The Negotiation Club

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FEB 3

What is Staged Authority in a Negotiation?

An AI practical discussion on staged authority in negotiation, exploring why authority breakdowns occur and why the skill only develops through deliberate practice. What The AI Explored in This Episode on Staged Authority This AI discussion reviews staged authority in negotiation using content and concepts drawn from The Negotiation Club website. It explores staged authority not as a trick or hardball tactic, but as a realistic feature of modern negotiations where decisions are layered, shared, or delayed. The discussion focused on how authority appears, shifts, and escalates during negotiations, and why many negotiations fail at the moment authority changes rather than during price or terms discussions. A recurring theme was the difference between understanding staged authority and managing it well under pressure. Try This Tactic At a FREE Negotiation Workshop Why Staged Authority Breaks Down in Real Negotiations Staged authority is often explained conceptually but rarely practised. In real negotiations, authority tends to surface at awkward moments: after concessions, near deadlines, or when pressure is high. Without practice: Authority is introduced too late Approval is used defensively rather than transparently Settled issues are quietly reopened Trust is damaged without either side intending it The AI discussion highlights that staged authority itself is rarely the problem. The problem is the lack of behavioural skill in handling authority transitions. What Most Negotiators Miss Many negotiators assume staged authority is about saying, “I don’t have authority.” In reality, it is about managing expectations, momentum, and credibility over time. The most fragile moments are often subtle: When authority is first mentioned When approval is required after apparent agreement When a senior decision-maker appears late When responsibility is shifted to someone not present These moments are easy to mishandle unless they have been practised deliberately. Turning Insight into Practice Staged authority only becomes effective when it is practised as a process skill, not a statement. This means practising: Declaring authority early and neutrally Managing approval without stalling progress Protecting closed issues during escalation Responding calmly when authority changes unexpectedly Short, repeated negotiations are the fastest way to build confidence and control around these moments. What to Practise After Listening In your next negotiation or role-play, practise stating your authority clearly within the first minute. Then introduce a deliberate authority shift later in the discussion and observe what happens to trust, momentum, and behaviour. Repeat this in short negotiations with an observer. Staged authority improves through repetition, feedback, and exposure — not through theory alone.

Feb 3

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15 min
FEB 10

How Toastmasters Inspired The Negotiation Club

Toastmasters shows why confidence comes from practice, not training. This AI-generated podcast explores why negotiation skills develop the same way through repetition, feedback, and support. What Toastmasters Teaches Us About Practising Negotiation Skills This is an AI-generated discussion, created using content and thinking drawn from The Negotiation Club’s practice-led philosophy. The episode explores why Toastmasters has been so effective globally and what that success reveals about how real skills develop — particularly skills that must hold up under pressure. Rather than focusing on theory or techniques, the discussion centres on practice as a system: regular exposure, short repetitions, observation, and structured feedback. What the AI Explored in This Episode In this episode, the AI examined: Why confidence is a by-product of regular practice, not instruction How Toastmasters normalised performance under observation Why one-off training creates awareness but rarely behaviour change The gap between knowing what to do and doing it under pressure Why negotiation skills suffer more than most from a lack of practice environments A recurring theme is that negotiation often happens behind closed doors, meaning outcomes are mistaken for skill and poor habits go unchallenged. Why Negotiation Needs a Club Model The AI discussion highlights a key difference between speaking and negotiation. Public speaking is visible. Negotiation usually isn’t. That invisibility makes it difficult for individuals and organisations to: observe behaviour give meaningful feedback build confidence before stakes are high The episode explores why a club-based model — similar to Toastmasters — provides a practical solution for developing negotiation skills over time. From Training to Practice The podcast reinforces a central idea: Training introduces concepts. Practice builds capability. By revisiting the same skills repeatedly — questioning, pausing, rejecting proposals, trading variables, summarising — people begin to perform more consistently when it matters. This is the foundation of The Negotiation Club’s approach. Important Note on This Episode This podcast episode is AI-generated and is intended to: support reflection reinforce practice-led thinking complement live negotiation practice It is not a substitute for real negotiation experience, observation, or feedback — which remain essential for skill development.

