Harnessing Influence in Negotiation

Negotiation is an art, and at its core lies the ability to influence. In her book Influence is Your Superpower, Zoe Chance presents key principles that can help negotiators enhance their ability to sway outcomes in their favour without undermining relationships. Let’s explore some of these principles that can directly improve your negotiation skills.

The Power of?Asking

One of the simplest yet most overlooked aspects of negotiation is the ability to ask. Jia Jiang’s experiment, where he requested outlandish things for 100 days straight, highlighted that fear of rejection often stops people from making requests. Negotiators usually shy away from bold asks, but the truth is, sometimes, all it takes is to ask outright. By overcoming the fear of rejection and posing explicit, straightforward requests, you can unlock opportunities you never expected.

In a negotiation, asking for what you want, whether it’s better terms, more resources, or added benefits, is crucial. And even if the answer is no, each negotiation helps refine your technique. With each ask, you get closer to a yes.

The “Gator Brain” in Negotiation

Chance explains that people often operate in “Gator Brain” mode, relying on instinct and quick judgments rather than deep cognitive analysis. In negotiations, appealing to this instinctual part of the brain can be more effective than overloading your counterpart with information or complex arguments.

For example, when pitching an idea or making a proposal, simplifying your offer?—?much like Domino’s pizza emoji ordering system?—?can make it easier for the other party to say yes. Negotiators can benefit from finding the “pizza-emoji-equivalent” of their ask, making the decision so clear and simple that it becomes hard to refuse.

Framing: The Art of Reframing Rejection

Another key principle for negotiators is the art of framing. The way you present your offer can drastically affect the outcome. When Steve Jobs convinced John Sculley to leave PepsiCo by reframing his offer from a career perspective to one about changing the world, it highlighted how a shift in framing can move people to act.

In negotiation, if your counterpart is resisting, reframing their objections can help. Acknowledge the resistance and turn it into an opportunity. Instead of downplaying their concerns, articulate them: “You might feel this offer asks too much, but let’s explore how it benefits us both.” This disarms the opposition and creates space for productive discussion.

Timing Is Everything

Negotiators often need to pay more attention to the power of timing. As Chance explains through the example of a Filipino airline marketing campaign, timing your ask when the other party is primed can make all the difference. Don’t ask for a pay raise when your boss is stressed and overwhelmed. Instead, make your pitch after you’ve demonstrated strong performance or helped deliver a significant win.

In negotiations, timing your proposal when the other party is more open or needs what you’re offering increases the likelihood of success. Be aware of external conditions, emotions, and priorities before making your move.

The Power of?“No”

Chance encourages people to get comfortable with hearing and saying no. Negotiators often fear rejection, but hearing no isn’t the end?—?it can be a starting point for deeper conversation. Understanding why the other party is saying no can reveal underlying concerns, allowing you to pivot and present alternative solutions. In the same way, being comfortable with saying no yourself can prevent you from making concessions too early.

In the end, negotiation is about influence, and effective negotiators are those who can frame their asks clearly, pitch at the right time, overcome objections gracefully, and persist through rejections. Influence is Your Superpower reminds us that negotiation is not just about securing what we want but doing so in a way that uplifts everyone involved.

Everything, after all, is negotiable.

Clement Ong is an in-house legal counsel specializing in international trade. He has a strong passion for negotiation and a keen research interest in developing effective negotiation strategies.

The information provided in this commentary is intended solely for educational purposes and does not constitute legal advice. While every effort has been made to ensure the accuracy and reliability of the information presented, it should not be relied upon as a substitute for professional legal advice tailored to your specific circumstances. The views and opinions expressed in this commentary are those of the author and do not necessarily reflect the opinions of any organization or institution with which the author is affiliated.