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DON’T make small talk with this type of negotiator

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Negotiation touches every part of our lives. Relationships in business and in our personal lives are negotiated. And the skills to do it effectively can often mean the difference between getting what you want or losing out. You don’t get what you deserve, you get what you negotiate!

In the second section of the book, How to be a Great Negotiator, written by property economist, investor and developer Neville Berkowitz, the 26 different personality traits of negotiators you are likely to encounter in the course of your negotiating career are identified. Over the next few weeks we will recommend ways of dealing with each type of negotiator.

(Courtesy of PersonalEmpowerment.co)

6 The analytical negotiator

Analytical negotiators are all logic and no emotion, especially during the initial fact-finding part of a negotiation. “Just the facts, please. No sales pitch, no hyperbole, no strategy. Just the accurate and provable facts in black and white, please.”

Analytical types are serious, rational, precise, focused, businesslike, nonreactive, but not necessarily assertive. They are rational and methodical while collecting information – self-disciplined and self- controlled, like soldier ants building a nest – busy, busy, busy! They tend to understand money, time, savings, conserving resources and, to a lesser degree, realisable market opportunities capable of creating profits in the short- to medium-term.

Analytical types dislike, don’t “get,” and don’t work well with flashy, enthusiastic, or smooth-talking sales-type negotiators. They also don’t “get” or work well with the big picture, big idea, visionary type of negotiator. Their focus is not on the visionary big picture, but on the grounded and practical application. They prefer and work well with straightforward, detail-oriented, attentive, cooperative negotiators. Their method is gathering fundamental facts and relevant details about an issue, product, or service and its past performance or future potential which can help them understand how things work, what is essential, what is possible, what is needed, and whether or not to move forward with the negotiation.

Analytical types tend to be sceptical, detached, and aloof, following strict procedures and keeping rigid timetables. They are usually very security-conscious. They look at data, numbers, and information, and see patterns, trends, and probabilities. They are astute in identifying glitches and weak links, in assessing losses and making necessary, often ruthless, decisions for the good of the project or company. They are often sent by higher-ups to investigate and to gather and process information, which they then pass on to their bosses or a larger group for decision making. But they are not as good at long-term creative visioning or at identifying opportunities to be developed over time. Nor are they good at encouraging, inspiring, and bringing out the best in others.

When dealing with analytical negotiators, it serves your interests to accommodate their style and their limitations. Do your best to have all the relevant information at hand in a presentable form for them to analyse, assess, and pass on to their superiors, if need be. Be patient and cooperative as they question, analyse, and investigate you in minute detail. Just answer questions and present the requested materials and facts in a businesslike manner.

With analytical types, it’s generally best to be rigorously honest, revealing the pros and cons. They will likely unearth all the relevant details in their investigation anyway. If they uncover unsavoury information you have hidden or withheld, it will damage your credibility and create suspicion and mistrust in them of you and whatever service or product you represent.

With analytical types, reporting upwards any positive or negative impressions they have, especially with regard to issues of trustworthiness, will be respected and usually accepted by their bosses.


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