Feb 10

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18 min
08/31/2024

How to Give Time a Crescendo Effect in Negotiations

A practical conversation with Mark Davies on the Crescendo Effect and how time pressure builds, distorts judgement, and can be managed to improve negotiation outcomes. What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by negotiation trainer Mark Davies to explore a frequently underestimated force in negotiation: time pressure. The conversation centres on what Mark refers to as the Crescendo Effect—the rising tension, anxiety, and discomfort that builds as deadlines approach and decisions feel increasingly urgent. Understanding the Crescendo Effect Mark explains that the Crescendo Effect is not unique to negotiation. It is a familiar human response to approaching deadlines, similar to the pressure many people experience before exams or critical milestones. Early on, when time feels abundant, decision-making is calm and considered. As the deadline draws closer, pressure intensifies, confidence can drop, and the risk of rushed or reactive decisions increases. In negotiations, this rising pressure can quietly shift behaviour, often without negotiators realising it. How Time Pressure Distorts Decision-Making A key insight from the discussion is that unmanaged time pressure narrows thinking. As the Crescendo Effect builds, negotiators may: Concede too quickly Focus on short-term relief rather than long-term value Miss creative options that require patience Mark emphasises that recognising the presence of time pressure—both in yourself and in the other party—is the first step to regaining control. Using the Crescendo Effect Strategically The episode also explores how experienced negotiators can work with the Crescendo Effect rather than being driven by it. By anticipating pressure points and preparing responses in advance, negotiators can slow the conversation down, resist unnecessary urgency, and make more deliberate choices. When managed well, time pressure does not have to lead to poor outcomes. In fact, it can be used to sharpen focus and support better decision-making. Turning Time Pressure into Practice To practise managing the Crescendo Effect, start by identifying where time pressure exists in your current or upcoming negotiations. Ask yourself: What deadlines are real, and which are perceived? How does my behaviour change as time runs out? Where might the other party feel pressure I can observe but not amplify? A dedicated Negotiation Card on the Crescendo Effect has been created to help practitioners practise recognising and managing time pressure in a controlled setting. The card is designed to build awareness and improve decision-making under stress—before it matters in real negotiations.

08/31/2024

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20 min
09/09/2024

Negotiation Game Plan: Defining Rules of Engagement with Keld Jensen

A practical conversation with Keld Jensen on trust currency and why setting clear rules of engagement shapes alignment, trust, and outcomes in negotiations. What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Keld Jensen, negotiation expert and pioneer of NegoEconomics, to explore the role of Rules of Engagement in negotiation. The conversation focuses on what happens at the very start of a negotiation—often before numbers, proposals, or concessions appear—and why this early framing can determine whether discussions become positional, collaborative, or misaligned from the outset. Trust Currency and the Rules of Engagement Keld introduces the idea of trust currency: the value created when negotiators are clear, transparent, and aligned on how they will negotiate, not just what they will negotiate. By explicitly setting rules of engagement—such as whether the negotiation will be positional or collaborative—both parties reduce ambiguity and avoid talking past one another. This clarity helps prevent hidden assumptions and opens the door to value that is often lost in traditional, adversarial approaches. When Rules Help—and When They Don’t A critical part of the discussion is recognising that rules of engagement are not universally applicable. Philip and Keld emphasise that context matters. Some negotiations benefit from clearly stated rules; others require flexibility or a different approach entirely. The skill lies not in knowing the tactic, but in knowing when to use it and when not to. Keld highlights that certain environments—such as crisis or hostage negotiations—operate under fundamentally different dynamics, reinforcing that rules of engagement must always be matched to the situation. From Principle to Practice The episode reinforces that setting rules of engagement is a strategic choice, not a default behaviour. It requires judgement, awareness, and experience to apply effectively. To practise this skill, reflect on your next negotiation and ask: Have we aligned on how we will negotiate? Are both sides operating under the same assumptions? Would clarity at the outset reduce friction later? A dedicated Negotiation Card on “Rules of Engagement” has been created to help practitioners practise introducing and testing this concept in a structured way. The card encourages experimentation and reflection, helping negotiators build the experience needed to apply the tactic appropriately.

