15: NEGOTIATION SKILLS ■ 363TRAITS OF SUCCESSFUL NEGOTIATORS
When we study the diplomatic styles of individuals, we are able to identify seven traits
in individuals that we would rate as key in their success (Malhotra & Bazerman, 2007;
Raiffa, Richardson, & Metcalfe, 2007). The first trait is having strong planning skills.
Successful negotiators often state that they spend 50% or more of their time planning
what will be said in their interactions. Such planning includes not only the content, but
where they will meet, who else should be present, whether information should be sent
before the meeting, and even what time of the day the meeting should occur. Successful
negotiators want to maximize their opportunities for success; therefore, they recognize
that the process and place are equally as important as the meeting’s discussion.
The “ability to think clearly under stress” is the second trait of successful negotia-
tors. Being prepared is one way to reduce the stress in any negotiation process. Two
other ways are staying focused on problem- solving, not on individual personalities,
and recognizing at any point you can back away from the negotiation and come back
at a later time. Diplomats tend to project an air of confidence; therefore, when an attack
occurs, their positive self- regard holds them in good stead.
A third trait , and often an undervalued trait, is the “ability to use common sense.”
The most common meaning to this phrase is good sense and sound judgment in prac-
tical matters. Taking the time to establish rapport, providing sufficient information on
which to base a decision, and remembering the basics about positive interpersonal rela-
tionships are all utilizing common sense.
The individual’s “verbal ability” is the fourth trait. This is the ability to state one’s
ideas and opinions assertively, as well as to clarify the other party’s ideas and opin-
ions (Bishop, 2013; McClure, 2007; Murphy, 2011).The abilities to manage other people’s
defensiveness, side- stepping issues, as well as overt hostility in a nondefensive manner
are also key verbal skills. An example of the persuasion skill is that agreement is facili-
tated when the desirability of the agreement is stressed.
“Content knowledge” is the fifth trait found in successful negotiators. For exam-
ple, if Dr. Land was going to negotiate a union contract that involves changing the role
of the nurse aides in the institution, he would certainly come to the table having already
investigated licensure laws, how other institutions have handled such a change, and the
current attitude of the staff.
The sixth trait is “personal integrity.” In truth, if one is not perceived as trustwor-
thy and credible, the person will not be seen as an individual with integrity. Being seen
as trustworthy requires that the person be honest, open instead of defensive, consist-
ent in standards and approach, and someone who treats individuals with the respect
that they deserve. Gottman (2011) cites the difficulty in specifically defining trust and
uses the mathematics of game theory to help us understand that trust goes beyond a
cognitive definition. It entails observable behavior represented by a trust matric that
accepts each partner will bargain for his interests and will do so employing a “nice-nice”
exchange in contrast to a “nasty-nasty” exchange.
The final and seventh trait of successful negotiators is “the ability to perceive and
use power.” Power is the ability and willingness to affect the outcome. There are mul-
tiple sources of power that are available for use in negotiation. For now, suffice to say
that successful negotiators keep their eye on the outcome that they desire and use mul-
tiple sources of power to move the negotiation to the conclusion they desire (Aquilar &
Galluccio, 2007).
In the case example, Dr. Land needed to be consciously aware of and apply the
traits or skills of planning, thinking clearly under stress, using his common sense and