How to choose a meeting time. Methodology for choosing the time and place for negotiating Etiquette of business meetings and negotiations. How to prepare a meeting room

24.08.2023

Negotiations are an essential part of any business partnership. Further work with a client or supplier largely depends on the quality of the negotiations, and it is at this stage that the main conditions for cooperation are determined.

From a psychological point of view, each of us is a unique individual. We have our own life position, views and preferences. The same applies to a person as a counterparty in the transaction process. The director, manager, financier and other officials represent a specific firm that needs specific conditions. A private client, in turn, is interested in a certain product, in a certain quantity. The people with whom you will negotiate need specifics - this is important. But along with it, there are standard methods of negotiating. They can be considered as a template, in the good sense of the word. These rules are formed on the basis of factors such as business ethics and psychoanalysis, so their effectiveness is hardly worth questioning.

So, the rules for successful negotiations include the following points:

Preparation. You must clearly understand the purpose of the negotiations even before they begin directly. Ideally, break this goal into three points: the planned result, acceptable and undesirable. For each of them, it is necessary to have their own strategy of behavior, which is launched even before the result is achieved. Let's say you see that the conversation is going in the wrong direction, and you cannot come to a common denominator with the interlocutor. Use the techniques that will give you the opportunity to get out of the situation.
Performance. At the beginning of the conversation, let the partner clearly understand who you are, what company you are acting for, and for what purpose you invited him to this conversation. This will help avoid many questions in the future. An informal digression makes sense if you really know how to communicate on abstract topics. If the conversation “about the weather” is done in so far as, insincerely, it will only be harmful, because. will be a waste of time. Which many business people simply do not have enough. Better to get straight to the point.
Understanding. Of course, in the process of negotiations, you must defend, first of all, your interests. But it will not be superfluous to look at the conversation from the side of the interlocutor. This will help you better understand what advantages of your proposal you can highlight for him. Know how to listen and hear someone else's position.
Entourage and appearance (for "live" negotiations). Make sure that the negotiations take place in a suitable place, where no one will disturb you. If this is an office, its furnishings should be businesslike. Close the door (but don't lock it) and make sure no one disturbs you. If this is a cafe, try to find a cozy place. Do not invite persons whose presence is not required to participate in negotiations. Control the time of negotiations, do not drag them out, but do not look at your watch every 5 minutes, this is a sign of bad tone and your lack of interest in the deal. As for the appearance - it should be accurate. You are holding a business meeting and you need to look the part.

In fairness, it is worth noting that on this point everything is purely individual. Often, when promoting their product or service, people create such an appearance for themselves that their interlocutor at first cannot understand who he is talking to at all. This makes it possible to play first fiddle in terms of business communication, while the other side takes the time to study you as a person. But here on thin. It is important not to overdo it, because. excessive expressiveness in style can also give a completely opposite result - a person will not initially see you as a serious partner.

positive nature of the conversation. Both you and your interlocutor are interested in mutually beneficial cooperation. It's good, isn't it? Show your positive attitude. But not with the help of a “duty” smile or sycophancy, but in such a way that the emotions are sincere. Talk about the prospects for cooperation with feeling, with a gleam in your eyes. If you do not pretend, it will be very easy to maintain such a tone. But at the same time, keep your distance. Perhaps in the future you and the interlocutor will become best friends, but at the moment you are representatives of different business parties, each of which defends its own interests.
Unambiguity. If we are talking about a financial partnership, the terms of payment for goods, etc. moments, it is necessary that all of them be clearly specified, and then spelled out in the contract and not subject to double interpretation. Signing a document, of course, is not worth it right away. Why - see the note above this paragraph.
The main thing is the details. Didn’t understand what this or that phrase from the lips of a partner meant? Feel free to ask him a clarifying question. Doubts, uncertainty, etc. Feelings must either be confirmed or dispelled. Clarifying questions in this case are the best way.
Keep a balance. Between the good and the bad cop. Another important factor is how to negotiate cooperation. Here, as in battle, it is not the one who attacks who is strong, but the one who holds the blow. It is necessary to defend your positions not at the expense of refusals, disputes and other negative things. It is important to demonstrate professionalism. And then the partner will be more loyal to the conditions you offer.
Keep your word. Since we are checking a partner for honesty and decency, we can be sure that he will do the same. Promise only what you can guarantee. Keep promises. More precisely, not even promises, but obligations under a future contract. Otherwise, not only moral, but also administrative (and sometimes criminal) liability will await you. Plus, it's your reputation. Don't let her get hurt.
A good end to a conversation. After negotiations, the parties must come to a joint conclusion. This may be a compromise, a preliminary agreement, sometimes a categorical disagreement of the parties with each other. But the negotiations cannot be left unfinished. Even if they were just one of the stages, after which you will have other meetings, conversations or correspondence. Treat them like you read a chapter from which you need to draw a conclusion. And, of course, keep basic courtesy. Shake a man's hand (if it's a man), smile at the lady, wish a good day. Do this regardless of the outcome of the conversation.

IMPORTANT! The result of the negotiations does not mean the decision made. The verdict on cooperation should be accepted only after thinking it over in a calm atmosphere, having discussed with your colleagues everything that you talked about during the negotiations. Especially if the interlocutor offered you options for cooperation that you had not thought about before. You need to carefully analyze this proposal, to understand whether the sounded conditions suit you. Might be worth looking for pitfalls. To make it easier to understand, keep notes during the negotiations. If you agree to a deal during the conversation itself, you can become a victim of a person with a strong charisma, due to which you will be confused.

