This chapter is more relevant to the larger organization than to the sole trader or small organization. It aims to show how negotiation can play a key role in the continuing professional development of staff and ensure that the negotiator keeps a high profile within the firm. It also covers what to do once the negotiation has finished, who to keep informed and what information to record.

Staff development

As we have seen in previous chapters there are many skills involved in the negotiation process. As most managers know, it is good both to draw on existing skills and to encourage fledgling or new skills to ensure a well rounded team. Many people will be familiar with the concepts of Dr Meredith Belbin, who researched for many years what made a successful team. He identified the key roles that contributed to a successful team:

Highlighted in Table 4.1 are the types of characteristic that you might find in a negotiator. These characteristics exist in many key roles that are needed in a team. According to Belbin, we usually find a role in which we are most comfortable, but we also have a ‘back-up’ role that we end up slotting into should this role be lacking in the team. Involving individuals in the negotiation process can help to develop additional skills for the benefit of individuals themselves and of the team.

It is essential that the key negotiator assigns the tasks clearly and puts them into context so that the individual has the chance to use their initiative should the opportunity arise. Tasks and roles that can be assigned include: