Negotiation Toolkit
Quick Reference for Active Negotiations
Print this chapter or keep it accessible during negotiation preparation.
Pre-Negotiation Checklist
About Me
- What are my interests (not just positions)?
- Which interests are non-negotiable?
- What's my BATNA?
- What's my reservation point (walk-away)?
- What's my target/aspiration point?
- What can I offer that costs me little but matters to them?
- What concessions am I prepared to make?
- What will I ask for in return for each concession?
About Them
- What are their likely interests?
- What pressures or constraints do they face?
- What's their probable BATNA?
- Who is the decision-maker?
- What's their negotiating style?
About the Deal
- What objective criteria apply (market rates, precedents)?
- What issues are on the table?
- Where might we create value?
- What's the timeline?
- What tactics might they use?
Core Principles
| Principle | Meaning |
|---|---|
| Separate people from problems | Attack the issue, not the person |
| Focus on interests | Ask why, not just what |
| Generate options | Brainstorm before deciding |
| Use objective criteria | Anchor to fair standards |
| Know your BATNA | Your power comes from alternatives |
Key Numbers to Know
Before negotiating, fill in:
| Item | Your Number |
|---|---|
| Your target (aspiration point) | __________ |
| Your bottom line (reservation point) | __________ |
| Your opening offer | __________ |
| Your BATNA value | __________ |
| Market rate / fair value | __________ |
Useful Phrases
Opening
"Before we discuss numbers, help me understand what's most important to you."
"I'm looking for something in the range of $X to $Y."
"Based on my research, $X seems fair for this."
Asking Why
"Help me understand why that's important."
"What's driving that number?"
"What would need to be true for you to be flexible on that?"
Making Offers
"I'm proposing $X, based on [rationale]."
"I could accept that if we could also include [something else]."
Responding to Offers
"I appreciate the offer. I was expecting something closer to $X."
"That's quite far from what I had in mind. Can you walk me through how you arrived at that?"
Countering Tactics
"It seems like there's time pressure here. What happens after the deadline?"
"I'd like to continue, but I need a respectful conversation."
"Let's focus on the data rather than positions."
Concessions
"In the interest of reaching agreement, I can move to $X — but I'd need [something in return]."
"That's a significant concession for me. What can you offer on [other issue]?"
When Stuck
"Let's step back. What are we each really trying to achieve?"
"Can we take a break and return to this fresh?"
"What if we approached this differently?"
Closing
"If we can agree on $X, do we have a deal?"
"I'm prepared to commit today if we can finalize these terms."
Tactic Recognition
| Tactic | What It Looks Like | Response |
|---|---|---|
| Anchoring | Extreme first offer | Re-anchor with your own number |
| Time pressure | Artificial deadline | Verify; ask what happens after |
| Good cop / bad cop | One harsh, one friendly | Address as a unit |
| Limited authority | "My boss won't approve" | Ask to meet the decision-maker |
| The flinch | Dramatic reaction | Stay calm; ask questions |
| Silence | Not responding after your offer | Wait; don't fill the silence |
| The nibble | Extra asks after agreement | Say no or ask for something |
| Take it or leave it | "Final offer" | Test it; often not final |
Concession Strategy
Rules:
- Never concede without getting something
- Concede slowly
- Make concessions smaller over time
- Know your concessions in advance
Pattern:
- First concession: Largest
- Second: Smaller
- Third: Even smaller
- Final: Minimal ("I've moved as far as I can")
Value Creation Checklist
- Do we value things differently? (trade opportunities)
- Can we add issues to the negotiation?
- Are there contingent arrangements that would help?
- Can we adjust timing or terms?
- Are there non-monetary elements of value?
- What costs me little but helps them?
- What costs them little but helps me?
When to Walk Away
Walk away if:
- Their best offer is worse than your BATNA
- They're negotiating in bad faith
- Trust has broken down completely
- The deal isn't good for you
Walk away gracefully: "It doesn't seem like we can find terms that work for both of us. I appreciate your time."
Leave the door open: "If circumstances change, I'd be happy to revisit this."
Post-Negotiation Review
After every significant negotiation, ask:
- Did I achieve my key objectives?
- What did I do well?
- What would I do differently?
- What did I learn about them?
- What did I learn about myself?
- What patterns am I noticing?
Quick AI Prompts
Full prep: "Help me prepare a negotiation strategy for [situation]."
Role-play: "Let's practice my negotiation. You play [other party]. Start as if we're opening the discussion."
Tactic response: "They said [quote]. How should I respond?"
Offer analysis: "Analyze this offer: [details]. What should I counter with?"
Script help: "Write a script for me to [ask for raise / counter their offer / etc.]."
The Essentials
- Prepare — The work happens before the conversation
- Know your BATNA — Your power comes from alternatives
- Understand interests — Yours and theirs
- Create value — Expand the pie before dividing it
- Stay principled — Hard on problems, soft on people
- Be willing to walk — No deal is better than a bad deal