Understanding Body Language in Negotiation

We all know that the best price doesn’t always correlate with the best value. But we’re often still taught (or instructed) to negotiate for price instead of value. So, it’s time we talk about how we can rethink negotiating along the price-value matrix. Firstly, to get the best value, you need to understand what your values are. If you value having the lowest price, then congratulations – we’re done already! But if your value depends on factors like quality, ethics, or how quickly you can deliver, then you have a different base from which to negotiate from. Next, you need to evaluate how your supplier’s values align with your own. In other words, where is their primary focus? The more aligned your values are, the simpler the negotiation becomes, and the fewer compromises you need to make. Speaking of which, decide what you’re willing to compromise on before you enter the negotiations. 💡 For example, if your focus is ethics, are you willing to bend on quality or price or delivery? Understanding which values, you can and cannot be flexible on will help you negotiate confidently and effectively. In a nutshell, to negotiate for value, you must first understand your values. #Negotiation #BestAdvice #Procurement #Value

Off late I have helped many professionals negotiate CTC > 1 Cr Here is what I have learned Negotiation changes once the number crosses ₹1 Cr. It’s no longer just about money. It’s about value. Below ₹1 Cr, you negotiate on salary. Above ₹1 Cr, you negotiate on impact. No one pays ₹1 Cr for skills alone. They pay for clarity — for someone who can move the needle. At that level, it’s not “What’s my CTC?” It’s “What problem will I solve?” People who reach that stage know their numbers. They know their worth, but more importantly, they know what they bring to the table. Negotiation happens quietly. It’s not about showing another offer. It’s about showing results, patterns, proof. You don’t say, “I deserve more.” You say, “Here’s the value I can create.” That’s the difference. That’s what gets you past ₹1 Cr — and keeps you there.

Most people treat a job offer like a take-it-or-leave-it proposition…Big mistake…👀 When a company extends an offer, they’re not just offering you money—they’re inviting you into a conversation. A negotiation. And how you handle that conversation can set the tone for your entire career there. Here’s the key: be curious, not combative. Questions to Ask After Receiving the Offer: To understand the offer: • “I really appreciate this offer—can you walk me through how you arrived at this number? It’ll help me better understand the framework.” • “What’s most important to the company in this compensation package—base salary, bonuses, equity, or benefits?” • “Are there opportunities to adjust parts of the package to better align with my contributions and market trends?” To uncover flexibility: • “If we were to explore adjustments, which areas would have the most flexibility?” • “How does this package compare to others for similar roles in the company?” • “What would it take to get closer to [specific figure or benefit] given the responsibilities we’ve discussed?” To gather more context: • “Does the team see this role as a critical growth driver? How can the compensation reflect that?” • “How does this package reflect the impact I’d be expected to deliver in the first 6-12 months?” • “What incentives are available for exceeding expectations in this role?” How to Propose Your Own Terms: Frame it as mutual problem-solving: • “I’d like to explore how we can adjust this package to better reflect the value I bring while aligning with your goals. Here’s what I had in mind…” • “Would it make sense to discuss a structure like [specific proposal] that better reflects the market for this role?” Anchor high with rationale: • “Based on my experience, the scope of this role, and market benchmarks, I was expecting something closer to [specific number or range]. How can we work together to close that gap?” • “For a role at this level with the impact we’ve discussed, I typically see packages in the range of [specific number or range]. Does that align with what’s possible here?” Be collaborative with priorities: • “I’m flexible on some elements of the package but prioritize [e.g., base salary or equity]. Could we explore adjustments in that area?” • “If adjusting the base salary isn’t possible, could we look at [specific alternatives like sign-on bonuses, stock options, or vacation time] instead?” Close with curiosity and an invitation to collaborate: • “How do you feel about this proposal? Is this something we could explore together?” • “What would you need from me to make this adjustment work on your end?” • “Are there other creative ways we can structure this to get closer to what I’m looking for?” The key is to make it clear you’re not demanding—you’re problem-solving together. This keeps the tone professional, collaborative, and respectful while ensuring you advocate for what you’re worth. #joboffer #negotiating #knowyourworth

