Chapter 5. The Fourteen Behaviours that Make the Difference
The framework for our negotiation standard now starts to unfold. It is time to face yourself and your capability as a negotiator, recognising the significant difference that a competent performance can make to the bottom line. The clock face has provided the basis for differentiating the many ways to negotiate. The role of power helps us understand how situations and relationships can be manipulated or influenced, meaning that we have to continuously reassess our assumptions. The ten negotiation traits we examined in Chapter 4 provide a framework for self-awareness, enabling us to do that which is appropriate. In this chapter I present the fourteen behaviours which enable you to do the right thing at the right time. Together, the traits and behaviours support the competent performance of the Complete Skilled Negotiator.
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