If there’s one lesson we should learn from these European election results, it’s this: Nigel’s Farage negotiation skills played a role in Brexit Party winning the election.
If you want to express yourself, you have to do it in a civilised manner instead of throwing milkshakes and calling people that disagree with you fascists or racists.
Negotiation skills are important in both informal day-to-day interactions and formal interactions. And just like in most other communications, negotiation is much more than the words you speak. Your demeanour, body language, and non-verbal cues all collectively play a role.
As you step into a meeting, be aware of the psychological impact words and actions can have. Most training courses on negotiation suggest using psychological cues to show empathy. In today’s hyper-connected and increasingly competitive market, the ability to negotiate effectively is more highly valued than ever before.This ability, in turn, can lead to beneficial agreements.
How you behave reflects your core values. When the things that you do and the way you behave match your values, life is usually good – you’re satisfied and content. Consistent positive behaviour reflects your integrity, honesty, and reliability.
Trade partners, suppliers, and customers are more likely to trust you if you are consistent and reliable. This doesn’t mean being perfect. Being consistent and reliable assures others you can be trusted when you point out the challenges you’re likely to face in implementing an agreement. Consistency projects a reliable commitment to address said challenges.
When your historical choices are consistent, you may gain a psychological advantage since your partners feel they know you and can trust your word. Other negotiators may be more willing to make concessions when they know you are trustworthy.
First impressions count and may have an impact on the outcome of the negotiations. In most deliberation instances, you may want to choose to dress for power.
Most business settings are nowadays relaxed on dress codes. However, a bold, professional look may convey your reliability and trustworthiness. A well-groomed, appropriately dressed negotiator psychologically projects the image of someone who:
Psychology courses can prepare negotiators to read body language to direct and influence deliberation outcomes. Body language goes both ways. You need to be mindful of your own body language as well as that of others. To gauge the psychology of others in discussions, study the following:
Take time to know the people you’re deliberating with. Before the meeting begins, engage in small talk to see how others behave when not under pressure. Look for signs such as:
Observing body posture and facial expression in a neutral context forms a baseline. This baseline is useful for making comparisons during the meeting.
Seek out deviations in behaviour when discussions reach critical moments. Watch out for signals that might suggest engagement, disengagement, withholding, deception or stress.
Engagement behaviours may include:
Disengagement and withholding behaviours may include:
Stress behaviours may suggest bluffing, irritability and discomfort. Some stress indicators include:
Detecting deception requires noticing a pattern break. If the words are inconsistent with the pattern break, believe the pattern break, and probe further. Most people are uncomfortable lying, so keeping the spotlight on the lie and the deceiver often pays off.
One instance of leaning back doesn’t mean someone is disengaging or losing interest. Expert courses on negotiation train attendees to interpret gestures in clusters rather than in isolation. A perceptive negotiator looks for at least three signals that seem to reinforce the same non-verbal message.
Too many believe that crossed arms suggest inflexibility and a putting up of barriers. Yet, someone may cross their arms when the room temperature drops, or when they’re talking to themselves. Thus, it is important to consider context alongside the gestures.
When you have a baseline, as discussed above, you are likely to have a clearer evaluation of gestures to measure against.
While non-verbal cues can point to intent, words have unmatched power. Words can enhance your power of perception and boost your influence in consultations. The right words have the power to alter the psychology of those you’re in discussions with.
To drive talks towards a mutually beneficial collaboration, start using partnership terminology. In fact, don’t even call your meeting a negotiation. Call it cooperation, partnership, or collaboration. Others may subconsciously condition their thinking to reach the same goals.
Use plural pronouns, especially in the first person. In one study, it was found that words like ‘we’, ‘us’, and ‘everyone’ have a subliminal effect in getting people to work together. With a collaborative mindset, deliberators are likely to find it easier to create value and work towards win-win agreements.
Studying the psychology of other negotiators can work to your advantage. People don’t always say what they mean. In deliberations, it’s important to decode what others are saying. It’s equally important for you to communicate clearly with both words and actions.
Use body language, smart dressing, consistency, and partnership terminologies to affect the psychological mood of your negotiations. Read others’ psychology to get a great deal, create mutually beneficial agreements, and build lasting relationships.