Once you have thoroughly prepared, defined your goals and developed alternatives (see Part 1), the decisive moment arrives: the negotiation. This is where it becomes apparent how well you have prepared – and how skilfully you use language, body language, arguments and tactics. Negotiations are more than just an exchange of numbers: they are a stage for interests, relationships and strategic decisions. In this second part, you will learn how to confidently represent your position, use psychological effects and avoid typical negotiation mistakes.
- First impressions count The way you start the conversation can have a decisive influence on how it proceeds. Pay attention to: Punctuality and appearance: Confident, but not arrogant.
Body language: open, calm, present.
Small talk: Use the first few minutes to create a pleasant atmosphere – sympathy makes it easier to reach agreement later on.
Negotiations, especially with external partners, also thrive on personal impressions. If you build trust, it will be easier to address critical issues later on.
- Emphasise your own interests rather than positions Negotiating does not mean stubbornly demanding a figure. Instead, it is about explaining your own interests: Instead of: "We will pay a maximum of £70,000."
Better: "We have a fixed budget based on previous projects – we have to stay within that."
This avoids confrontation and shows your motives at the same time. It creates understanding and opens up space for creative solutions.
- Active listening as a negotiation tool Good negotiators don't just talk – they listen. Pay attention to: Word choice and nuances: What is really being said?
Body language: How confident does the contractor appear?
Unspoken words: Are there any indications of hidden interests?
By actively listening (asking questions, summarising, mirroring), you signal respect – and gather valuable information at the same time.
- Control the negotiation framework Whoever controls the framework of the conversation often has the upper hand. Use the following techniques to your advantage: Reduce time pressure: Don't let yourself be rushed. "We don't want to make any hasty decisions here."
Take notes: This signals seriousness.
Group topics: Instead of discussing each point individually, it is better to discuss groups of topics – such as "service package," "schedule," "price," etc.
This will help you stay structured, even if the conversation becomes emotional or complex.
- Make targeted use of anchoring effects The anchor effect describes a psychological phenomenon: the first number mentioned often influences the entire framework of a negotiation. For example, whoever makes a price offer first often unconsciously sets the "starting point" for all further considerations. Tip If you are well prepared, set the anchor yourself (e.g. by offering an introductory price).
If the contractor anchors first, immediately put it into perspective, e.g. "That is significantly above what we consider to be the market rate."
- Use silence strategically An often underestimated but very effective tool: silence. Many people tend to fill gaps in conversation immediately – often with unwanted concessions. Use pauses to: Signal thoughtfulness
Give the other person an opportunity to continue talking
Strengthen your own position without exerting pressure
The important thing here is to be able to persevere, even if it feels uncomfortable.
- Recognise tactics – and neutralise them Experienced contractors occasionally use specific tactics. Examples: “Good cop/bad cop” – Two representatives deliberately play opposing roles.
Apparent disinterest – to unsettle you.
“Final offer” – Building pressure by creating a false sense of urgency.
Do you recognise these games? Stay calm, don't react emotionally, stick to the facts – and if necessary, counter with a friendly but firm response.
- Develop creative solutions Haggling over numbers does not always lead to the desired result. Better: think creatively. Examples: Instead of price reductions: negotiate longer payment terms or additional services.
Instead of fixed deadlines: Incorporate bonus/penalty rules for adherence to deadlines.
Instead of a flat-rate offer: suggest tiered contracts or options for later expansions.
This creates win-win situations – and both sides can walk away from the negotiation feeling good.
- Record agreements in writing immediately Nothing is more annoying than a "misunderstanding" after intensive negotiations. Therefore, the following applies: Record everything important immediately – ideally together.
Make agreements binding – even verbal agreements.
Clarify who will deliver or complete what by when.
Ideally, a concrete next step should be agreed upon at the end: "We will send you the draft for review by Friday."
- Keep an eye on the relationship Negotiations with contractors are often the beginning of a longer working relationship. Therefore, the following applies: Fairness pays off – short-term tricks can destroy trust in the long run.
Maintain respect – even if the contract is not awarded.
Give feedback – e.g. why a decision was made one way or the other.
A good tone and transparent communication lay the foundation for future projects.
Conclusion: Successful negotiation means steering wisely, not winning A successful negotiation is not a battle, but an intelligent conversation between partners with sometimes differing interests. Those who are prepared, listen, think tactically and still remain human will more often arrive at viable solutions – with contractors who are happy to work with you again.