Here's how you can effectively incorporate feedback from senior leaders in contract negotiations.

I’m here to help. When I assume good intentions (at least until proven wrong) and pay attention to my negotiation partner’s context and pain points- whether long-term technical challenges or unresolved conflict from their last meeting- we get to yes faster and better every time.

I find that after I have gathered input I label it into categories. This gives you a good starting point to understand what categories matter most to your senior leadership team. From there you can better prioritise your time with regards to where to focus.

When drafting a contract, other than the important legal terms and clauses, you need to have a good understanding of the sector you are drafting the contract for (finance, energy, technology, ect), so you can draft the substantial clauses of the contract as best as possible. The key to this is to have good and direct communication with your client and get his empirical feedback.

Summarize the issues and make sure your summary provides the context of the issue(s) for the customer and for your company. Depending on the role of the senior exec you may need to make sure the context relates to their job. Just because someone is a senior exec does not mean they have a lot of contract experience so this is your chance to help them by providing that context which in turn makes you look better yourself. I've negotiated thousands of contracts and the difference between a good and bad negotiation is the ability to provide context around the issue. This helps everyone understand why the issue is important from the other person's eyes.

When analyzing advice, I recommend indicating which items or feedback from senior leaders are 'need to haves', 'nice to haves', and personal preferences. It will help as you enter the next phase of strategizing because you can quickly identify where you can be flexible vs your walk away points.

Once you’ve gathered the input, it’s time to analyze the advice. Break down the feedback into actionable points. Consider the experience and expertise behind each piece of advice to prioritize which ones to implement. Identify common themes or recurring concerns that multiple leaders have mentioned. Evaluate how each piece of feedback aligns with your negotiation goals and overall strategy.

Any contract negotiation should be done with the overall aim of securing business that supports the organizations business strategies. Wether these strategies are breaking into a new market, increasing market share or introducing a new product/ service to the existing market, business strategy should guide the prioritization or selection of perspectives gained from the organizations senior management, to be used in establishing negotiating position.

Após a coleta, registro e análise, é necessário priorizar o que é estratégico para a organiza??o. Entender o que é inegociável, economiza tempo nas negocia??es. O mais importante é a transparência, cordialidade e rapidez para chegar ao ponto de equilibrio em negocia??es complexas. Existema dezenas de fatores envolvidos que n?o apenas pre?o.

Critical Evaluation: Assess the relevance and applicability of their advice. Consider Context: Understand the specific negotiation context and how their input aligns with it. Identify Patterns: Look for recurring themes or consistent recommendations

Share your understanding of each objective and ensure these are in agreement on the client side and any supporting contractors, before moving through the complexity of each point.

This would be true at the time of contract signature, however the contract should have provisions for regular review and modifications to manage changes in your business environment on both parties part.

With the analyzed advice in hand, start planning your negotiation strategy. Incorporate the senior leaders’ feedback into your approach to address their concerns and leverage their insights. Adjust your tactics and talking points to reflect the guidance you received. Ensure your strategy is cohesive and that all team members are aware of the new direction. Practice your negotiation plan, incorporating the feedback to build confidence and ensure a smooth execution.

O colegiado é reponsável por montar a estratégia de negocia??o. Onde podemos abrir m?o e onde n?o tem negocia??o. Ambas as partes tem o mínimo e o máximo que pode ir. Entender antecipamente seu min/max e realizar uma investiga??o dos motivadores e pontos de ancora da outra parte, ajuda a conduzir a negocia??o de material bastante profissional. Saber quem s?o os atores da negocia??o também ajuda na montagem da estratégia. Sentar com negociadores experientes, sem estratégia, é prelúdio de um acordo ruim para você.

In my experience, I have found that when negotiating for senior leaders, it is important to isolate the main in-house stakeholders from the initial discussions before applying the overall strategy. This helps with keeping emotional indifference at bay in order to execute a successful outcome .

I find leaders don’t like to see “the sausage being made” they want the headline results. A compare and comparison works well so they don’t have a solution presented in isolation.

Context is key. Yet LinkedIn posing this question is fascinating. I would never have thought about telling suppliers who were bidding on or sought my business that I had the backing of senior leaders. To me, if the supplier with me was requested, that said enough. It meant, by definition, that the initiative was supported by senior leaders. And we needed to work together to move the ball forward. I had plenty of power to communicate what was necessary. Perhaps I was blessed in that I had backing, knew it, & acted accordingly. I think there's something to be said for talking about business imperatives that the company is undertaking, & owning the communication, & NOT leaving suppliers with the impression there are overlords they can pursue.

