Shifts p. 30
Negotiation Training • Two Sides to Every Elephant p. 58
Preparation • Chaos and Mayhem p. 74 • Negotiate With Purpose p. 26 • Negotiation Opening Ceremony p. 82
Opinions • Navigating Differences After a Heated Election p. 50 • Unsolicited Opinions p. 36
Language at the Negotiating Table • Training Your Competition p. 84
Large Negotiations • Rules of Engagement p. 30
Price Negotiation • Commercial Terms p. 56
Opportunities to Negotiate • A Dickens-Inspired Negotiation Tale p. 116 • Negotiate Like an NFL Pro p. 90
Limits • Where to Begin? p. 24
Proposals • Vacation Desperation? Use Negotiation. p. 80 • Negotiate Like an NFL Pro p. 90
Luck • Do You Feel Lucky? p. 28
Overcoming Obstacles • Hurry - The Year is Ending! p. 52 • Tired of Being Ghosted? p. 46
We hope you will use this index as a guide for your negotiations throughout the year and refer to it often. Reach us with questions at info@scotworkusa.com.
Process • Could You Outnegotiate Kobe? p. 98 • Strike When the Iron Is Cold p. 60 • Where to Begin? p. 24 Self-Improvement • Could You Outnegotiate Kobe? p. 98 • The Seven Deadly Sins of a Negotiator, Part 1 p. 40 • The Seven Deadly Sins of a Negotiator, Part 2 p. 42
Value • Negotiate Like an NFL Pro p. 90 • Surviving the Toughest Work Negotiations p. 92
Success at the Table • Measuring Success: A Negotiation’s Closing Ceremony p. 86 • Strike When the Iron Is Cold p. 60
Thanksgiving • Thanksgiving Swap p. 112
Vacations • Vacation Desperation? Use Negotiation. p. 80
Time as a Tool • Family Matters p. 110 • Make the Negotiation Time Warp Your Ally p. 48 • Hurry - The Year is Ending! p. 52 Tone • Emotion and Personal Values p. 114 • Rules of Engagement p. 30 Trust • Relationships Matter More Than You Think p. 104 • What Makes Partnerships Work? p. 108
Win-Win • Measuring Success: A Negotiation’s Closing Ceremony p. 86 • What Makes Partnerships Work? p. 108
Status Quo • Hurry - The Year is Ending! p. 52
Work Environments • Surviving the Toughest Work Negotiations p. 92
Strengthening Connections • Family Matters p. 110 • Making Good Relationships Great p. 106 • Strike When the Iron Is Cold p. 60 • What Makes Partnerships Work? p. 108
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Part One: The Golden Foundation
Preparation
Self-Improvement
Momentum Renewals
For Scotwork’s golden anniversary, we explore the techniques of frontline negotiation. These are some at-the-table tips we’ve used to guide billions of dollars worth of deals to their best possible outcomes over the past 50 years.
Preparation
Every business relationship starts with a negotiation, and every effective negotiation begins with preparation. The key to a successful deal is doing the work needed before you get to the table, including being ready for power shifts, negotiating with purpose, and even inviting good fortune while you negotiate.
