Business and Best of Intentions

Suppose you’re the chief of police and you have to hire a new hostage negotiator. Are you going to hire someone who genuinely wants to help people and is motivated by strong ethics, or are you going to choose a selfish person with different motives? That’s an easy choice, right? So, why do people behave like the latter during business negotiations?

When you think about how your business intentions affect a negotiation, you should aim for a positive outcome where neither party feels as if they have been swindled. You already run an honest, transparent business on a daily basis, so why change into a shark in the boardroom? As Marcus says, “Don’t compromise who you are.”

When entrepreneurs enter negotiations, there shouldn’t be any outcomes they haven’t planned for. You have to let the other party acquire something they want, so you need to know how much you’re willing to give up. You should also know exactly what concessions you want from them. Negotiation is a success when both parties receive enough good to justify the bad. Or, as Marcus puts it, “The best deals are when both parties that come to an agreement feel just a little uncomfortable.” But, when one party enters into a negotiation with tricks up their sleeve, different motives, or misinformation meant to give them the upper hand, their business intentions aren’t to reach a mutual agreement. They just want to win, and that’s bad business.

“Whatever anybody says or does, assume positive intent. You will be amazed at how your whole approach to a person or problem becomes very different. When you assume negative intent, you’re angry. If you take away that anger and assume positive intent, you will be amazed.” (Nooyi, 2008). That’s why having the best of intentions is paramount in negotiations. If either party isn’t coming to the table to reach an agreement, there’s no reason to have a discussion.

When you enter into a negotiation with the other party’s priorities in mind, you will have a better idea of what they are willing to give up. That will help you get what you want. If you are transparent in what assets you are offering, it can help avoid a potential legal case accusing you of operating in bad faith. Your business intentions are closely tied to your reputation, so working in good faith can help you make deals in the future.

If you are starting to feel ignored and the negotiation starts feeling dragged out, start questioning if they have the best of intentions.

If the person you are negotiating with mentions repeatedly that they have to run decisions up the flagpole, or if they say that their company rules won’t allow them to offer something you want, reassess the situation or ask to speak to someone with more power.

When you feel like a deal is just about to get locked down, people who aren’t operating with the best of intentions will sometimes move their position at the last minute to get you to make one more concession. That’s why it’s crucial to set clear, achievable business intentions before negotiating occurs. John Golden, CEO of Huthwaite, an international training provider, explained, “If the negotiation is going smoothly and both sides are in it for a win-win outcome, such a demand may be regarded as a dirty trick.” (Nicholas, 2011).

When asked about the biggest negotiation mistake he’s seen, Marcus responded, “The worst thing you can do in a negotiation, and I see people do this all the time, is to withhold information.” Don’t try to be secretive with relevant information.

People with the best of intentions are eager to make a deal and won’t keep the other party waiting. If you can’t send a detailed response quickly, let the other party know when you will be in touch with them.

Let the other party know what your business intentions are without making them ask. This will let them know that you aren’t messing around, and it will make negotiating faster.

No matter who is negotiating for your company, they should have the ability to say yes or no. When someone without enough power to answer questions shows up to deal, it sends the signal that you aren’t valuing the other company’s time.

The tips above can help you identify whether someone has the best of intentions and wants a successful deal, but sometimes a deal just won’t work for both parties. If the numbers don’t work for you, the most courteous and considerate thing to do is to walk away. If you’ve presented yourself as someone who gave it their maximum effort and had the best of intentions the whole time, there shouldn’t be any hard feelings. Be honest about your business needs when you are negotiating, and if you can’t get them, tell the other party the truth. Marcus always says, “People respect you more if they get the truth as opposed to a bunch of fluff.”