Ao sentar em uma mesa de negocia??o, seja sucinto e claro sobre suas condi??es, até onde você pode ir e quais os pontos críticos que pode fazer o negócio desandar.

Transparency: Share your strategy with senior leaders. Seek Alignment: Ensure that your approach aligns with their expectations. Regular Updates: Keep them informed throughout the negotiation process

I’ve found in recent times flexibility in negotiations to be increasingly valuable. Standing firm on non negotiable areas, but staying open to new strategies/ terms, based on changing circumstances on the clients end, have proven to deliver the most win win solutions for both client and organization. Furthermore, where you are able to justify non negotiable points and explore flexible options in other areas, clients tend to view this position favorably as it indicates a willingness to make allowances in their favor. The extent of flexibility in negotiations should be underpinned by the original strategy as developed from feedback from the organizations seniors.

Aligning internally on and enumerating priorities and needs (your own, your team, your stakeholders, your counterparts, third parties, etc.) is absolutely critical. It is also important to ensure proper communication on the context in which these priorities matter, the situations in which they may change, and how you as a unit plan to flex if those cases arise. You can’t plan for everything, but being tight up front and throughout the process in these areas allows to to prep for and game out scenarios that might occur, in addition to readying you to be able to nimbly respond to unknowns that come to the fore.

Tener más de una opción de contratación siempre es lo mejor, aumenta las probabilidades de éxito en corto tiempo aunque debamos aumentar nuestra creatividad y paciencia para adaptarnos a cada proveedor

The more experienced you and your senior leadership are, the more creative solutions and adaptability can come into play. When an impasse arises in the negotiations, finding a way around the conflict rather than barrelling through it is often preferable, and that requires the creativity that comes with experience.

Be Agile: Be open to modifying your strategy if circumstances change. Learn from Experience: Apply their feedback to future negotiations. Balance Input: Consider multiple perspectives, including theirs.

There is always scope for changes to be done. There are three types of changes : 1. Changes that impact your current contract. 2. Changes that impact the principles behind the contract and 3. Changes that impact your relationship that influences the principles and the working on the contract. So be kind and practical in your approach, because each case is a different scenario each time.

Debrief: Discuss the negotiation outcomes with senior leaders. Lessons Learned: Identify what worked well and areas for improvement. Continuous Improvement: Use their feedback to enhance your skills. Remember that incorporating feedback is a continuous learning process. By actively engaging with senior leaders’ advice, you can refine your negotiation abilities and build stronger professional relationships

Post reflection is important enough to make me ask for permission from the second party to record our discussions. Later on, this approach allows for a better reflection from me and my seniors as we play the dialogue again, making notes of each crucial point...

Hay que cuidar hasta el mas mínimo detalle, tener en cuenta que a veces, el fracaso de una negociación no depende solo de disponer de una hoja de ruta estudiada en función del objetivo, a veces un peque?o detalle de una posición individual bloquea la negociación colectiva...y conocer ese mínimo detalle puede ser la cuestión clave del desbloqueo. No veamos solamente una negociación en términos meramente profesionales, indaguemos en los aspectos personales y tengamos todo el abanico de posibilidades abierto.

When you ask for feedback, you’ll get it. Getting feedback back from senior leadership can be a double edged sword. Too many cooks in the kitchen is a problem when it comes to negotiation, so be sure to set clear boundaries and make the stakes clear.

Always keep in mind that different personalities view things through different perspectives. As such, when negotiating you need to be able communicate in a way that all parties understand the big picture and don’t get lost in the details.

If you are a supplier participating in an RFP, the negotiation process really begins much earlier than you think. Often, in a large enterprise at least procurement will demand compliance with their process. Specific communication pathways, contacts, submission timeframes & formats, you name it. It's important to make note of these & respect their requirements. I remember once: a vendor we invited to respond, had a relationship with a board director. So the CEO at that vendor made contact. Contacts were supposed to go through Purchasing & our operating department responsible for the requirements. That outreach doomed the vendor even though their solution was better. For they didn't respect our process. We knew they'd go over our heads.