Negotiation Is Misunderstood by Brian Buck
I recently delivered a keynote speech on “How to increase the value of your deals.” There was a lot of buzz at the meet and greet prior to the event about negotiation. As I mingled and people asked me questions about what I do, I quickly realized just how misunderstood negotiation is. When I tell people that I’m a professional negotiator, I’m asked a lot of questions. The first one is usually, “Are you a lawyer?” That’s the first misunderstanding. Everyone negotiates, not just lawyers. There’s a broad misconception that negotiation is something that happens behind closed doors, or that it’s reserved for attorneys and hostage situations. In reality, we all negotiate every day. In fact, we do most of our negotiations outside of work. We do it with our friends and family as we discuss what show to watch or who will do the dishes. We do it with our significant others as we decide what’s for dinner or what we’re doing this weekend. We do it with our kids regarding homework, bedtimes, and playtimes. It’s literally an essential life skill — not something reserved only for those in business attire. The next question I’m typically asked is, “So, your job is just to say ‘no’?” That’s the next misunderstanding. Negotiations aren’t about saying “no” — they’re about saying “yes.” In a negotiation, there’s very little power in saying “no.” In fact, “no” tends to cut off possibilities and stifle creativity — two things that all negotiators want a lot of. When I’m negotiating, there’s a lot more power in “yes.” If I can say “yes” to your demand, then I’m in a position of power because I can do something for you, and I can use that to have you do something for me. Therefore, “yes” generates possibilities and fosters creativity, which enables me to create more valuable deals. Once those questions are out of the way, I get asked, “Negotiation is about winning at all costs, right?” Another misunderstanding. Negotiation is about creating deals that both parties can support.
Most of the negotiations you’re involved with consist of people who you either have to work with, live with, or sleep with. Very few negotiations involve people you’ll never see again. Therefore, if all I’m about is winning at all costs , then I’d be the most hated person in my circle of colleagues and friends, not to mention my family. Negotiation isn’t about winning or losing. It’s about creating the best possible outcome that everyone can support — one that’ll ultimately preserve and strengthen relationships.
There are lots of other misunderstandings I hear, including…
• You need to be mean to be a negotiator. • Those who speak first, lose. • Keep your cards close to your vest. • Never tell them what you really want. • Negotiations are only about money.
The worst part about these misunderstandings is that people act upon them!
At Scotwork, we study trillions of dollars of commerce a year through our Global Negotiation Capability Assessment. Misunderstandings like those above are a primary reason why only 23% of people can identify the long-term value they’ve negotiated, or that only 21% say they’ve strengthened relations with the other side through their negotiations. In other words, these misunderstandings have about 80% of negotiators destroying value and relationships. That 80% is especially disturbing when you consider that most relationships, particularly in business, start with some sort of negotiation. This is what we at Scotwork are dedicated to solving… but it helps to lead up to that, since such a statistic tends to kill the vibe at meet and greets.
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Where to Begin? by Brian Buck
One of our clients needed help with a strategically important negotiation they were about to embark on. They just went through a complex RFP and were trying to tame an existing overbearing supplier. Time was of the essence because contracts were expiring soon. It was no surprise that their first question to us was, “Where do we begin?” In this kind of engagement, we usually start with a simple question like, “What do you want to achieve?” Our client stated that they wanted to bring their supplier under control. They mentioned that they got great information from the RFP, and they wanted to use it to squeeze their supplier. They explained various threats and sanctions they could impose as well as incentives they could offer to get the supplier back in line. However, their biggest problem wasn’t how to do so, but what they were actually trying to achieve. It’s one thing to say, “Tame the existing supplier,” but it’s another to define that. One of the most common issues we see when consulting with clients about their deals is a lack of definition around success. Ambiguity creates opportunities for disappointment. If you’re not specific about what success looks like, you can’t evaluate a deal you’re negotiating.
How will you measure success?
Let’s assume you and your boss decide that “more revenue” is the primary objective of your upcoming negotiation. If you get one more penny of revenue, will you be happy with that deal? Will your boss be happy? Someone will likely be disappointed in this scenario, even though, technically, you got more revenue. It’s not enough to set a specific target for what you’re trying to achieve; you need to also set a specific limit for what you’ll accept before you reject or even walk away from a deal. (Again, “maximum amount” or “least amount” are not specific enough.) Being specific regarding what you’re trying to achieve will help you in a variety of ways: It creates alignment. Specificity helps ensure that everyone is clear on exactly what you’re trying to achieve. It helps you understand flexibility. By setting specific targets and limits, you know what kind of flexibility you have on positions. It helps you evaluate a deal. Only once you know what success looks like can you evaluate how well you did. So, what do you do the next time you wonder, Where do I begin? Start by defining what success means to you. Be specific. Once you know where you’re going, finding a path to success gets a lot easier.