If you "win" a negotiation at the expense of the other side, you've already lost. Early on at @Cityflo, we had to convince bus operators to partner with a company with no track record. We realized that the best deals aren't about logic; they are about empathy. Understand what the other person values, what success looks like to them and find the win-win that benefits you AND them. The goal is never just to sign the deal. It's to build a partnership. If you can empathise with them and make them empathise with you, you'll build a lasting partnership In Game Theory, there is a concept of a Repeated Game, where the best action is different from that of a Single Game. And business is all about Repeated Games. If I could recommend one resource, it's Never Split the Difference by Chris Voss, a former FBI negotiator, who talks about viewing negotiations as non-zero sum.

Here's the #1 key to negotiation: (Few salespeople get this) Knowing your value and believing it. That's the secret. When you understand and believe in the value your solution brings to your clients, you can defend your pricing with conviction. When you know a client will be better off working with you than without you, you can negotiate from a position of strength. This requires understand their current challenges, pain points, and what they stand to lose if they do nothing. What's the cost of inaction if they do nothing? If the cost of inaction is significantly greater than the investment of your solution, you immediately have leverage. This also requires understanding exactly what they will gain if they partner with you, and what outcomes your solutions will deliver to them individually and to their business. When you know exactly why a client NEEDS to buy and can articulate the precise value you bring, negotiations become much easier. Always remember that this deal is good for THEM, not you. With this mindset you will avoid commission breath entirely.

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.

I used to hate negotiating… Until this one perspective shift allowed me to form stronger, more mutually beneficial partnerships 👇 Realizing that good negotiations aren't about winning or losing. They're about building trust and finding ways both sides can win. How do you do that? ✔️ Listen more than you speak. Understanding their needs and priorities is the best way to determine if the partnership is a good fit for both. ✔️ Communicate your value proposition clearly. Lay down what you bring to the table and how it benefits the other party. ✔️ Ask open-ended, insightful questions. Avoid the “are you…” or “do you…” questions, and ask how/why instead. This gives the other party more runway to share their thoughts. ✔️ Reframe the conversation to focus on shared goals. Shift the focus from “what I want” to “what we can achieve together.” The best deals I've made came from having genuine conversations with the other person. 

Most VCs think negotiation is about tactics. About the perfect one-liner. About playing hardball. → Wrong. Negotiation is “strategy, not spontaneity.” It’s about: - Knowing the value of what you bring to the table - Reading the room before anyone says a word - Winning trust while securing terms that matter Here’s the framework to change that: 1️⃣ Know Your BATNA (Best Alternative to a Negotiated Agreement): → Before stepping into the room, map out: - The worst deal you can accept. - Your fallback options. Why? Because the side with the best alternative always has more leverage. 2️⃣ Research Like Your Deal Depends On It (It Does): → Dive deep into: - What the other party values most (not always money). - Their constraints, needs, and goals. - Use this to frame your pitch as their solution – not a favor. 3️⃣ Start With Questions, Not Offers: → Ask, don’t assume: - What are their non-negotiables? - What challenges are they trying to solve? -Great negotiators listen more than they talk. Why? - The more you understand, the more power you have. 4️⃣ Anchor High – But Stay Flexible: → Set the tone with a strong opening offer. -But always leave room for collaboration. - A rigid stance kills deals faster than a bad offer. 5️⃣ Use Silence as a Tool: → Say your piece – then pause. - Silence creates tension and forces the other side to fill the gap. - Often, that’s where the real value lies. 6️⃣ Focus on the “Win-Win” (But Don’t Lose Sight of the Math): → It’s not just about closing the deal. → It’s about securing terms that work ‘today and 5 years from now.’ Negotiation isn’t luck. It’s a system. Thoughts? #startups #negotiation #deals #capital

