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How can you effectively negotiate with an emotional stakeholder?

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Negotiating with an emotional stakeholder can be challenging, especially if you are organizing a conference that involves multiple interests, deadlines, and expectations. However, with some skills and strategies, you can turn a potential conflict into a constructive dialogue and reach a mutually beneficial agreement. In this article, we will share some tips on how to effectively negotiate with an emotional stakeholder in the context of conference organization.

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Manikanta K, M.Pharm.

Senior Manager | Regulatory Expert with 14+ Years' Experience | Driving Successful Approvals & Market Access for…

1 Identify the emotions

The first step to negotiate with an emotional stakeholder is to identify what emotions they are feeling and why. Emotions can be triggered by various factors, such as fear, frustration, anger, disappointment, or attachment. By understanding the source and the intensity of their emotions, you can empathize with them and acknowledge their feelings. This can help you build rapport and trust, and reduce their defensiveness and resistance.

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Stanley Chijioke Apugo

Business Development, Management Consulting, Business Strategy, Talent Management, Leadership Development, Author
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Effective listening skill is required in this situation. This entails giving proper attention to the stakeholders regardless of the nature of the issue. Listening enables you to understand and decipher the solution to the existing challenge. Listening should be done to understand and not necessarily to respond. Although giving the right response will be needed in such situations, listening will enable you to be empathetic and considerate amid their complaint and concerns. In most situations, the act of listening attentively also enables you to connect to the stakeholder, and as he or she keeps speaking and letting out their emotions, they let out every grievance capable of building tension or bringing stress to the relationship.

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2 Listen actively

The second step to negotiate with an emotional stakeholder is to listen actively to what they are saying and not saying. Active listening means paying attention to their words, tone, body language, and underlying needs and interests. It also means asking open-ended questions, paraphrasing, summarizing, and clarifying their points. By listening actively, you can show respect and interest, and validate their perspective. This can help you avoid misunderstandings and discover common ground.

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3 Manage your own emotions

The third step to negotiate with an emotional stakeholder is to manage your own emotions and reactions. Negotiating with an emotional stakeholder can be stressful and frustrating, and you may feel tempted to respond emotionally or defensively. However, this can escalate the situation and damage the relationship. Therefore, you need to stay calm and composed, and regulate your emotions. You can do this by breathing deeply, taking a break, reframing the situation, or using positive self-talk.

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4 Focus on the problem, not the person

The fourth step to negotiate with an emotional stakeholder is to focus on the problem, not the person. Sometimes, emotional stakeholders may make personal attacks, accusations, or threats, or blame you for the situation. Instead of taking these personally or retaliating, you need to separate the person from the problem, and focus on the facts and the goals. You can do this by using neutral language, reframing the issue as a shared challenge, and emphasizing the benefits of cooperation.

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Manikanta K, M.Pharm.

Senior Manager | Regulatory Expert with 14+ Years' Experience | Driving Successful Approvals & Market Access for Pharmaceuticals | Lectiophile ??
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Effectively negotiating with emotional stakeholders requires a focus on the problem, not the person. A prime illustration is the Microsoft-Nokia deal. Amidst Nokia's challenges, Satya Nadella, Microsoft's CEO, exemplified this strategy by emphasizing shared objectives and collaborative problem-solving. Rather than assigning blame, he redirected the conversation towards aligning visions for success. This approach mitigated emotional tensions, fostering a constructive dialogue that ultimately led to a strategic partnership. By consistently centering discussions on the core issues, negotiators can dissolve emotional barriers and increase the likelihood of reaching mutually beneficial agreements.

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5 Explore options and alternatives

The fifth step to negotiate with an emotional stakeholder is to explore options and alternatives that can satisfy both parties. Emotional stakeholders may have rigid positions or unrealistic demands, or reject your proposals without consideration. Instead of arguing or giving up, you need to generate and evaluate different options and alternatives that can address their needs and interests, as well as yours. You can do this by using brainstorming, criteria, or trade-offs.

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6 Seek commitment and follow-up

The final step to negotiate with an emotional stakeholder is to seek commitment and follow-up. Once you have reached a tentative agreement, you need to confirm and document it, and make sure both parties understand and accept it. You also need to follow-up on the implementation and the outcomes, and provide feedback and support. By seeking commitment and follow-up, you can ensure accountability and trust, and maintain a positive and productive relationship.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you effectively negotiate with an emotional stakeholder?

1

2

3

4

5

6

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1 Identify the emotions

2 Listen actively

3 Manage your own emotions

4 Focus on the problem, not the person

5 Explore options and alternatives

6 Seek commitment and follow-up

7 Here’s what else to consider

Conference Organization

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How can you effectively negotiate with an emotional stakeholder?

1

2

3

4

5

6

7

1 Identify the emotions

2 Listen actively

3 Manage your own emotions

4 Focus on the problem, not the person

5 Explore options and alternatives

6 Seek commitment and follow-up

7 Here’s what else to consider

Conference Organization

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