When we ask clients to define what a successful deal looks like for them, it’s not uncommon to hear things like:
• More revenue • Reduced costs
• Protecting the margin • Growing the business • Winning the deal
Without specificity, none of that matters. Therefore, the real question is, “How will you measure success?”
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Negotiate With Purpose by Brian Buck
All that familiarity breeds complacency. We begin to take shortcuts in our planning process. We make big assumptions based on well-informed opinions and feel confident that we can just roll into a negotiation and wing it. Or we set our sights on “getting the deal” without knowing what the specifics of the deal should be. That’s why most negotiators can’t identify the long-term value they’ve negotiated: They negotiate without purpose. How do you know if you have a plan or you’re driving with your eyes closed? Do you know what a good deal looks like? You should’ve identified the issues and positions you need for a good deal. Do you know what a bad deal looks like? You should know your limits and what you’re willing to accept or agree to for every issue. Do you know what’s important to the other side? Do your homework to understand what’s important to them. Plan the questions you’ll ask to validate your assumptions when you sit down with them. Do you know who’s going to be doing what in your negotiation? If you’re negotiating as a team, decide who’s going to do what. This will eliminate confusion during the negotiation. If you’re by yourself, map out your route through the negotiation to keep yourself on track. Do you know how you’ll start your negotiation? If you don’t plan how to begin your negotiation, you’re giving the other side the ability to control and drive it. If you can answer “yes” to all of the above questions, then you have a plan with more purpose than your average negotiator. If not, then spend more time with your purpose and plan — or get ready to live with the consequences. It’s your choice.
We study trillions of dollars of negotiated commerce a year, and whenever we ask negotiators if they can identify the long-term value of what they negotiated, only 23% say they can. That seems nearly impossible! But when you negotiate without purpose, that’s exactly what can happen. Imagine you’re going on a road trip, driving from New York to Durham, North Carolina. Your goal is to get there in eight hours or less. You’ve got your route planned, your car gassed up, and plenty of snacks and supplies. Along the way, you’re watching your speed and checking traffic to make sure you hit your goal. You’re also checking your fuel to know when to make a pit stop. As you drive, you’re caught in unforeseen traffic. Your goal of eight hours is in jeopardy. So, you adjust, find an alternate route, and increase your speed to make up time. Thanks to these adjustments, you get to Durham in seven hours and 40 minutes. You’ve hit your goal. Now, imagine the same road trip, but it goes like this: You get in your car, close your eyes, and start driving. Miraculously, you manage to navigate your car for eight hours without hitting anything or causing an accident. When you open your eyes, you find yourself in Punxsutawney, PA. You’re out of gas, the car is no longer moving, you’re 300 miles west of your starting point and still eight hours from Durham. So, you get out of the car and decide to make the most of Punxsutawney and try to get to Durham another day. When that day comes, you point your car towards Durham, close your eyes, and start driving… and the cycle continues. Here’s the thing: While we may plan journeys like the first example, many of us negotiate like the second example. Many of the people we work with find themselves in the same kinds of negotiations over and over again. Whether it’s a salesperson closing the same kinds of clients with the same kinds of solutions, or a procurement person securing contracts with similar vendors for familiar services, after a while, it starts to feel a little like Groundhog Day .
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Do You Feel Lucky? by Alan Smith
In his book Quirkology , Richard Wiseman, an eminent professor of psychology, talks about an experiment he ran in England with some people who consider themselves lucky and others who describe themselves as unlucky. In the experiment, the two groups were given a newspaper and asked to go through it page by page, counting how many color photos had been used in the articles.
Talking to an old mate over the weekend caused me to, once again, consider the role that luck plays in many aspects of our lives.
