The ability to obtain maximum results from meetings in which interests conflict both in terms of content and maintaining good relations.

knows how to handle objections in negotiations
is well prepared when entering negotiations
knows what his/her objectives are and sticks to them
pays attention to both verbal and non-verbal behavior of the other person
handles objections well in negotiations

comes forward with the right argumentation at the right moment
looks for common interests in negotiations
decides on forehand what his/her limits and possible concessions will be
knows when to give in during negotiations

looks for (medium) long-range win-win situations
offers others argumentation for a good negotiation result
makes responsible concessions when possible
takes care of a proper preparation before entering a negotiation

makes sure that others negotiate within the organization's terms
makes sure that others know what the parameters for negotiations are
knows the interests and points of view of other organizations during negotiations
creates the right conditions during negotiations

Negotiating can be easily developed if the candidate has a more than average score (7,8,9) on the drives Dominance, Purposiveness and Social empathy.

Describe a situation in which your negotiation turned out differently than you had expected. What happened? What was the result?
Describe a situation in which your negotiation turned out exactly as you had planned. What happened? What did you do? Why did everything go according to plan?
Could you give an example of a situation in which you estimated the other party’s motives, wishes, or feelings wrongly?
Could you give an example of a negotiation in which you felt put under pressure? What consequences did this have for the negotiation’s outcome?
Could you give an example of a risk you took in a negotiation that turned out badly?

Prepare your negotiation talks well. What are your objectives? Which problems do you foresee and how do you plan to deal with them? What are your common interests?
During negotiations, pay attention to the other party’s words and non-verbal signals in order to figure out what their motives and interests are. Try and address these interests strategically.
Dare to say ‘no’.
Consider the effect of your behavior on others.
Check whether an obtained result is really acceptable to the other party.

Encourage your candidate to ask ‘open questions’: questions that cannot be answered with ‘yes’ or ‘no’ (and often begin with ‘who’, ‘what’, ‘where’, ‘which’, or ‘how’).
Advice your candidate to always listen carefully to others.
Encourage your candidate to invest time and attention in another person and to express this interest physically e.g. by shaking hands, looking the other person in the eye, sitting upright.
Explain the importance of being aware of the customer’s interests and, possibly, hidden agenda.
Ask your candidate to take careful notice of another person’s verbal signals and body language while talking to him. Explain that the two may diverge - which can be to his advantage.
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