How to negotiate with a client?

The above recommendations applied to negotiations in general. Now let's look at a few points about what line to take when communicating with the person you want to sell something to. It does not matter if it is a wholesale buyer or a retail client. For us, he is first and foremost a customer.

Find out what the client needs. What product, in what volume, for what purposes (remember the specifics). After receiving this information, let the person know that you can implement their requests.
Describe the benefits of the product. Preferably with numbers. How many components are richer in its composition, how many times this tool will help save money, etc. This will allow you to justify the price you want to receive for the product.

IMPORTANT! You must understand all the benefits, first of all, yourself. Only then can you justify them and convey them to the buyer.

If the price does not suit the client, do not complain that such cost is due to the costs of production, logistics and other items of expenditure. The buyer is not interested. It is better to emphasize once again what benefits he receives from the acquisition. Preferably financial. If there really are any, the person will gladly pay you a one-time fee in order to save money in the future. In some cases, you can offer discounts and special conditions. Which ones - calculate in advance, as well as the size of the discounts.

Benefits may include:

free shipping when buying a certain amount;
the possibility of purchasing goods in installments;
additional bonuses (3 products for the price of 2, etc.).

There are a lot of options, the main thing is that they are economically viable for you. If a buyer asks for an unrealistic discount, don't be afraid to say no. At the same time, justify your refusal, say that such conditions are simply unprofitable for you. And offer an alternative.

ADVICE: Examples of successful negotiations demonstrate the relevance of comparisons when voicing prices. “This book costs like 10 cups of coffee”, “A monthly payment for a car is equal to three dinners at a restaurant”, etc.

The main thing - do not start the conversation with the cost. First, introduce the buyer to the product (or general assortment), list its advantages, and then politely but confidently announce the price. Confidence is an important point. If a client sees that you are hesitating, he will definitely start haggling. Say the number as confidently as you say your name. When bargaining, if it still takes place, use what is said at the beginning of this paragraph. But do not rush to make the discount itself if the client says "how expensive it is." Perhaps he is just waiting for you to list him again why the product costs exactly as much as you want for it.

Do not despair if the person canceled the purchase. Perhaps he just needs to wait until the salary or find out the conditions and prices of your competitors (especially true for wholesale customers). Leave your contacts and politely say that in which case you will always be happy to cooperate.

Difficult client - who is he?

Yes, there is such a separate category of buyers. Many do not like them, but these people help sellers understand the weaknesses of their business. They represent a challenge to be accepted and an obstacle to be overcome. At the same time, these clients themselves are divided into:

rude people;

When dealing with such people, the main thing is not to succumb to provocations. Remain calm and confident. Rudeness means the absence of other arguments, and when a person realizes that shouting and accusations cannot penetrate you, he will back off himself. And all his negativity will remain with him. Or maybe it's just emotions that need not be prevented from splashing out. If a person is dissatisfied with the price, the appearance of the product, agree with him using speech turns like “Yes, you are certainly right, but let me clarify ...”. And then, despite the emotions, try to help him.

shy and indecisive people;

Such a person, as a rule, is not confident in himself and in his choice. He is haunted by doubts that you need to level. Maintain it, expand it, or vice versa, narrow down the list of options for purchase. Here it is doubly important to emphasize all the advantages of the product. If a person wants to consult with his wife or superiors, offer your help in this matter.

"wise men"

The client wants to demonstrate that he knows your product better than you do. Well, in this case, you can play his game. Show how you admire his competence, do not use harsh objections if he criticizes the product, but only offer alternative arguments. The main thing here is to find a compromise. A healthy discussion always benefits both sides.

How to negotiate over the phone?

To begin with, let's clarify - any serious transaction requires a personal meeting. Successful telephone conversations are just one of the stages of cooperation. But this stage is also very important. Let's talk about him.

Customer calls first

This already means that he has an issue that needs to be resolved. The person found your contacts, dialed the number, waited for an answer. Here your task is to politely greet him, introduce yourself, learn about the problem. This will give a charge of a certain trust when the client understands that a real person is also sitting on the other end of the wire, and a robot manager. Do not deceive his expectations. But at the same time, give the opportunity to be convinced of your professionalism, since the caller is far from always an expert in the field of goods or services for which, in fact, he called you. When you learn about his preferences, state them clearly and concisely in your own words and give the client the opportunity to agree with you. And then make an offer and arrange a meeting.

You call first

In this case, the first priority is to find out if the person has time to talk. If not, ask when you can call back, because at the moment a busy interlocutor, if not hanging up, is unlikely to pay enough attention to your offer.

The rest of the client communication script looks standard:

Introduce yourself;
Learn about the needs of the interlocutor, clarify them if necessary;
You make an offer;
Make an appointment to meet.

Separate nuances are already selected for each specific area.

If your product or service is intended for business representatives, and not corporate clients, find out from the interlocutor who in the company is authorized to respond to proposals like yours and contact this person. And then proceed according to the knurled scheme: defining the problem - your version of its solution - price issues - confirmation of interest. And use the necessary marketing moves - give information about discounts and other favorable conditions.

