Extreme Negotiations

CEOs and other senior executives these days must manage countless complex, high-stakes conversations across functional areas and divisions, with alliance partners and critical suppliers, and with customers and regulators. The pressure of such negotiations make them a lot like U.S. military officers in an Afghan village, fending off enemy fire while trying to win trust and intelligence from the local populace. Both kinds of leaders face what the authors call "dangerous negotiations," in which the traps are many and good advice is scarce. Although the sources of danger are quite different for executives and officers, they resort to the same kinds of behaviors. Both feel pressure to make quick progress, project strength and control (particularly when they have neither), rely on force rather than collaboration, trade resources for cooperation rather than build trust, and make unwanted compromises to minimize potential damage. The authors outline five core strategies that "in extremis" military negotiators use to resolve conflicts and influence others: maintaining a big-picture perspective; uncovering hidden agendas to encourage collaboration; using facts and fairness to get buy-in rather than grudging support; building trust; and focusing on process as well as outcomes. These strategies provide an effective framework with which business negotiators can change their thinking ahead of the deal as well as their actions at the bargaining table.

• Communication strategy
• Managing conflicts
• Power and influence
• Negotiation strategies
• Crisis management