Should Unsuccessful Negotiators Be Discarded?

Have you ever wondered if every negotiation is destined to be unsuccessful? Sometimes, the trail of negotiations can be marked with frustration, struggle, and unsatisfactory outcomes. Could these negative experiences stem from the negotiator themselves, or is the failure due to a lack of connection with the other party? In this article, we will delve into the nuances of assessing negotiators and whether their performance should lead to their dismissal.

Understanding the Dynamics of Negotiation

As a seasoned negotiator, my career as a CEO required me to engage in negotiations almost every day. Some might describe these interactions as pure wins, but in the realm of mergers and acquisitions, it is more often than not a win/lose scenario. One party will always leave the negotiation table less than satisfied. Through my experience, I had to master the art of deciphering body language, tone, and emotions, all while maintaining my own control and composure.

The key to successful negotiation lies not just in understanding the other party but also in projecting a determined, yet composed presence. Early in my career, I found myself wanting to unmask my true emotions, but it was a crucial skill to learn to keep those emotions in check. This included mastering non-verbal cues such as body language, facial expressions, eye movements, and even breathing techniques.

Dealing with Unsuccessful Outcomes

Sometimes, despite my best efforts, the negotiation would not go as planned. I was aware that there would be times when I would come in second, but it was a valuable lesson to accept these losses gracefully. My train of thought was simple: not every negotiation is a win, and it is essential to evaluate both the process and the outcomes.

The question then arises, should unsuccessful negotiators be discarded or offered a second chance?

Assessing the Situation

Dismissing a negotiator solely based on a single failed negotiation is too hasty and often not fair. If the negotiator has shown a genuine effort and faced unexpected challenges, then it might not be appropriate to dismiss them. On the other hand, if a negotiator repeatedly fails to achieve results and lacks the necessary skills, it may be reasonable to consider their departure.

The decision to dismiss a negotiator should be made on a case-by-case basis, taking into account all relevant factors. For instance, if the unsuccessful outcome was due to external factors overwhelmingly influencing the negotiation, it might be less about the negotiator's competence. Conversely, if the poor performance persists, it might indicate a lack of necessary skills or understanding of the negotiation process.

Case Studies

Looking back, during my CEO tenure, I spent roughly 90% of my time in negotiations. My staff members have taken over these responsibilities, and they, too, face the challenges of managing complex negotiations. Would I fire a negotiator who did not always emerge victorious? Absolutely not! Reflecting on my past experiences, I recognize that not every negotiation concludes with a clear win, and they often manage to secure more wins than losses in the long run.

This perspective is rooted in the understanding that successful negotiation is not about achieving 100% wins, but rather about making strategic and intelligent decisions. It is about recognizing the bigger picture and understanding the value of each negotiation process, even when the immediate outcome is not what was hoped for.

In conclusion, dismissing unsuccessful negotiators should be approached with caution and considered on a case-by-case basis. Evaluation should take into account the circumstances, the negotiator's efforts, and their ability to navigate complex situations. By doing so, organizations can foster a culture of continuous learning and improvement, ensuring that negotiations remain effective and productive.