09/09/2024

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22 min
09/30/2024

Using ‘It’s My Birthday!’ to Influence Negotiations

A reflective conversation with Fred Copestake on how personal details, such as birthdays, influence reciprocity, mood, and decision-making in negotiations. What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by his good friend Fred Copestake to explore an unexpected negotiation moment that began with a simple statement: “It’s my birthday.” What started as a casual remark during a past negotiation practice session led to a surprising outcome—one that prompted both reflection and laughter. The episode uses this moment to examine how personal details can quietly influence negotiation dynamics. Why Personal Details Change Negotiations Philip and Fred explore why sharing personal information, such as a birthday, can shift behaviour at the negotiation table. One explanation discussed is reciprocity—when someone shares something personal, it can subconsciously encourage the other party to respond with goodwill or flexibility. The conversation also touches on mood enhancement. Celebratory or positive cues can lighten the tone of a negotiation, making parties more open, collaborative, and willing to explore agreement. Building Rapport Without Losing Credibility A key theme is the balance between human connection and professionalism. Personal details can help negotiators appear more relatable and approachable, fostering trust and empathy. However, the episode is clear that this approach carries risk. Used clumsily or too deliberately, personal disclosures can feel manipulative or insincere, potentially undermining trust rather than building it. The effectiveness of this tactic depends heavily on authenticity and timing. The Risk of Overusing Emotional Leverage Philip and Fred also reflect on the dangers of leaning too heavily on emotional cues. While Fred admits the birthday revelation influenced him more than he expected, both agree that negotiators must remain alert to how such tactics are perceived. The lesson is not to avoid personal details, but to use them sparingly, naturally, and with awareness of the other party’s reactions. Turning the Idea into Practice Inspired by the episode, a dedicated “It’s My Birthday” Negotiation Card has been created to help practitioners explore this tactic deliberately. To practise, try introducing a genuine personal milestone at an appropriate moment in a low-risk negotiation or practice setting. Observe: When it feels natural versus forced How the other party responds emotionally and verbally Whether it increases rapport or creates discomfort The aim is not to manipulate, but to understand how human moments influence judgement and decision-making. Used thoughtfully, this tactic highlights an important reminder: negotiations are conducted by people first, not positions.

09/30/2024

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17 min
09/23/2024

In My Shoes: Getting the Other Party to See Your Side in Negotiation

A practical conversation with Mohammed Teleb on using visualisation, empathy, and preparation to create clarity and unlock better outcomes in complex negotiations. What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Mohammed Teleb, a global commercial director and experienced negotiation practitioner, to explore how visualisation and empathy can shift understanding and improve outcomes in high-stakes negotiations. The discussion draws on real commercial scenarios, particularly where contracts are complex and the consequences of misunderstanding are significant. Making Complex Terms Understandable A central theme of the conversation is the use of visualisation and storytelling to explain abstract or technical contract terms. Mohammed shares examples of how narrating real-world scenarios—such as the operational impact of liquidated damages—helps counterparts understand what contractual clauses actually mean in practice. Rather than debating legal language, this approach reframes the discussion around real consequences, improving clarity and reducing resistance. Empathy and Perspective-Shifting Philip and Mohammed explore the importance of encouraging the other party to step into your shoes. This is not about persuasion through pressure, but about helping the counterpart genuinely understand how terms, timelines, or penalties affect your side of the deal. By fostering empathy, negotiators create space for more collaborative problem-solving and are more likely to uncover solutions that meet both parties’ underlying needs. Balancing Penalties, Incentives, and Context The episode also examines how negotiators can balance punitive mechanisms—such as penalties for delay—with positive incentives. Mohammed and Philip discuss how a purely punitive framework can be reframed to include rewards, for example through early-delivery incentives. The importance of tailoring communication to cultural, regulatory, and organisational contexts is also emphasised. Preparation plays a critical role here: understanding the other party’s constraints, audit environment, and internal pressures helps avoid misinterpretation and builds trust. Turning Empathy into Practice To practise this approach, focus on identifying one complex or contentious term in your next negotiation and ask yourself how you would explain its impact using a simple, real-world example. A dedicated “In My Shoes” Negotiation Card has been created to support deliberate practice of this technique. The card guides you through using storytelling and visualisation to communicate your position clearly and help the other party understand your perspective. Used consistently, this approach strengthens empathy, improves understanding, and increases the likelihood of balanced, sustainable agreements.

