The secret to negotiating to get everything you want.

You receive a job offer, but the salary isn't what you hoped for. Or you get a bid for a project, and it's below your expected price. Instead of accepting the deal in disappointment or reacting by offering a different price, Molly Fletcher suggests it's time to start a conversation.

Fletcher, the author of the book A Winner's Guide to Negotiating: How Conversation Gets Deals Done He stated: "Any price is negotiable."

Unfortunately, most people don't ask for the right thing. A recent survey by Salary.com found that only 44% of respondents negotiated for a better salary.

Fletcher argues: "And companies are happy when you don't negotiate. Very few companies offer a generous salary right from the start."

So how do you get a price you're happy with? Fletcher suggests that master negotiators always do these five things well when negotiating a deal:

1. Define the scope of operations.

Fletcher argues that doing your homework and understanding the market is only half the battle. This means knowing what you want, understanding the competition in your industry, and considering the ambiguities in every deal, such as reimbursement costs, vacation time, promotion or pay raise deadlines.

Fletcher shared: “Skilled negotiators also build a 360-degree awareness; they know the other side’s goals, needs, gaps, values, and fears. This data becomes even more valuable when your strategy is revealed through the negotiation.”

2. Find common ground.

People often approach negotiations with their cards held close to their chests, unwilling to reveal too much too soon. But according to Fletcher, arriving at the negotiating table with a suit of armor can ruin negotiations. Instead, she suggests people take the time to find common ground.

For example, while negotiating a deal with Atlanta Braves General Manager John Schuerholz, Fletcher noticed famous golf holes displayed on his computer's screensaver. She recognized the 12th hole at Augusta National and asked Schuerholz if he had ever played for Augusta and what he had achieved with the 12th hole.

Fletcher recounted, “We talked about golf for 20 minutes. This allowed us to lower our guard and become more friendly. When you talk, connect, and communicate, both sides create a better foundation for discussion; the ability to truly connect is an integral part of success.”

3. Ask questions confidently.

After you receive the offer, begin the negotiation process by asking questions, but make sure your tone is pleasant to listen to. For example: “Can you tell me how you achieved that number?”, “How did you support others in that position?”, “Is there any room for maneuver?”, “Why do you think that number is fair?”.

The more data you have about their perspective, the more leverage you have to continue the conversation. According to Fletcher: “The questions you ask should help you understand why they are in the position they are in.” She also suggests negotiating directly because: “The answers allow you to better assess their perspective based on their tone of voice, pace, and energy.”

Pause briefly when asking and answering questions.

Fletcher warns against immediately responding to offers: “If they offer you X, don’t turn around and say, ‘Thanks, but I need Y.’ Why does it have to be Y? What if there’s more?”

4. Know when to pause.

In negotiations, silence is golden in many cases. After you ask a question, according to Fletcher, you should stop talking.

"Negotiations are like a big magic ball. You throw the magic ball – the big question – toward them and you need to stop. They can't do anything about it but they'll hold onto it."

Fletcher suggests that most people can't stand silence and will try to fill it, but being willing to sit quietly sends the message that you believe what you've just said. Use the power of pausing when asking and answering questions.

5. Know when to give up.

Fletcher argues that a simple mistake negotiators make is forgetting that walking away is also an option. Once you're clear about what you want, the decision to walk away or continue becomes much simpler.

According to Fletcher, “You can still leave open the possibility of returning to the negotiating table. The distance and time created by leaving can foster even greater creativity in problem-solving.”

(Translated from Fastcompany)

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