He told me the unbelievable story of one of his colleagues who, he claimed, was possibly the unluckiest person he had ever known. The tale was so bizarre that it had to be true. He told us that on one journey of less than 50 miles, his colleague had experienced no fewer than eight accidents. On the way to her wedding, she heard fire engines going to the church, which was burning down, taking with it all of her flowers and orders of service. He went on to describe how her father flooded her house when trying to mend a water tank, and her mother had set fire to the kitchen when cooking. I subsequently googled “unluckiest person in the world” and realized that while she was certainly not blessed with good fortune, a lot of people have experienced far worse. Shakespeare would say, “There is nothing either good or bad, but thinking makes it so.”
Both groups completed the task and accurately measured the photos.
If you are ever asked to participate in a psychology experiment, by the way, never assume the task they give you to respond to is the real purpose. The newspaper contained an ad that read, “Tell the psychologist running the experiment you have seen this ad and you will receive £100.” It was hidden in plain sight! The group that claimed they were lucky had a significantly higher rate of seeing this ad and receiving their £100 reward. Seems that luck comes down to the way you see the world to a greater degree than how much luck is actually available. Or as Shakespeare would say, “There is nothing either good or bad, but thinking makes it so.” The optimistic negotiator in me sees this as one of life’s great lessons: Entering into any of life’s conflicts with a hopeful and open mind will significantly increase the possibility that I create outcomes I can live with. It will also help me recognize outcomes that are best left unexplored. The closed and myopic world is a dark and dismal place.
Practice being lucky, people. I’m off to buy a lottery ticket.
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Power Shifts by Brian Buck
According to the International Foundation for Electoral Systems (an NGO), more than 70 nations will hold elections in 2024, representing nearly half the world’s population. Not all elections operate the same way or lead to results that are the “will of the people.” But what elections do represent is change and, frequently, a change in power, as we saw this past week in the UK with the Labour Party taking over, or even in France’s shock election, which has led to a hung parliament. Regardless of an election’s outcome, we know that power is fluid. It depends on the ability of those holding it to wield it and use it to their advantage. Knowing how to use your power is a negotiation skill that can help anyone enhance their outcome in a negotiation. However, recognizing a shift in power is not always easy. At Scotwork, when we do negotiation consulting, we spend a lot of time working with our clients to assess their negotiating power before they sit down at the table. However, power balance must be assessed throughout the negotiation, as shifts in power can be subtle. To recognize power shifts, a negotiator must be present and in the moment. What tends to happen to many negotiators is that they get so focused on their own needs that they don’t pay attention to what’s happening with the other party. That can cause them to miss cues that power is shifting — either away from them or towards them.
To recognize power shifts, a negotiator must be present and in the moment
Behavioral shifts. If the other side was collaborative to start but seems to have become more competitive, they may feel like you’re gaining the upper hand. If they start to offer more concessions, it may be because they’re losing confidence in their own position and power is shifting towards you. Stakeholder shifts. Stakeholders can create a lot of influence and power shifts even when they’re not present at the table. For instance, if your executives label the deal you’re working on as critical, you may suddenly need the other side more than they need you. Alternatively, if a new stakeholder on the other side has updated priorities, power might shift back towards you. These are just a few indicators to be aware of during your negotiations. In our negotiation courses, we discuss in more depth how to assess power and use it effectively. While power shifts during a deal may not be as obvious as the results of an election, if you’re present and can recognize them, you’ll gain more power. And one more thing: Don’t forget to use your power in these elections by going to vote!
There are several cues that can indicate that power is shifting.
Verbal shifts. Changes in a conversation’s tone, pitch, or speed can indicate shifts in the other party’s confidence. A higher pitch or faster pace may suggest excitement for an idea, which might mean that power is shifting towards you. More deliberate speech or a slower pace might indicate that the other side’s confidence has increased, which may mean power is shifting away from you.