Most negotiations don’t fail because people lack arguments. They fail because people argue the wrong thing. This carousel isn’t about clever lines or pressure tactics. It’s about how value is actually created in real negotiations. Here’s how to read what you’re about to swipe through. 1. Start with value, not position Most negotiators defend positions. Great negotiators explore value. When you start with yes or no, you shrink the pie before the discussion even begins. When you start with what does this unlock, new options appear. Think of a supplier pushing price versus one exploring delivery timing, risk reduction, or volume planning. Same deal. Very different outcome. 2. Separate people from the problem When people feel attacked, they protect themselves. When they feel respected, they collaborate. This isn’t about being soft. It’s about keeping the conversation productive when stakes are high. You can be firm on the issue and respectful with the person at the same time. 3. Trade — don’t concede Concessions leak value. Trades create it. If something has value to the other side, it has value back to you. Giving something away just to move on trains the counterpart to wait for more. 4. Make value visible If value isn’t visible, it doesn’t exist in the decision. Cost reductions. Risk removed. Time saved. Revenue protected. This is where negotiations become a math problem, not a debate. 5. Use trust as a currency Trust isn’t nice-to-have. It’s measurable. High trust lowers transaction costs, speeds decisions, and reduces the need for legal safeguards. Low trust does the opposite — and both sides pay for it. 6. Design the decision — don’t push it People resist conclusions they didn’t help shape. Strong negotiators don’t push outcomes. They design choices, scenarios, and options — and let the counterpart choose the path. 7. Think long-term, even in one-off deals Short-term wins often destroy long-term value. A simple test: Would you accept this deal again? Would you recommend this counterpart? SMARTnership negotiation isn’t about being nice. And it’s not about being tough. It’s about creating measurable value, reducing risk, and building outcomes that last. Negotiation is a skill — not a talent. And it can be learned. #negotiation The Program on Negotiation at Harvard Law School World Commerce & Contracting BMI Executive Institute BMI Alumni Executive Club UCLouvain I BMI Executive Institute AAU Executive - MBA and HD at Aalborg University Tine Anneberg Gražvydas Jukna Juan Manuel García P. Jason Myrowitz Tiffany Kemp Moïse NOUBISSI Said A. ,(MBA, EFQM) Francisco Cosme Dr. Tarun Rochwani

The other day I found myself in what was supposed to be a fee negotiation… The CEO and I had already agreed on the commercial framework. Then HR became involved. “We’re not paying that.” “No problem,” I replied. “What are we trying to achieve? What’s the problem we’re trying to solve?” “The problem is your fee. All our other suppliers charge 15%.” I asked a simple question. “Would you be open to me showing you what we do differently, and why our fees are structured the way they are? Then you can decide whether it’s worth paying differently.” The response was immediate. “No. I just want the same fee as everyone else.” At that moment, the negotiation stopped. Because that isn’t a negotiation. A negotiation requires curiosity. It requires both parties to be willing to understand the other’s position before deciding the outcome. If one side has already decided the answer and has no interest in discussing value, outcomes or differences, you’re not negotiating. You’re simply asking someone to discount. Those are two very different conversations. As Warren Buffett famously said: “Price is what you pay. Value is what you get.” If nobody is prepared to discuss the value, don’t call it a negotiation. Call it what it is: a request for a discount. To their credit, the story didn’t end there. Later that day, they picked up the phone and apologised for the way the first conversation had been handled. We had a laugh about the fact that everyone has the occasional bad day. With a fresh conversation, we were able to properly explore what each of us was trying to achieve… …And we found a compromise. The CEO was happy. We were happy. HR were happy. Most importantly, the organisation secured the executive search partner it wanted. That’s what good negotiations look like. Not forcing the biggest concession. Not winning. Not losing. Just two parties willing to reset, understand each other’s perspective, and find a solution they can both stand behind. +++ Experience has taught me that the fastest way to kill a negotiation is to make price the only thing you’re willing to discuss. Because the best commercial relationships are built on shared outcomes. The worst are built on shared discounts.