In practice, such telephone conversations look like this (example):

- Good afternoon, my name is ..., I am a representative of the company ..., we are selling stationery. Do you have time to talk?
Yes, I'm listening to you.
- Tell me, do you use forms for printing tax documents?
- Yes, we use it.
– That is, the purchase of such documents is relevant for you?
- Yes, that's right, what do you want to offer?
- Our company will be interested in cooperation in the supply of such forms for you. We are ready to discuss individual pricing policy and terms of cooperation.

Then the conversation will go on by itself if the person is really interested in your offer. In case of refusal, try to find out its reason and offer an alternative option for cooperation. Do not hesitate to ask questions and encourage the interlocutor to feedback. This is the only way you can build a constructive dialogue.

To negotiate, one does not need to have an innate talent, possess superhuman abilities and some special composure. Anyone can succeed in closing deals. True, provided that he will follow a few simple but effective rules.

The right tone of negotiation is dialogue

Your subordinate demands a pay rise, your supplier refuses to deliver goods on time, the bank refuses to give you a loan. You dream of going to Brittany, and your children - to Ibiza. You want to get a discount on the purchase of a house that you have long dreamed of... There are rarely days when you do not need to negotiate both professional and personal life. Even if negotiations are a significant part of your work, they still require a lot of effort to conduct them. Poorly organized negotiations can lead to a critical situation where everything is at stake. Conversely, if you skillfully manipulate their course, it can become your weapon in any situation.

To achieve good results, it is necessary, first of all, to get rid of the big delusion that negotiations and heated debates are one and the same. There is no more useless meeting than one in which each side stands its ground and tries to prove its case at any cost. Such negotiations will no doubt satisfy no one's ego. The right tone for negotiation is dialogue.

You will easily gain an advantage over your opponent if you can understand and influence him. But for this you need to learn to listen carefully. "Easy to say!" some of you will object. But what to do when the situation is conflict, the stakes are high and the nerves are strained to the limit? The answer is simple: prepare for negotiations in advance. Being in a calm environment, think it over carefully - this will help you better control yourself and end negotiations with optimal results. Do not neglect the opinion of experts who believe that the results of negotiations are 50% dependent on the quality of their preparation.

Preparing for negotiations

1. Define goals: yours and your opponent. The starting point of any negotiation is the definition of the desired goals and their ranking in order of importance. Consider acceptable concessions and how to give them, set clear boundaries for a favorable outcome of your affairs. Once you've set your priorities, try to put yourself in the shoes of your negotiating partner. Ask yourself what kind of agreement (ideally) you would like to reach, being in the place of the opponent, what concessions you would agree to. Try to determine the field for possible maneuvers.

To find answers to these questions, take advantage of people's tendency not to give out information that affects them. As the Japanese say: “If you want commercial information, ask an engineer about it; if you need technical information, contact an economist. Moreover, people who have had contact with your opponent before you (former employees, clients, competitors, secretary, etc.) can be useful to you.

To achieve the greatest possible benefit, do not limit your actions only to the search for the goals of the opposite side. It would be nice to know in advance what experience, character, temperament, education your opponent has. These details will allow you to find the right approach to the person with whom you are going to deal.

Necessary warning: do not overstep the bounds. No need to turn into James Bond or invade privacy. And finally, do not forget that the information received will relate to the rumors, opinions and impressions of other people. you will be able to clarify all this only in the course of negotiations.

2. Make a choice: win over your opponent or gain mutual benefit. Determine what type of upcoming negotiations you consider: "win at any cost" or "make a win-win deal"? The first option implies a complete victory over the opponent, the second - the satisfaction of the interests of the two sides.

The choice depends on the balance of forces of the parties, on the duration of the upcoming relationship, on the role of other persons in the implementation of the contract. Thus, the inequality of forces, the short duration of the contract or the one-time nature of the transaction are typical of the first case. For example, a customer who wants to buy a car is interested in a “good”, low price, and not in the moral satisfaction of the seller. But very often it is risky to “bleed” an opponent, because someday you may have to do business with this person again, and the balance of power may change. Then it will be difficult for you to advise anything to save the situation. Therefore, if you are aiming for long-term plans, remember about bilateral benefits.

3. Think of different scenarios. At the next stage, try to predict possible options for the course of negotiations and, as a result, their final. From this point on, your opponents a priori have an accurate idea of what concessions they are ready to make. You need to prepare for any negotiation scenario and tailor your arguments and possible retreats to suit each.

Start by identifying your partner's key points around which to negotiate. Consider every little thing. There is a good chance that you may not be ready for your opponent's next attack.

Psychologically, one should prepare for three situations - heavy, medium and easy - so as not to be confused in any of these cases. For example, do not lose the initiative if the negotiations take on a tough character, since initially you tuned in to their easy outcome. And, conversely, do not make vain concessions to a surprisingly pliable opponent. In short, negotiation, like a game of chess, is an art that requires the ability to anticipate and adapt to any situation.

4. Choose the exact words. At this stage, you have already defined your goal. But this is not enough. Do not forget that you are negotiating with a living person. And in order to be understood correctly, give arguments in the language of the listener. In order to overcome the psychological barrier of communication, it is necessary to understand the personality of the opponent. What psychological type does he belong to: affective, rational or active?

