What the organisation genuinely needs from a negotiation is often the harder conversation.
🔹 What does success look like?
🔹 What trade-offs are we willing to make?
🔹 What must this negotiation actually deliver?
That is the kind of conversation that tends to surface real disagreements. Better to do so before the table than across it.
When done properly, this creates the strategic clarity needed to build a robust negotiation plan, which will get you to your destination. But first:
“Where do you want to get to?”
Much like the Cheshire Cat, this is the question we keep coming back to. Because a negotiation process is only useful once you know what it is meant to achieve.
