The topic in this video is probably one of the most important one when we talk about negotiation, and that is preparation. Alone negotiations are happening like you can see on this picture up here, we have soldiers in a ditch pointing the rifle towards each other. So they're not working together, they're working against each other. And very often, the reason that we've seen this approach is not because it's a conscious choice, but in lots of cases is actually based on a lack of preparation. So when we are talking about preparation is really down to identifying our Sam model, the strategy assessment matrix, we need to identify who is it we want to work with? How do you want to work with those that counterpart that we want to work with?

And how do they actually perceive us and how do they want to work with us even look at the vertical scale and this one that shows the counterparts interest in us so the higher we go on the vertical line, the more important we might be? For the counterpart, and obviously, the lower we on the vertical line, the less important we are to the counterpart. If you look at the horizontal line that really shows how important is the counterpart to us. So the further we go out to the right, the more important the counterpart will be for us. And the more we go to the left, the less important the counterpart might be first. So if you look at the low impact, low risk, the down left quadrant, we will see obviously, that we have no real value in each other, we may not be very important to each other, there could be lots of alternative choices.

So if we end up with a counterpart down, then we can identify that's their view of us and it's our view of them. Obviously, we should constantly choose zero sum. On the other hand, we end up on the right corner and in the top saying high impact, high risk, we are very important to the counterpart and the counterpart is very important to us. If we are in that quadrant, we should use smarter ship, not using smart ship up there. It's just utterly stupidity on Fox. Genetically, I see lots of cases where people are in that corporate, they're equally important to each other, but they still end up in zero sum.

So when we talk about preparation, there's a lot of items we need to identify to prepare. But I've just listed the essential 11 points that are crucial. In the negotiation manual. Chapter Two, you'll see the whole list of items that are crucial to prepare, but I'll just list the 11 points. One of the first one is getting acquainted acquainted with the counterparts interest values and situation where they're coming from what what it is that they want to achieve, and what is the cost and benefits? Avoid time pressure, time is negotiable.

So somebody is telling you we need your proposal within two days, why not start negotiating already, then why two days? Why not five days? What happens if we could give it to you this afternoon, so on and so forth, casting of roles, we need to negotiate as a team, we need a head of the negotiation team, we need a calculator and we need a note ticket that is essential for success in negotiation. Then, we need to To be ready to expect the unexpected, because that's going to happen in a real life negotiation, the counterpart is going to say or do something that we couldn't predict we couldn't prepare, regardless whether we've been sitting preparing for month. So we need to happen alternative plan of strategy, then they will also need to understand how important is this negotiation and remember, and any successful negotiation could be one way you don't actually achieve a result.

So not achieving an agreement could be successful if achieving an agreement would be worse and not achieving one obviously. Then you need to know have you have all quotation and alternative and that means a list of the variables everything that is negotiable. And please remember very often we can negotiate and more variables than we immediately think we can. So think about everything you can negotiate on that could be price delivery, time uptime, quality education, you name it, that could be hundreds and hundreds of variables. And then please remember look at the big picture not at the detail, the more successful negotiator. Look at the whole whole picture.

You need an agenda both in your preparation and when you conduct negotiation with your counterpart. You need your objective What is your target? So please remember what we've been talking about earlier starting point threshold of pain and target is essential. And regardless what side of the table you might be on, you need to be very active making bits and and use the marketing face. And last but not least, back to the strategy as assessment metrics I just showed you. You need to plan and coordinate your strategy.

How do you want to conduct your negotiation