The affective type needs love and understanding. In the aspect of human relations, he occupies a dominant position. To convince him of something, prepare a warm speech using phrases that convey feelings (please, feel good, etc.). In conversation, use metaphors, examples, comparisons more often.

The rationalist, on the contrary, rejects any manifestation of feelings. He is used to reasoning, thinking, drawing conclusions. When communicating with him, replace a charming smile with a solid dossier, equipped with logical arguments. Let's get more definitions and numbers.

And, finally, the third type "works" in a businesslike way. He is very bossy and likes to dominate. It is useless to convince him with the help of lengthy speech. Be specific and back up your conversation with facts, actions, and statements. Be sure to let him know that dialogue with you does not detract from his business qualities.

If it is impossible to know in advance the main psychological traits of the opponent, try to analyze them directly during the meeting, carefully observing and listening to him. Is he impenetrable? Then in the conversation you need to take a neutral tone, a little "colored" with feelings, a little - with rationality and efficiency. This "hybrid" solution is also applicable in team negotiations when different personality types are present.

Finally, regardless of your audience, prepare to be easy to find, articulate, and deliver your arguments quickly. According to experts, the message is well remembered only after the third utterance.

Another tip is to keep it simple and direct: "A good speech includes a good beginning, a good end, and a minimum of words in between."

5. The main thing is the appearance, and the words - then. You have already put together all the arguments, but you still need to make your opponent want to listen to you. Therefore, you should not pronounce your arguments in a monotone or, even worse, in a whisper or trembling voice. Speak in a well-trained voice, pronouncing words clearly, taking care of intonation, tempo and style of speech. A good speaker also uses sign language when speaking. When the speaker looks the listener in the eyes, he not only shows him his sincerity, but also maintains his attention. Both the look and the facial expression should be appropriate for the situation. In addition, precise gestures greatly increase the power of persuasion. Also, do not sit with your arms and legs crossed. According to experts, in the language of symbols, such a pose can be interpreted as hostility or lack of confidence. If possible, do not get too close to another person - this can be perceived as a hostile attack. Use a “peaceful” posture: sit comfortably in a chair, place your feet fully on the floor, keep your hands free. Avoid violent gestures associated with the manifestation of strong emotions.

6. Find time to rehearse. If you think you won't be able to use sign language in addition to your speech, experiment ahead of time in front of the camera, colleagues, or household members. Such "training" is a good way to overcome fear of the audience and gain confidence. If your opponent is trying to embarrass or intimidate you, try this: put yourself in his shoes and consider the objections he might raise in response to your arguments, as well as the feelings he might have in response to your behavior. You will have the impression that you have "figured it out" and understand it. But one should not get too involved in the role during negotiations - often this leads to neglect of one's own interests.

On the eve of the negotiations, it does not hurt to hold a dress rehearsal in order to make sure that everything goes according to plan. This is especially useful when you are negotiating with a team: during this time, you can find and eliminate the differences that exist within the group.

7. The place of negotiations is extremely important. The organization of the meeting place is of great importance. Did you manage to get the negotiations to take place on your territory? Use this to create the desired tone in the psychological atmosphere you have set.

If you prioritize dialogue, avoid harsh lighting that can cause your opponent to become aggressive, and give preference to a round table - a symbol of hospitality. When meeting “tete-a-tete”, seat your opponent opposite you, if possible at a rectangular table.

Will you negotiate on foreign territory? Be carefull. Quite often, the opponent is seated uncomfortable, for example, in a low chair and, moreover, in front of a bright light. The goal is clear - to unsettle the opponent and undermine confidence. Therefore, if the location does not suit you, refuse the meeting. Disrupt the plans of the enemy by placing your team "shoulder to shoulder" in the form of a block, or scatter it in the "enemy ranks". Or place them closer to the corners of the table to emphasize your desire to be in control.

8. Don't trust your opponent's appearance. You perfectly own arguments, emotions, voice and gestures. You know what to do to subdue your opponent. You just have to act. The only appeal: learn to adapt to the environment.

The best negotiators will tell you that every negotiation process is different and every opponent is unique. If you have chosen a weapon in preparing negotiations, you still need to polish it to a shine, unraveling the opponent's traps, which can take many forms. Is your opponent constantly elevating your competitors? This is no doubt an attempt to denigrate you. Fight back with facts and figures. He puts you a condition: "all or nothing"? Mostly it's a bluff. Ignore such an ultimatum. Do you get new demands after each concession? To end claims, say that this changes everything and question previous concessions. Is your opponent asking an unreasonable price? Its purpose is to confuse you and give yourself more wiggle room. Don't show frustration, and instead of getting defensive, ask calmly what his premises are. During negotiations, you will learn to notice and neutralize the methods of intimidation and other tricks of the opponent.

9. Compromise. When negotiating, you need to be able to compromise. Concessions, given their colossal strategic importance, should not be too easy. This diminishes their importance. Moreover, making concessions that are inappropriate to the situation, offering them too early or too late, can make it harder to reach an agreement. Always start with concessions that are insignificant for you, carefully evaluating the progress of the negotiations. Be careful - small concessions can become very large in the long run. If possible, try to offer something that costs next to nothing to you, but is important to your opponent. Perhaps, having been satisfied with this, he will not demand more. It's also important to be very specific about your concessions so that they don't sound like a battle won to your opponent. And finally, never forget the golden rule: every concession must be accompanied by some compensation, otherwise you will soon no longer be treated with respect.