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Rules of Engagement by Brian Buck
I’ve been working recently with a client on a large formal negotiation. In fact, there are 70 people in the negotiating room. Given the size and scope, the negotiation teams agreed on some rules of engagement to keep things organized and orderly. Their approach to the engagement can provide great lessons for even the smallest negotiations. Very few negotiations begin with a discussion around the rules of engagement. If anything, most people will assume unspoken, culturally accepted norms between parties. However, discussing how parties will go about a negotiation can help eliminate unnecessary strain, consternation, or other or other potential deal-derailing Issues. The rules they made about the large negotiation focused on key areas including publicity about the negotiation, how information and proposals will be shared, and the flow of how the talks will progress. Who’s involved — and when? The negotiation has a significant profile in its industry. As such, both parties wanted to ensure when and how certain information is made public to protect the ability of all parties to freely discuss and debate ideas at the negotiating table without fear of public scrutiny. Very few negotiations begin with a discussion around the rules of engagement
Teams working on smaller negotiations might not need to be concerned about dynamics related to publicity, but they might need to care about the dynamics related to when the negotiation gets attention from others not directly involved in the negotiation like stakeholders or decision makers. Involvement from others not sitting at the table negotiating can have an impact on the negotiation. Once others get involved, relationship dynamics among the negotiators can change. So, the more negotiators can be made aware of, or control, the timing of their involvement, the easier it will be for them to adjust and not assume bad intentions. What are the rules? The larger negotiation laid out rules for both parties, including how to introduce proposals, the appropriate times for questions and rebuttals, and topics considered to be on — and off — the record. The team clarified how larger sessions would be used versus the purpose of smaller, sidebar conversations and how they would be reported. Clarifying the rules and agreements about how the negotiation would work was crucial because the outcomes of the negotiations are binding: anything contained within them could be used for litigation or dispute- resolution. Typical negotiations may not need to be as detailed regarding rules of engagement. However, getting an understanding of what’s acceptable and important can help you avoid confusion or frustration. For instance, being very specific about what’s discussed in person versus via email might be beneficial to structuring expectations regarding information exchange. Have an understanding of how proposals are made — are they a package of items that must be considered together, or can individual proposals be made with each line item being accepted or rejected on its own? Knowing the rules can speed up the negotiation.
What’s the flow? Finally, the teams in the larger negotiation determined an agreed- upon plan for the flow of the negotiation. For instance, both sides would have an opportunity to present their opening arguments and there would be sufficient time for questions and rebuttals. They also agreed on how individual rounds of meetings would be handled, including when breaks would or could be taken. Not only did they agree on how the flow of the whole negotiation would work, but also how it could be changed if necessary. Negotiations with fewer people may not need to be as prescriptive. However, ensuring that both parties are on the same page regarding how talks
After watching 70 negotiators come together for a productive and efficient negotiation, it’s clear that talks can run much more smoothly with a little bit of planning and pre-negotiation alignment, which frees the parties to do what they need to do — negotiate.
will proceed — including how decisions will be made — structures expectations. At the very least, laying out an agenda and anticipated goals before a meeting begins can lead to greater efficiency.
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Self-Improvement
Every negotiator has room to level up and add even more value to their deals. But let’s be honest: Sometimes the biggest obstacle at the table is…ourselves. Reflecting on what you’re bringing (or dragging) to the table can make all the difference.
Unsolicited Opinions by Brian Buck
most of the time, when people give unsolicited advice, it’s not because they’re judging me — it’s because they’re trying to prove something to themselves.
Back-to-School can bring about an onslaught of unsolicited opinions and advice — from what supplies to buy to which extracurricular activities your kids should be involved in to how much screen time they’re allowed. It can be overwhelming. Worse yet, it can lead to resentment and frustration, which can ruin an otherwise meaningful moment for you and your family. I often joke that I was a much better parent before I had kids. Without kids, parenting appeared to be a series of binary choices and dos and don’ts. It all seemed logical and straightforward. In reality, nothing about parenting is straightforward. It’s hard!
