WHAT IS LEADERSHIP?
Leadership involves influencing, motivating, and inspiring individuals/teams to achieve shared vision, goals, and objectives. For this to be successfully done, a Leader should possess the following key qualities/characteristics:
- Good vision
- Emotional intelligence
- Strategic thinking skills
- Strong communication skills
- Decisiveness
- Ethical behaviour
- Resilience
- Passion
- Collaboration
One of the critical deliverables for any Leader is either negotiating on behalf of the Employer or Team or Chairing such a process between parties
WHAT IS NEGOTIATION?
It is a Dialogue between 2 or more parties. It involves exchanging information, making offers and concessions for mutual benefit. Negotiation aims at finding a solution that satisfies both or all parties’ interests, needs, and goals.
More importantly, it is a give-and-take process requiring collaboration, creativity, and willingness to give in when necessary.
TYPES OF NEGOTIATIONS
- Business – Contracts, deals, partnerships, sales, marketing.
- International Relations – Diplomacy, treaties.
- Personal relationships – Agreements, conflict resolution.
- Employment – Salary, benefits, promotions, transfers, terminations (internal involving employees at Works Council level or external involving unions / National Employment Councils or tripartite bodies).
Leaders play a critical role in ensuring ethical considerations that promote good negotiations. Some of these are:
- Honesty – Truthful and transparent.
- Integrity – Consistency in words and actions.
- Respect – Dignity and empathy for others.
- Fairness – Avoid exploitation.
- Accountability – Taking responsibility for actions and decisions.
- Confidentiality – Protective of sensitive information and maintaining privacy.
- Responsibility – Faithfully representing own stakeholders.
- Sensitivity – Respecting cultural diversity, norms, and values.
- No Deception – Do not hide information or make false submissions/promises.
- No Coercion – Avoid undue force or threats.
Apart from ensuring that all ethical considerations are taken care of, a Leader also has to promote elements of effective negotiations, which include the following:
- Stronger Relationships through greater trust, understanding, and respect of each other.
- Increased Collaboration and Satisfaction through problem-solving and innovative solutions.
- Declaration of Peace through conflict/dispute resolution and meeting of minds.
- Encouraging Critical Thinking through analyzing information, evaluating options, and informed decision-making.
- Focusing on Value creation through mutually beneficial outcomes and more focus on what matters.
- Time and Resource Saving through prevention of lengthy legal battles (positive impact on the bottom line).
- Managing Stakeholder Expectations and preventing future misunderstandings and conflicts.
- Boosting Participants’ confidence through the ability to express one’s interests and needs.
- Enhance Communication through active listening, clear expressions, and understanding of different perspectives.
While there are several negotiation strategies that a Leader can adopt when getting into a negotiation process, the two main ones are:
- Distributive Negotiation Strategy (i.e. “Win-lose” or “Competitive” negotiation):
- It aims at achieving a larger share of the pie for oneself / party.
- Involves making extreme opening offers.
- Using time pressure and deadlines.
- Focusing on one’s own interests and needs.
- Making gradual but small concessions.
This strategy can result in a winner-takes-all outcome but may damage relationships and faith between parties.
- Integrative Negotiation (“Win-win” or “Collaborative” negotiation):
- Seeks common goals and interests to find a mutually beneficial solution.
- Involves sharing information and being transparent.
- Explores creative options and trade-offs.
- Focusing on the bigger picture and long-term relationships.
- Most preferred negotiation strategy.
This strategy often results in a more satisfying and sustainable outcome for all parties and is therefore the preferred strategy.
KEY TACTICS / PRINCIPLES FOR NEGOTIATION TO BE ADOPTED BY A LEADER / CHAIR. “Credibility is Everything – A leader must be highly credible”.
When engaging in Negotiation or chairing a Negotiation process, the Leader assumes a critical role to ensure the following among the Negotiators:
- Understanding Stakeholder Needs – Leader should establish the following:

- Who are the Stakeholders in the Negotiation?
- What are the priorities in this negotiation?
- Highlight challenges/concerns
- How will this negotiation assist address the challenges?
- Any non-negotiables?
- Indicate desired long-term interests.
- Honesty and Transparency – Promote sharing of information openly and representing facts and positions accurately.
- Power Management – Clarify Critical Issues to be covered during the negotiation and abide by them.
- Sincerity – Encourage Negotiators to be genuine and authentic in their words and deeds and demonstrate expertise.