10. Don't jump to conclusions. Don't end negotiations hastily. The end of negotiations is the most dangerous moment. Fatigue opens the way for the opponent's final machinations. Referring to the fact that time is running out, the enemy demands that you immediately and decisively make the last concession, presenting it as trifling, but in fact important? Be categorical. In a calm and authoritative tone, say that you are not going to concede anything else. Repeat this, if necessary, again and make it clear that you are not going to discuss this situation any further. Do not put forward any more new arguments and do not try to explain that you do not accept the opponent's position. Did your actions not work? Threaten to refuse a previous concession - this often has the desired effect. However, this tool must be used with great care. It is undesirable to create a reputation for a capricious partner. Prepare also for the fact that the opposite side may strike the final blow by refusing to sign an agreement until the dispute is resolved. Immediately refuse further negotiations and demand another meeting. The same can be done if negotiations are not over yet. Then you will have time to think things over in a calm environment. With new strength, you will be able to resume negotiations. Whatever the case, never make rash decisions.

Natasha DUO

Meetings and negotiations are an integral part of life. One way or another, you have to interact and negotiate with people for any reason. The quality of negotiations is especially important in the field of business, after which contracts are concluded, transactions are made, a decision is made on mutually beneficial cooperation, etc. To increase the effectiveness of negotiations, you can use the lunar calendar. The lunar calendar will tell you how the zodiac sign (changes every two or three days) can affect the outcome of the negotiations.

"Fire Talks": Moon in Aries, Leo and Sagittarius

Moon in Aries- the time when many decisions are made under the influence of impulse, and the largest number of risky transactions are made. For those who do not like to take risks, do not rush.

Moon in Leo- the queen of luxury and prosperity. The period is favorable for negotiations regarding everything bright, large-scale or prestigious. Negotiations will be successful with people who are representative and authoritative, as well as with those who have profitable connections or power in any area.

Moon in Sagittarius- in terms of negotiations, it is in no way inferior to the Moon in Leo. Therefore, negotiations with influential people will be effective. However, there is a pitfall in negotiations with the Moon in Sagittarius. At this time, people are quick to realize the profits, but the level of expectations can be somewhat overstated. The reason is that Sagittarius is the focus of idealism and optimism, sometimes excessive.

"Air Negotiations": Moon in Gemini, Libra, Aquarius

Moon in Gemini- Favorable for negotiations of any type. Helps people find a common language, even on the phone.
However, Gemini is a changeable sign, circumstances, opinions, interests change ... So during the period it is worth delaying the conclusion of serious long-term deals. Changes to the agreement are possible.

Moon in Libra- a chance to make the most favorable impression, quickly win over, captivate with your ideas and come to a common decision. A great time for negotiations, as well as for any kind of presentation. And this is also the right time to mend broken relationships.

Moon in Aquarius- a good time for communication, but as for negotiations, their topic should not be too common. Aquarius is a sign of creativity and originality, therefore it connects rather creative natures, with broad views and non-standard thinking, than pragmatic people who live without interruption from reality.

"Earth Negotiations": Moon in Taurus, Virgo and Capricorn

Moon in Taurus- the best time for negotiations, if the parties concerned are guided solely by common sense. The second condition for effective negotiations in this period is a long-term perspective and reliability. Negotiations based on some dubious benefit, superficiality, frivolity, illusions, lack of specifics when discussing issues - all this reduces the effectiveness of negotiations with the Moon in Taurus.

Moon in Virgo- provokes the longest negotiations, in which the smallest details and details are discussed. At this time, people are least susceptible to suggestion and illusions, more observant, attentive and even picky. It is necessary to avoid fuss and confusion, as well as to exclude a superficial approach to business.

Moon in Capricorn- a fertile time for negotiations of people who are rational and practical by nature, as well as ambitious and ambitious. However, this is not the right time for experiments and shocking, because Capricorn is a sign of conservatism. Especially he does not tolerate hack work and unprofessionalism. Therefore, the effectiveness of negotiations largely depends on how their participants understand the topic.

"Water Negotiations": Moon in Cancer, Scorpio and Pisces

Moon in Cancer This is the Moon in her home. It affects mainly psychology, affects more feelings than reason. During this period, the aspect of sincerity manifests itself during conversations, discussions and negotiations, the need for trust and mutual understanding increases. But since such qualities as sensitivity and sentimentality are not welcome in the business world, then even the longest and most pleasant negotiations can turn out to be completely fruitless. In addition, the Moon in Cancer makes you cautious, increases anxiety about a possible mistake.

Moon in Scorpio provokes tough negotiations, when people say little, but to the point, more often insist on their own and are reluctant to make concessions. When the Moon is in Scorpio, you should not react to possible incorrect attacks from any side, since at this time the level of conflict increases. Negotiations will go more smoothly where people feel good benefits for themselves. In general, much is decided by the interest in each other of business partners.

Moon in Pisces- this is a "dark horse" in terms of negotiations, that is, it is impossible to predict their exact outcome, as well as the results of cooperation (if the agreement is concluded under the Moon in Pisces). Prepare for uncertainty. And for some negotiators, there comes a time of illusions and delusions, the risk of being deceived increases.