With that, here are 3 considerations that help me deal with unsolicited advice and opinions…
Reframe the advice. Deal with unsolicited advice tactfully by reframing it as an opportunity to learn more about the person offering it. Get curious about why they’re offering it and where they’re coming from. You’ll learn a lot about their motives and priorities by taking an interest in them and not getting hung up on their advice.
It’s all about choices, nuance, and subtleties. That’s why it can feel frustrating when people offer unsolicited advice without understanding a situation or circumstance. The same can also be said for the unsolicited opinions we receive about our work, particularly
Don’t feel pressure to argue about advice you don’t agree with
See value in diverse perspectives. If a negotiator is caught up in their ego, they may reject advice out of principle. Sometimes, a piece of advice that appears irrelevant may actually prompt new ways of thinking about a challenge.
negotiations we’re involved in. In any professional negotiation, you have onlookers or interested parties. They may be your colleagues, boss, or stakeholders.
Deflect politely. Don’t feel pressure to argue about advice you don’t agree with. Instead, politely receive and deflect with replies like, “That’s an interesting point. Thank you for sharing.” More often than not, people just want to be heard, and this is a way of letting them know they’re heard without needing to further engage. Negotiating is hard enough without feeling the need to defend against every move you make with every bit of unsolicited advice you get. Hopefully, these tips help you stay focused on what’s most important.
With spectators come unsolicited opinions and judgment. How we handle those opinions can have an impact on our performance.
When I receive unsolicited advice or opinions, my frustration can turn into defensiveness. I feel judged, and I feel the need to defend my position. That often leads to unnecessary arguments, wasted time, and being distracted from what’s important. But I’ve learned that,
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Unexpected Negotiation by Brian Buck
them on tours of apartments. It was all quite exciting — until one of the parents asked, “How much is the broker charging?” This led to the second unexpected negotiation: negotiating assumptions. Negotiating Assumptions Assumptions aren’t inherently bad. In fact, we rely on them to process the world around us. However, they can become detrimental when we fail to test them, leading us to negotiate based on incorrect assumptions. This was the first apartment for any of the roommates, and their first time using a broker. They assumed that the broker was being paid by the apartment owner. When they realized that no one had accounted for the additional broker fee, they had to reassess whether the apartment was still within their budget, stalling their search once again. Since then, they’ve been careful to test every assumption, from what’s included in rent to how each roommate likes their coffee! After viewing many apartments, they finally found a cute three-bedroom that met all their priorities and fit within everyone’s budget. But as they were about to sign the lease, they noticed that the rent had increased by $100 per month. When they inquired why, the broker explained that the rent covered utilities for only three people, so with a fourth person, the rent would go up by $100 per month. This brought about the next unexpected negotiation: negotiating change. Negotiating Change When an unfavorable change occurs, many people resort to complaining. However, they don’t recognize that change is an opportunity to negotiate, and a skilled negotiator seizes the opportunity to turn the change into value.
My daughter is excited about her second year of college, mostly because she gets to live in her own apartment with friends. The search for this apartment served as a great reminder that negotiations can sneak up on you when you least expect them. We live on the West Coast, but my daughter attends school on the East Coast, so it was important for her to find an apartment before she moved back home for the summer. She didn’t want to handle this task virtually, and her soon-to-be roommates felt the same. At the start of their search, their only criterion was to find an apartment — preferably a two-bedroom — that the four roommates could share. However, as they delved into the process, each roommate began to express additional preferences that were important to them. This led to the first unexpected negotiation: negotiating priorities. Negotiating Priorities Most of our commercial negotiations involve balancing the needs of ourselves and others. However, many people enter a negotiation thinking only about their own priorities, which can lead to chaos and stress as other stakeholders start to weigh in with their needs too. During the apartment search, my daughter and her roommates had to do a hard reset on their priorities. With every apartment they viewed, they discovered a new priority that hadn’t been mentioned before. This slowed their search and put them under even more time pressure as the school year neared its end. In hindsight, they all realized that they should’ve established what was important to each of them before beginning their search. This would’ve saved time, stress, and irritation.
