Leaders are not born but are developed; their leadership skills, strategies and techniques, learned rather than inherited.

The most important of these leadership strategies falls under the general category of ‘bargaining’ which includes: the somewhat obvious barter process of contract bidding and direct sales and extends to encompass resolving conflicts with customers, staff, friends, associates and family members. .

Negotiation is, by definition, a progressive process of compromise and agreement in pursuit of a mutually acceptable goal.

Successful negotiation within any setting depends on the strategy and leadership tactics employed, of which three categories, Cooperative, Collaborative, or Combative, are referred to as the 3 Cs.

Cooperative

Being cooperative is usually associated with being constructive, helpful, and positive. However, the Cooperative strategy proposal is not really a negotiator but sees the whole negotiation process as uncomfortable, uncomfortable and a bit embarrassing.

Arriving at a dead end or a crossroads that requires resolution through negotiation is interpreted as a conflict and not as a series of obstacles that can be overcome amicably and objectively.

The resulting situation is destructive, erodes trust, credibility and, in business, eliminates profits.

The proceedings, though structured, tend to be rushed and every sign of disagreement is met with incentivizing a conclusion. In the race to end everything, everything that can be granted or discounted; it simply is

Clearly there is an imbalance between the parties not as one might suspect in ‘power’ but in control and ‘motivation’. One is driven to negotiate the best or most agreeable deal, while the other is determined to conclude or settle the matter.

Combative

Being ‘Combatative’ can be perceived to be the antithesis of cooperativism and in physical behavior and use of language; this is likely true. However, in terms of results they are surprisingly similar.

Unsurprisingly, the ‘combatant’ strategist is bullish though not necessarily aggressive, but believes that making concessions or giving up ground is indicative of weakness and that there is much more to give.

They tend to outwardly display an air of strength, ostensible authority, and intransigence generally perceived as arrogant, along with an apparent delight in negotiating and competing for supremacy.

While this overt display of power and control will have degrees of success, it invariably comes with collateral damage to customer satisfaction, loyalty and respect, causing deep fissures in the integrity of relationships and business.

The combative approach is like a nuclear bomb for a business, let alone other relationships, if the initial explosion doesn’t kill you, the consequences will.

collaborative

The ‘collaborator’ rather than being synonymous with a traitor associated with collusion with the enemy, is the most tactical of all strategies.

They will be probing and attentive in their approach to establishing areas of agreement and those that require negotiation or compromise. Usually open in their body language with calm demeanor, yet sincere in their commitment to reach a resolution, but also very aware of best and worst case scenarios for both parties.

In doing so, they will act as facilitators by encouraging a gradual move towards the middle ground of the agreement through concessions evaluated by the value of both parties.

The goal of both parties is a successful resolution with the understanding that there are parameters and limitations to the concessions available, without ego and pride clouding the waters of the agreement.

Employees achieve the greatest success not only in resolving conflicts and closing deals, but also in levels of customer satisfaction and loyalty, based on an appreciation of the level of service and attention to detail.