Negotiations are a dialogue of equal partners, and not the imposition of one's own position. Negotiators should be ready to make compromises, accept and respect someone else's point of view, argue with arguments, and not push their own opinion. In other words, you need to follow negotiation etiquette and business protocol. Knowing and observing the norms of etiquette of business meetings and negotiations helps to establish a constructive discussion, focus on solving professional problems, and minimize emotional stress, reports the General Director.

Negotiation etiquette. Preparation rules

Negotiations, unlike a business meeting, end with the signing of an agreement or at least a protocol of intent. That is why it is necessary to prepare for negotiations thoroughly, thinking over not only their content, but also organizational support. Moreover, if the choice of arguments depends on your knowledge and abilities, then the organizational support of the meeting is predetermined by the rules of business negotiation etiquette. You just need to know these rules.

Rule 1. Preliminary consultations. It makes sense to schedule negotiations only if both parties are interested in cooperation. Therefore, first of all, you need to find out the goals of the partners and determine the subject of discussion. Preliminary consultations will help to find the area of intersection of interests. When you are convinced that the partners are in principle determined to work with you, proceed to the preparation of negotiations. You can entrust this task to a special protocol group (large companies even have permanent protocol departments).

Rule 2. Meeting time. When setting a time, proceed from the estimated duration of the negotiations. It is usually convenient to choose the morning - 10 or 11 o'clock. If the event started in the morning, it should be completed no later than 17-18 hours. Psychologists and physiologists recommend holding negotiations on Tuesday, Wednesday and Thursday, since these days are the peak of a person's mental and physiological activity.

Rule 3. Meeting place. Serious business people are negotiating in an office setting. Saunas and restaurants are not the best places to make decisions. In a restaurant, you can celebrate the successful completion of negotiations or set up a business meeting to maintain partnerships and clarify mutual interests - but nothing more.

Negotiations can take place both in your office and with partners - both options have pros and cons. Communicating on your own territory is easier and calmer - just like playing sports on your own field. However, in this case, you will not avoid organizational troubles. On the other hand, psychological stress is higher in a foreign field. If companies have been cooperating for a long time and regularly negotiate, you can follow the sequence: today we are at your place, and tomorrow you are at our place. It also happens that it is better to appoint an event on neutral territory. This is useful in particular when:

partners are in a very strained relationship and none of them wants to give the other even such an advantage as their own field;
it is necessary to ensure maximum parity in the negotiations so that both parties are on an equal footing;
negotiations are planned to be confidential, and the offices of both one and the other partner are not equipped with any technical means of protecting information.

Rule 4. Composition of the delegation. The number of participants in the negotiations on each side and their official level should be approximately the same. The head of the delegation is the official who makes the final decision both on the subject of negotiations and on compliance with the approved procedure. Usually the delegation is headed by the head of the company, but there are exceptions. For example, if a specialist has a better command of negotiation techniques, or if the director has been appointed recently and has not yet sufficiently understood the situation, then another person can lead the delegation. In this case, all authority for the duration of the negotiations and all responsibility for decision-making lie with the head of the delegation, and the General Director needs to remember this. Representatives of the company must unquestioningly obey the decisions of the head of the delegation. A big mistake is to start a dispute during negotiations or to question the decision of the leader.

Rule 5. Documents and handouts. Draft of all decisions, contracts, agreements should be prepared in advance. Please note that the title of such documents must include the word "project". Consider in advance what information materials may be useful during negotiations. Important information should be at hand at the right time. Participants should not be forced to wait until the secretary finds the necessary documents or gets through to the person who has the required information. Printed materials should be prepared in sufficient quantity and in the same configuration for all participants. Excuses like "you're left with a poor-quality copy" are offensive.

In addition, it makes sense to collect in advance information about the participants in the negotiations from the partners, first of all - about the General Director. When you know everything or almost everything about your partner, it becomes easier to influence the outcome of the meeting. Any information can be useful - both about the culinary preferences of the General Manager, and about what book he recently read.

Make sure that all members of your delegation have enough business cards.

Rule 6. Souvenirs for partners. If desired, you can prepare small gifts for the negotiators. Souvenirs don't have to be bulky or expensive. It is useful to provide them with company symbols. The General Director is given different gifts, usually more valuable ones. It is good practice to warn partners about prepared souvenirs (through protocol groups or departments) so that they do not find themselves in an awkward position due to the inability to show courtesy in return.

Rule 7. Negotiation etiquette and dress code Men should wear dark suits and light-colored shirts for negotiations. The tie should not be colorful and multi-colored. It is better to opt for a dark tie with medium-sized light polka dots or diagonal light stripes. Shoes - classic black shoes with laces (oxfords); of the decorative elements, only the seam separating the toe of the shoe is permissible. Patent leather shoes or shoes made from the skin of exotic animals (crocodiles, snakes, ostriches) are unacceptable.

The best attire for women negotiating is a dark business suit (jacket with skirt or dress). In addition to the costume, it is better to choose a light shirt-cut blouse, flesh-colored transparent tights, black pumps with low heels (3-5 cm) with minimal decor. A tie like a man's, no matter how fashionable it may be, a woman cannot wear it to such events - this is the unwritten rule of the business world. A few decorations are allowed, strict and discreet. Gypsy-like earrings and any bracelets are excluded.