To help them find an apartment, they enlisted the services of a broker. Almost immediately, the broker began sending them listings and taking
When the roommates learned that their rent would be going up, they grew frustrated with the broker. The broker had known all along that there were four roommates! My daughter recognized that the broker wouldn’t want to lose this deal
— which included a commission from the landlord and his broker’s fee.
(This was such a proud- papa moment for me.) She suggested that if the broker were to decrease his fee by $1,200 (the annual increase in rent), they would accept the $100
a month increase and sign the lease. The broker agreed.
My daughter and her roommates learned some valuable negotiating lessons in finding their apartment, and they reminded me of a few as well. The biggest lesson? Expect the unexpected.
When the unexpected happens, don’t panic or complain. Instead, look for an opportunity to negotiate.
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The Seven Deadly Sins of a Negotiator, Part 1 by Brian Buck
Envy In negotiations, envy presents itself as focusing excessively on what the other party’s getting rather than what you need or want. If negotiators are more concerned with ensuring the other party doesn’t get too much, they may make decisions based on spite or resentment rather than working toward a mutually beneficial agreement. To avoid this sin, define the purpose of the negotiation. This can help mitigate feelings of envy. Clarifying desired outcomes and issues can help, but a broader view of why you’re at the negotiating table can ground your talks in something more meaningful than just a tally sheet of wins or losses. Lust In negotiations, lust can be seen as a yearning for something desirable that clouds judgment. A negotiator may focus excessively on winning a particular concession or prize, while ignoring broader or long-term goals. This can lead to agreeing to unfavorable terms or missing more advantageous outcomes. To avoid this sin, define your desired outcomes clearly. Know what a good deal looks like and specify your limits. That way, when tempting opportunities arise during the course of a negotiation, you can evaluate their value in comparison to the desired outcomes. This will help you stay focused on your needs and not get sidetracked by immediate gratifications. These are the first four deadly sins of a negotiator. I’ll explore wrath, gluttony, and sloth in my next post. In the meantime, remember this: These sins are easy traps to fall into, but they can be avoided if you’re purposeful and mindful during your negotiation. Avoiding these sins allows you to reap the benefits of creating valuable deals in less time while strengthening relationships with the other side.
With Halloween around the corner and this being contract renewal season, it’s a great time to talk about the seven deadly sins of a negotiator. These are sins that all of us commit from time to time, but depending on your circumstances, they can put your deal in mortal peril. Pride In negotiations, excessive pride can manifest as overconfidence or arrogance. A negotiator may believe they hold all the power or that their position is unassailable, leading to inflexibility or dismissiveness toward the other party’s interests. This can result in missed opportunities for collaboration or create unnecessarily competitive talks. To avoid this sin, park your ego and evaluate your power without bias. Start by looking at what you want out of the negotiation — and what you might want to avoid. Then, put yourself in the other side’s shoes and do the same evaluation. Ask others on your side to help you evaluate the balance of power and test your own assumptions. This will give you a more accurate view of your power and keep your pride in check. Greed Greed is the desire for excessive gain or advantage. In negotiations, it can appear as trying to extract too much value from the other party, pushing for terms that are overly beneficial to your side without considering the balance of the deal. This can lead to a breakdown in trust or even the entire deal if the other side feels exploited. To avoid this sin, keep the negotiation’s outcome top of mind. Even if you find yourself in a position where you can extract far more value than you need, consider that if you’re too greedy, you might be setting yourself up for a difficult long-term relationship or subsequent negotiations. Instead, keep your greed in check by focusing on creating deals that everyone can support.
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