How can you create influence and leverage for yourself in negotiations?

Is there a negotiation skills way to counter the power held by your counterparts in negotiations?

There is a method that you can consistently develop power for yourself whilst simultaneously countering the authority of your counterparts. If you consistently apply this technique, you will be rewarded with a significant development in the quality of the transactions that you conclude.

Much has been written about the authority that can be found in negotiations. Here are some examples of the things that might provide you with some authority, which you would have come across in your sales negotiation training:

* Status & position (you or your position may be held in high regard)

* Physical appearance (you may be big physically or be deemed to be physically appealing)

* Organisational rank (your business may be considered powerful)

Whilst the aforementioned are instances of some of the things that may confer authority on you or your counterpart in negotiations, without a shadow of a doubt, a very important factor to developing power for yourself in negotiations is to develop alternatives. You will never have as much authority in a negotiation as you will have if you are not limited to one option only. If you can place yourself in a position where all you have to do is choose between options, then you will constantly guarantee that you have both authority and leverage in negotiations.

The strange thing is that whilst we do think of other options when we negotiate we are inclined to make 2 key mistakes:

1. We think about other possibilities too late in the negotiation process. Normally, we only begin to think about alternative options when we recognise that we are in a deadlock or in a tough position. The problem with thinking about alternatives late in the negotiation process is that we might find ourselves in a situation where we have no time left and then we may be compelled to agree an outcome we would have wished to avoid. The key to successfully developing options is to do so even before you start negotiating.

2. We do not really invest ourselves in creating options. Whilst we may think about options, often we do not put in place exact actions to develop these options. It is very important that once we've recognised possible alternatives that we actively engage in exploring these alternatives. If you want both power and leverage in your negotiations, then you will have no option but to explore fully all the options available to you. As a matter of fact, you may even have to create some options if there seems to be no alternatives available.

Remember that successful negotiations and creativity go together. Here's a word of warning though. Use your negotiation training, because you should carefully think about whether you should let the other side know about the alternatives that you have at your disposal. If you are in a very competitive negotiation environment then there is not much harm in letting your counterpart know that you have many options available. However, if you are in a collaborative position, it may be best to not openly disclose the alternatives available to you as this may have a counterproductive impact on your relationships.

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