Negotiation etiquette

Arrive on time for negotiations. Being late is a violation of negotiating etiquette; it can be seen as disrespectful to the other party or even as an insult. If your delegation was delayed for a short time for unforeseen reasons, we must apologize. If you are more than 15 minutes late, the General Director of the host country has every right to delegate negotiations to assistants or refuse to meet that day.

Meeting with guests. If your company is the host, then by the appointed time all members of your delegation should gather in full force in the negotiation room. Guests are greeted by an employee who is not participating in the event. He escorts them to a conference room. The head of the host delegation is the first to greet and introduce himself, then the head of the guest delegation. After that, the head of the hosts' delegation invites everyone to take their seats.

Seating of negotiators. The first to take his place is the head of the delegation of the hosts. The rest are seated in accordance with the placed signs. One of the most common seating options is this. Delegations are placed opposite each other, each occupying its own (long) side of the table. At the same time, the General Directors are located in the center opposite each other. The second most important employee sits to the right of the head of the delegation, the third to the left, the fourth to the right, the fifth to the left, etc. Experts and interpreters participating in the meeting, but not part of the negotiators, are located on the left and slightly behind the head of the delegation. I note that not observing the seating arrangement prescribed by the owners and sitting in someone else's place is considered bad form. Only George W. Bush could afford such a thing when he was President of the United States. At one of the G8 summits, he unceremoniously sat next to German Chancellor Angela Merkel, taking the place of British Prime Minister Gordon Brown. The efforts of the organizers, who tried to draw Bush's attention to the cover card, came to nothing. He pretended that he did not understand what they wanted from him, and this greatly entertained the world community.

Business card exchange. After everyone has taken their seats, the head of the host country introduces the members of his delegation (regardless of whether the negotiators know each other or not). Then the head of the guest delegation introduces his team. If there are less than ten people present at the negotiations, the participants exchange business cards. Each passes his business card to a partner sitting opposite. The received card can be put in the breast pocket of a jacket or put in front of you so that you can clarify the name of a partner if you happen to forget him. This is especially convenient when not vertical tables are used for seating at negotiations, but recumbent cards. If there are many negotiators, then the exchange of business cards at the table is inappropriate. In this case, each participant must have a complete list of members of the partner's delegation (with surnames, full names and patronymics, positions). Members of delegations will have the opportunity to exchange business cards later, during a break or at the end of the meeting.

Start of negotiations. The General Director of the host country starts negotiations. He also ensures that there are no long pauses during the event. The ensuing silence can be perceived by the guests as a hint at the end of the meeting. You should not start the topic of negotiations right off the bat. First you need to exchange a few phrases on an abstract topic: about the weather, about mutually beneficial cooperation in the past. Topics that can cause controversy (religion, politics, sports preferences, national characteristics) should be excluded from the preliminary conversation. After that, the head of the host delegation proposes to move on to the topic of negotiations. The Director General may give the floor to other members of his delegation, as well as to experts and advisers. Interrupting the performance of partners is not accepted.

Breaks during the meeting. Mobile phones should be turned off during negotiations. All breaks (for example, for lunch) must be scheduled in advance. To prevent the audience from being disturbed, a warning can be hung on the door “Do not enter! Negotiations are underway." The secretary has the right to enter only at the request of the head of the hosts' delegation. If an outsider nevertheless appeared in the room, the head of the delegation of the host country should demand that he leave immediately.

Recording of the conversation. In business practice, it is customary to record negotiations. This is done in different ways: some make protocols by hand, others type them on a computer, others record speeches on a dictaphone. But to start recording, you need to notify both parties and get their consent. Both a technical officer and a member of the delegation can record negotiations.

Completion of negotiations. By the end of the meeting, you need to defuse the atmosphere. To do this, you can, for example, invite participants to take off their jackets. This initiative can only be taken by the head of the delegation of the host country. Until the official, protocol, part of the event is over (and filming is underway), it is not worth making such an offer. The initiative to end the negotiations remains with the head of the guest delegation. As a rule, negotiations end with the adoption of a decision, which is documented. From each party, the document is signed by an authorized person (or persons), after which both partners are given their own copy of the document. At the end of the meeting, a report is drawn up, which can be sent for approval to the other party. The agreements reached during the negotiations - both written and oral - must be strictly observed, since the main principle of business etiquette is to keep one's word.

At the end of the event, you can exchange souvenirs. Gifts received are not opened or considered.

Negotiations do not always end satisfactorily for both parties. Sometimes meeting participants decide to delay the signing of an agreement in order to better consider their terms or the implications of the deal. In this case, it is necessary to discuss with the partners the date of the next round of negotiations. If it becomes clear that it will not be possible to reach an agreement either now or later, you should not issue ultimatums or leave slamming the door. The head of the guest delegation should simply announce that the difference of opinion is too great, thank them for their joint work, say goodbye and leave with their subordinates.

Not every hour at his workplace a person is in the same physical form: there are ups and downs of energy, you want, that is, to sleep, and all this affects the effectiveness of communication with colleagues and partners. Our mood, even the time and place of a business meeting can affect its results.