09/23/2024

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25 min
07/29/2024

From Panic to Poise: How to Park Issues Effectively in Negotiations

A practical conversation with John Skinner on why “parking” issues helps negotiators stay composed, protect leverage, and make better decisions under pressure. What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by John Skinner, business consultant and entrepreneur, to explore a skill that often separates composed negotiators from reactive ones: parking an issue. Drawing on decades of contract negotiation experience, John reflects on the reality that even the best preparation cannot eliminate every surprise. It is how negotiators respond to the unexpected that often determines the quality of the outcome. When Preparation Meets the Unexpected John explains that while negotiators can prepare for the vast majority of scenarios, there is almost always a remaining margin of uncertainty—the moment when an unexpected issue surfaces and creates pressure to respond immediately. These “oh no” moments can trigger anxiety, rushed decisions, or unnecessary concessions. The episode positions parking as a disciplined response to uncertainty, allowing negotiators to slow the conversation without losing momentum or credibility. Why Parking Protects Decision-Making A central theme is that parking an issue is not avoidance—it is strategic control. By parking an issue confidently, negotiators can: Avoid making suboptimal decisions with incomplete information Maintain confidence and composure at the table Create time to reassess strategy and options The discussion highlights that pushing forward when unprepared often reveals discomfort, which the other party may notice and exploit. Common Mistakes When Parking Issues Philip and John also examine where negotiators go wrong when using this technique. Parking can backfire if it is done hesitantly, overused, or not followed up properly. The episode emphasises that parking must be: Done with confidence Used selectively Revisited deliberately Failure to return to parked issues can damage trust and undermine credibility just as much as reacting poorly in the moment. Turning Parking into Practice To practise this skill, try introducing unexpected issues deliberately in negotiation role-plays and focus on how you respond in the moment. Observe: Your tone and body language when parking an issue How clearly you signal intent to return to it Whether the conversation remains on track A dedicated Negotiation Card on “Parking” has been created to support deliberate practice of this technique. The card guides practitioners through confidently pausing discussion on an issue, maintaining control, and returning with a stronger position. Used consistently, parking becomes a powerful way to manage uncertainty without sacrificing momentum or authority.

07/29/2024

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17 min
10/21/2024

Positive Risk and Hidden Value: The Role of SWOT in Negotiations

A practical conversation with Patrick Tinney on using SWOT analysis to identify leverage, manage risk, and think more strategically in negotiations. What We Explored in This Episode In Episode 17 of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Patrick Tinney, seasoned negotiator and author, to explore how SWOT analysis can be used as a strategic tool in negotiation preparation. Rather than treating SWOT as a generic planning exercise, the discussion focuses on how negotiators can apply it deliberately to shape decisions, positioning, and movement before a negotiation even begins. Why SWOT Matters in Negotiation Strategy Patrick explains how SWOT provides a structured way to understand the negotiation landscape. By identifying strengths and opportunities, negotiators can uncover leverage and potential value. By recognising weaknesses and threats, they can anticipate risk and avoid avoidable mistakes. The episode reinforces that SWOT is not about prediction—it is about strategic awareness and better decision-making under pressure. Positive Risk vs Negative Risk A key concept introduced in the episode is positive risk. Patrick describes this as the willingness to take calculated chances that unlock value or growth, grounded in a clear understanding of strengths and opportunities. In contrast, the discussion highlights the dangers of negative risk—agreements that expose negotiators to legal, commercial, or reputational issues that outweigh any short-term gain. Learning to distinguish between the two is a critical strategic skill. Turning SWOT into Practice Patrick advocates a hands-on approach to SWOT analysis. Before entering a negotiation, take time to assess: Your own strengths, weaknesses, opportunities, and threats Your team’s position The likely position of the other party This exercise helps surface hidden leverage, identify vulnerabilities, and create a more balanced negotiation strategy. A dedicated Negotiation Card on “Positive Risk from SWOT” has been created to help practitioners practise this analysis deliberately rather than treating it as a one-off planning tool. As a starting point, try applying SWOT to a recent negotiation or even your own career decisions. Notice what becomes clearer when you slow down and examine the situation strategically.

