To further improve negotiations, a company could publish an internal report negotiation results newsletter that can be distributed through a secure company intranet. Each month, the person overseeing the newsletter could choose a negotiation involving someone within the company. A business journalist could interview the relevant individuals, including those outside the company if they’re willing. Using the framework taught in the company’s negotiation training course, the journalist could prepare a descriptive account of the negotiation, highlighting preparation efforts, face-to-face interactions, and subsequent implementation efforts. Several executives not directly involved in the negotiation could evaluate both the process and the outcome of the negotiation in short commentaries.
Negotiation newsletters serve three purposes: First, they put employees on notice that the company is interested in knowing how well all negotiations are handled. Second, they reinforce the key concepts and theories presented in negotiation training, thereby ensuring that the organization is using a common language for both coaching and reflective practice. Third, they force senior managers to spend some time thinking about negotiation, a process that underscores the organizational commitment to coaching.
For a newsletter to work, a company must be willing to air its failures as well as its successes. This can be difficult to put into practice, especially in a competitive environment in which everyone wants to be viewed as successful. Anyone selected for close scrutiny should be praised for their openness and willingness to contribute to the company’s overall success, or the newsletter won’t be worth the effort.
Do you monitor or report negotiation results? Share your methods in the comments.
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