Choosing the best time of the day and day of the week is the first step to success

business negotiations. Each person lives, but to his own metabolic clock. There are "larks" who get up at sunrise and are capable of "moving whole mountains" by ten o'clock in the morning. And there are “owls” whose biorhythm curve goes up towards the end day. They get up closer to noon, and work well after midnight, at IX), while the "larks" lose speed by the middle of the day and strive to kiss the pillow. Although most people do not entirely belong to these two categories, nevertheless, "larks" and "owls" use the largest part of biorhythmic differences. Therefore, it is desirable to know both your daily biorhythms and the biorhythms of your partner, and with this in mind, make an appointment for a business meeting. On Monday, people need time to connect to the work rhythm after Sunday relaxation. But since the week is just starting, Monday is the best day to schedule appointments. Meetings on major issues can also begin on Monday, closer to lunch, planning to complete the case by the end of the week.

On Tuesday, the body works “at full capacity”, so you can safely plan important meetings for this day. However, we should not forget that on Tuesday the human psyche is somewhat “wound up”, excitability is increased, aggressive character traits are more clearly manifested. Therefore, it is better to postpone all controversial cases and negotiations for another day, as well as making decisions that require tact, gentleness and compliance.

On Wednesday we have a chance to constructively solve many problems. Business active rhythm contributes to a good mood. On this day, thought works quickly and accurately. So do not miss the moment to solve large-scale problems. If there are things to do in the week, the success of which depends on

your communication skills, the ability to establish business and personal contacts -

schedule them for Thursday. On this day, new acquaintances are easily made, commercial negotiations, meetings with friends and acquaintances are successfully held. People are more willing to communicate, ready to listen and understand each other.

On Friday, there is usually a slightly increased emotional sensitivity, so unrestrained people may have breakdowns. This day usually does not give unexpected reasons for additional tension of thought. At the end of the Friday meetings, people cannot immediately figure out what to do next. So serious business, on Friday it is better not to start and not decide. Meetings on Fridays are especially undesirable, where unpleasant information or criticism of one or the other side is possible. Otherwise, over the weekend, the news will be overgrown with rumors and exaggerations, so that the resumption of meetings and negotiations next week will be marked more by a bad mood than by the desire to correct the mistakes made.

If critical negotiations are held in the first days of the week, before dinner or before going home, then the negotiators get a breather and an opportunity to cool down before they see each other again. They also have a chance to gather their strength and feel normal again by the end of the week.

Maximum susceptibility depends on nutrition. The approach of the hour of eating involuntarily causes two things. First, it lowers blood sugar. A person feels a breakdown and a desire to eat. It's hard to take your mind off food. Also, the mood is not conducive to concentration. Feeling hungry makes people unhappy. By about eleven o'clock, the body already needs to be recharged, although there are still a couple of hours before lunch. If the time of the meeting unsettles you, then in the interval between meetings it is advisable to have something to eat, drink a cup of coffee or tea. With a herd of energy, this will cheer you up, and your guests will win over you.

No need to schedule a meeting right after lunch. Rushing to dinner is not conducive to solving serious problems. It does not hurt to know when your interlocutors usually return from lunch. By this time, add another half an hour by scheduling an afternoon meeting.

The meeting place for negotiations can largely affect their effectiveness. A meeting in your office or study challenges a person who feels his power; inspires a threat to an insufficiently influential person; is a plus for a client who wants to be confident in your strength, which can contribute to a positive resolution of his problem.

Visiting your partner's office shows your respect for him. If you are older than your partner, then this gives you additional authority. Visiting other people's places of work provides an opportunity to understand how they imagine their own strength and what impression they want to make on others. If you go to someone else's office as an equal, then there you are would raise the level of your partner.

If you are a manager visiting a subordinate's office, there is an element of oddity here, since employees do not often receive such an honor. When arranging a meeting with a subordinate in his office, do it as if, among other things, saying: “Allow me, I To I’ll drop in tomorrow at twelve o’clock to discuss something.”

A favorable environment for creating a business atmosphere can be a neutral area, such as a conference room or other room without any individual differences. Neutral territory is useful when you want to focus on business rather than self-promotion. The disadvantage of meetings in the conference room is that they are too impersonal. If negotiations here drag out or become complicated, then a lot of effort is required to make the atmosphere of the meeting somehow warmer.

Even before making an appointment, it is desirable to know more precisely how long it will take. Don't be upset if your partner has a very busy schedule, be flexible, but remember that there should be enough time not only for a day of presentation of the positions of both sides, but also for discussion and answers to questions.

If we are talking about a subject known to both parties, then the statement of the problem can be shortened, but in such a way that it is clear that the general interest will not be affected. If the meeting is going to be difficult, then perhaps you should not go into too much detail. Outline the main thing that can interest a partner, and one should strive to ensure that the information sets up a positive expectation so that the partner does not begin to focus on refusal. For this purpose, the expressions will not be superfluous: “some thoughts on this subject may interest you”, “this is due to additional profit”. The difference between the meetings "tet a tet" and. groups consists in the level of intensity of communication. When meeting alone, there is a time limit for reflection. The meeting of two people interacting in business is fraught with stress. A big advantage of face-to-face conversation, as opposed to group discussion, is that each participant has the opportunity to focus on the partner's ideas and subtext.

People have a tendency to withdraw into themselves if the idea is not theirs. Before expressing your point of view, you need to make sure that you have correctly understood the partner’s idea, and for this you need to carefully listen to his words, and not be distracted by your own thoughts. It often happens that, having started to express to your partner the thoughts you have long borne, you resort to a tongue twister, and the partner does not have time to delve into the essence of the matter.