Define the objective. We cannot reach renegotiation with a generic problem. We must consider in advance which points of the contract we need to modify and focus only on those, detailing the possible solutions we want to achieve. But, in addition, it is important to analyze very well if what we are proposing we are going to be able to fulfill and that the solution we propose is viable. Prepare an argument of possible questions and answers to inspire confidence. That is, if you are asking for a deferment of payments, develop a list of possible objections from your interlocutor with their answers (why will it be more viable in a few months? What actions will allow you to pay in a few months?) . And if during the meeting a question appears that you had not fallen on, it is preferable to ask for time to study it before answering anything that could compromise you.
Think of the other. In the ideal negotiation, you have to pursue the win-win (everyone wins). In a renegotiation, at least try to mitigate the negative impact that your request has on the other, "because you have to think that the other party is going to find an unintended situation and that, at the very least, it will surprise him," he says. José María Llauger, manager and technical director of Aicon, management consulting. And for this there are three keys:
Acknowledge the harm. It is important to play with the psychology necessary to make the other see that we put ourselves in their shoes and that we understand that we are causing them a problem. Phrases such as:
"I am aware that this is a problem for you".
"I understand that all this causes you a disservice".
Offer some compensation. To mitigate the impact of the bad news, look for the way in which you can compensate the damage you are causing to the other, it is about, as Carlos Cortada, professor of Negotiation and Conflict Resolution at EAE, reflects, “to focus the renegotiation agreement on soften the effects on the other. You must show initiative and that you have been concerned about minimizing the impact ”: expanding the number of orders, extending the contract, guaranteeing the payment of part of the debt, reducing risks, improving quality, speeding up deliveries, they can be some solutions.
But be firm, because in this case you cannot offer a win win. Think of renegotiation on the terms that it may be worse to do nothing. You have to convince yourself and convey that it is the best option and, perhaps, the only way out. Use phrases like:
"I propose this to you because I am in this situation, but if you do not accept it, I cannot guarantee the payment of what I owe you / the supply in the agreed conditions".
"My situation is viable in this way and even causing harm to you, it is the way in which I will cause the least harm to you".
Take care of your mood
The need is what marks the ideal time to start a renegotiation, but be careful, it is essential not to wait too long: on the one hand, so that you still have negotiation margin before falling into contract breaches and, on the other, so that emotionally you do not you are desperate, something that can affect your bargaining power.
"When the initiative is taken to propose the renegotiation, it is important to carry out an exercise of emotional control so as not to transmit anguish, fear, anger or any other emotional signal that prevents the achievement of what is intended," says Mercedes Costa, director of the Center of Negotiation and Mediation of the IE Business School. Do not fall into the feeling of guilt or loss of confidence so that all this does not damage your self-esteem and, by extension, limit your ability to convince the other.
Change the metric. It is convenient to choose a negotiator who is different from the one with whom you have agreed the first conditions, to avoid any personal connotation. Now, you have to be tactful enough not to arouse suspicion. The important thing is that we meet with those who have decision-making power.
With decision. It is true that you are in a seemingly weak situation, but it is important to convey decision, forcefulness and conviction. Convince yourself that it is the only viable alternative for both of you: your benefit is clear but you must convey to the other that there are no more options:
"I assure you that if there was another option, I would not ask you for this effort".
"I am aware that I am causing you a significant damage, but it is the only option that I see possible with the current numbers".
No haggling. It is important to listen to the possible alternatives that the other party may propose to us, but also to make it clear that we have no room for maneuver and that we cannot lower the bar. That is, if in a negotiation you start from a higher goal to reach a lower one, in a re-negotiation this is unthinkable, because it is assumed that there is a real need behind: if you enter into haggling games or lower your pretensions, you can transmit the image that you have actually tried to deceive him.
Fountain:
http://www.emprendedores.es/
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