- Use Time to Advantage – Take time to think before responding/making submissions.
- Listen Actively – and empathetically to understand all parties’ concerns and needs.
- Build Trust – use a collaborative approach and communicate effectively.
- Focus on Interests – not positions – separate the people from the problem. Explore the real needs and desires.
- Respect – Value all parties’ needs, interests and perspectives.
- Be Flexible – and adaptable and consider other views
- Relationship Building – Focus on mutually beneficial solutions and create relationships that transcend beyond the negotiation.
- Encourage Strategic Thinking for Strategic Concessions – and compromises to achieve the desired results.
- Create value by tailoring proposals to meet their needs
- Manage expectations to avoid misunderstandings and mitigate any potential conflicts.
- Ensure all stakeholders are on the same page
- Focus on the most important issues.
- Demonstrate credibility
- Use interpersonal skills to create the climate for positive and effective exchanges in negotiation
In leading/chairing a Negotiation, a Leader’s communication and interpersonal skills are critical. The Leader should:
- Articulate issues clearly – Express thoughts, needs, and expectations clearly and concisely to all.
- Be Empathetic – Show understanding and appreciation of the parties involved
- Observe body language and non–verbal communication and deal with it.
- Be mindful of tonality and pitch of voice and remain calm and respectful even under provocation
- Be sensitive to cultural differencesand be adaptable
- Be a Moderator and not a Player
- Maintain a Positive attitude anda constructive and optimistic mindset.
THE POWER OF A LEADER’S PERSUASION SKILLS IN NEGOTIATION
WHY PERSUADE?
- To Influence the parties involved
- Helps to build Trust among the Negotiators
- Creates Value
- Addresses concerns of all parties
WHEN TO PERSUADE?
- Early stage of Negotiation; when setting the tone
- At rapport building and when parties grandstand.
- When addressing Objections.
- On Closing the Deal
USING PERSUASIVE LANGUAGE
- Be Confident and Passionate
- Be empathetic to both Parties’ concerns
- Show enthusiasm and conviction in your message.
- Listen Actively and respond thoughtfully to build trust and strengthen your argument.
A Leader should also be a good Listener when negotiating or Chairing a negotiation.
ELEMENTS OF GOOD LISTENING
- Give Attention
- Avoid interruptions
- Paraphrase and summarize
- Seek clarity through open-ended questions
- Reflect on emotions and control discussions
- Don’t be judgmental
- Give constructive feedback
A Leader should also acknowledge that sometimes Negotiations can be difficult and should therefore be on the lookout for this.
Who Are Difficult Negotiators?
- Bullies: Aggressive and pushy.
- Stonewallers: Unresponsive and un-cooperative
- Naysayers: Constantly negative and critical
- Jugglers: Always changing their story or demands
- Howlers: Emotional and loud, often using tantrums
HOW A LEADER CAN MANAGE DIFFICULT NEGOTIATORS / NEGOTIATIONS
- Leader to stay calm and composed.
- Acknowledge all parties’ emotions but avoid taking their behavior personally.
- Set clear boundaries – firmly but politely tell the Negotiators that you won’t engage in discussions that involve yelling or disrespectful behavior.
- Take a break – if necessary, take a temporary break to calm down tempers and then re-group.
- Focus on interests – try to understand the underlying concerns or needs driving their emotional behavior.
- Encourage them to talk and share their perspective, helping to diffuse tension.
- Seek creative solutions / alternative options that meet both parties’ needs.
- Maintain a positive attitude: stay open-minded and focused on finding a mutually beneficial outcome.
- Know When to Walk Away: Be willing to end the negotiation if it becomes unproductive or toxic and seek Arbitration.
In as much as the Leader can do everything well for possible successful negotiations, there may be traps that come into play, which the Leader must be aware of.
Traps are common pitfalls, tactics, or strategies that can undermine the negotiation process, thereby resulting in undesirable outcomes. These are:
- Authority: Over-valuing an opponent’s position because of their title or status e.g. CEO, Worker’s Committee Chairman, etc.
- Anchoring: Relying too heavily on the first piece of information offered (the “anchor”), and ignoring subsequent data when making decisions.
- Scarcity: Overvaluing something because it’s scarce, rather than focusing on its true value.
- Framing: Being influenced by the way information is presented, rather than the information itself.
- Sunk cost: Over-emphasizing past investments rather than considering current circumstances.