10/21/2024

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32 min
10/07/2024

Gain or Loss? Mastering the Art of Framing in Negotiation

A practical conversation with Keenan on using framing to influence perception in negotiations and why deliberate practice is essential to applying it effectively. What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Keenan Taku, a former law student and participant in Philip’s negotiation workshops, to explore the negotiation tactic of framing. The discussion focuses on how the way information is presented can shape perception, influence judgement, and quietly guide decision-making during a negotiation. Understanding Framing in Negotiation Philip and Keenan distinguish between different approaches to framing, particularly positive framing and negative framing. Positive framing highlights what can be gained by accepting a proposal, while negative framing draws attention to what might be lost if it is rejected. The episode explores how both approaches can be effective, depending on timing, context, and the mindset of the other party. Loss Aversion and Decision-Making A key concept discussed is loss aversion—the psychological tendency for people to be more motivated to avoid losses than to pursue equivalent gains. The episode examines how this principle underpins framing as a tactic, and why negotiators who understand loss aversion can influence decisions without changing the underlying substance of an offer. Framing in Practice Keenan shares practical examples from negotiation competitions where framing played a decisive role. These examples illustrate how subtle shifts in language and emphasis can change how proposals are interpreted, even when the numbers remain the same. The conversation reinforces that framing is not about manipulation, but about understanding how people process information under pressure. Turning Framing into Practice Both Philip and Keenan emphasise that framing is a skill that improves through deliberate practice, not theory alone. To practise framing, try presenting the same proposal in two different ways—one focused on gains, the other on potential losses—and observe how the response changes. Pay close attention to timing, tone, and the reactions you receive. A dedicated Negotiation Card on Framing has been created to help practitioners practise this tactic intentionally in live and simulated negotiations.

10/07/2024

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20 min
06/04/2025

How to understand rejection in negotiation

An AI exploration of rejection in negotiation, focusing on logic, emotion and the ZOPA. Why recognising rejection correctly improves decision-making. What The AI Explored in This Episode In this AI-generated episode from The Negotiation Club, the focus is on one of the most misunderstood experiences in negotiation: rejection. Rather than treating rejection as failure or conflict, the episode reframes it as a normal, informative, and necessary part of the negotiation process—one that provides critical signals about limits, alignment, and feasibility. Why Rejection Is Not the End of a Negotiation A key message of the episode is that rejection does not automatically mean a deal is impossible. In many cases, it simply indicates that a proposal sits outside the current Zone of Possible Agreement (ZOPA). Understanding this distinction helps negotiators avoid emotional reactions and instead treat rejection as data—information that can guide the next move. Logical vs Emotional Rejection The episode explores two different forms of rejection: Logical rejection, where a proposal cannot be accepted due to constraints such as budget, authority, or feasibility Emotional rejection, where a proposal could be accepted in principle but is rejected due to perception, trust, tone, or timing Recognising which type of rejection you are facing is critical. Responding emotionally to a logical rejection—or logically to an emotional one—often escalates tension unnecessarily. The Signals Hidden in Rejection Rather than focusing on the word “no,” the episode encourages negotiators to observe how rejection is delivered. Language choice, intensity, speed of response, and accompanying explanations often reveal whether a position is fixed or still flexible. Skilled negotiators listen for these signals rather than reacting to the surface message. Turning Rejection into Practice To practise working with rejection, negotiators should deliberately expose themselves to it in controlled settings. Try: Practising negotiations where rejection is inevitable Observing differences in emotional vs logical refusals Testing how small changes in framing affect rejection strength This builds confidence and removes the instinctive fear response that often follows hearing “no.” Rejection, when understood correctly, becomes a guide—not a barrier.

06/04/2025

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13 min

The Negotiation Club Podcast has been created to help improve our negotiation skills through thought-provoking and entertaining episodes discussing negotiation topics. These podcasts are based on real interviews, insightful blogs, from our Negotiation Club meetings as well as AI Deep dives. While listening and learning are valuable, there’s no substitute for practice. True confidence and negotiation success come from engaging with others in real scenarios. That’s what The Negotiation Club is all about—providing a space to practice, experiment, and refine your skills.

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