Many deals that look good on paper never materialize into value-creating endeavors. Often, the problem begins at the negotiating table. In fact, the very person everyone thinks is pivotal to a deal’s success–the negotiator–is often the one who undermines it. That’s because most negotiators have a deal maker mindset: They see the signed contract as the final destination rather than the start of a cooperative venture.
What’s worse, most companies reward negotiators on the basis of the number and size of the deals they’re signing, giving them no incentive to change. The author asserts that organizations and negotiators must transition from a deal maker mentality–which involves squeezing your counterpart for everything you can get—to an implementation mind-set—which sets the stage for a healthy working relationship long after the ink has dried.
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