- Fairness trap: Prioritizing fairness over other interests, leading to unrealistic expectations.
- Reciprocity trap: Feeling obliged to concede because the other party made a concession.
- Misrepresentation: Especially by those who claim to hold powers that they do not have.
- False compromises: Appearing to agree to a solution, but turning around to plead ignorance.
- Options Trap: Being overwhelmed by too many options, leads to indecision.
- Price Anchoring Trap: Focusing too much on the initial price, rather than the overall value.
- Nibbling: One Partyunconsciously makes small concessions that add to significant losses.
- Take-it-or-leave-it attitude: Being presented with a binary choice, rather than exploring alternative solutions.
- Confirmation Bias: Seeking information that confirms one’s existing beliefs, rather than considering diverse perspectives.
- Emotional Trap: Letting emotions drive decisions, rather than objective analysis.
- Hidden Agendas: Failing to recognize underlying motivations or interests that may impact the negotiation and final decision.
- High-Pressure: One Party being rushed into a decision, rather than taking time to consider their options – normally happens when negotiations have dragged on for long.
HOW A LEADER CAN AVOID TRAPS IN NEGOTIATION
- Do not descend into the Arena – Remain neutral and objective.
- Set clear goals and limits: Establish the possible walk-away points and don’t compromise your core focus.
- Separate the people from the problem: Focus on interests, not positions, and avoid personal attacks on each party.
- Watch for anchoring tricks: Be aware of initial offers or extreme positions meant to manipulate each other.
- Don’t make concessions too quickly: Take time to think before responding to demands or proposals.
- Use objective criteria: Base your arguments/recommendations on facts, data, and industry standards.
- Use time to your advantage: Take time to think, and don’t rush into agreements. Call for small breaks if necessary.
- Be aware of emotional manipulation: Recognize attempts to exploit your emotions, such as guilt or fear.
- Use objective criteria and not emotions: Base your arguments on facts, data, and industry standards.
- Don’t fall for false compromises: Be cautious of “middle ground” proposals that may not be in any party’s best interest.
- Look for packages, not individual issues: Consider the overall package and how individual issues impact the whole.
- Stay flexible and adaptable: Be open to creative solutions and adjust your approach as needed.
- Stay vigilant, think critically, and maintain a collaborative mindset to get the best results.
- Communicate clearly and effectively.
- Use interpersonal relations for positive influences
HOW A LEADER CAN IMPROVE CHANCES OF SUCCESS IN NEGOTIATION
“Win Through Actions, Not Arguments”
- Select the Negotiating Team carefully based on their skills and knowledge.
- Use Emotional Intelligence – recognize and manage your emotions and those of the other parties.
- Establish a connection/rapport and use that to advantage.
- Be authentic and transparent – honest and vulnerable communication builds trust.
- Share relatable examples and anecdotes during negotiation – storytelling helps.
- Connect with all parties on an emotional level –emotions drive decisions.
- Be enthusiastic and compassionate – demonstrate genuine belief in your proposals.
- Distinguish constructive from destructive feedback and focus on the positive.
- Be observant of non–verbal cues from both parties and seek either clarity or affirmations to your thoughts.
- Anticipate objections and think of possible workarounds to avoid grandstanding and unnecessary deadlocks.
- Ensure Agreements are fully and accurately captured.
- Follow up to ensure timely and full implementation of Agreements – this helps in the future.
HOW A LEADER SHOULD CLOSE OFF THE NEGOTIATION
- Summarize and confirm the Agreement.
- Ensure alignment of both parties.
- Address any possible lingering final concerns.
- Show enthusiasm and positivity for implementation.
- Ensure all terms and conditions are clear and understood.
- Agree on the next steps and timelines for implementation.
- Express appreciation and gratitude for participation in the process.
- Complete and obtain the necessary signatures on the Agreement.
- Follow up to ensure Implementation of the agreement.
CONCLUSION
- The effectiveness, Success, or Failure of any negotiation largely lies with the Leader.
- Starting from a standpoint that you are equal sets the tone for successful negotiation as it lays the foundation for:
- Trust
- Respect
- Adherence to good communication and professional ethical practices
- Negotiation is a double-edged sword, it can make or break a relationship depending on which approach is adopted.
- Once negotiation rules are set at the beginning, these must be abided by, or else indicate penalties for breaching them – especially in a case of endless disruptions to the negotiation process leading to its continuous failure.
Prisca Nyamupachitu