The role of the negotiator, a strategic partner in complex business contexts
The negotiator plays a key role in managing relationships and maximising interests in complex business contexts, operating on heterogeneous negotiating tables and contributing to the definition of strategic agreements
by Luca Brambilla*.
4' min read
4' min read
Over the centuries, new professions have joined the pre-existing ones. Sometimes replacing them, sometimes complementing them, and sometimes becoming an improved version of them. While it is true that some have had moments of brilliance, only to be all but forgotten afterwards, it is equally true that others, as old as the world, are suddenly making a comeback. Such is the case of the negotiator, a profession that has always existed and is gaining ever more widespread recognition.
But what added value can this figure bring to the strategic direction of an organisation? The negotiator manages relational processes within three key areas, defined as negotiation systems: the commercial, the institutional and the corporate. He/she therefore finds him/herself operating on heterogeneous negotiating tables, moving from sales negotiations to association dynamics, from M& A operations to corporate generational transitions. Always, however, with the objective of maximising the principal's interests, i.e. resolving conflicts and fostering strategic relationships along a process that starts from the granting of the mandate and culminates in the definition of an agreement, be it the signing of a contract, a new alliance or an evolution of organisational culture.
Due to the influence of numerous American films, in the collective imagination the negotiator is often seen as the protagonist of crisis scenarios, between spy stories and negotiations for the release of hostages. This is a fascinating vision, but one that limits the role to extreme situations far removed from everyday life and the world of business.
For years I have been working to redefine the reputation of this figure, since negotiation is everywhere and can generate an excellent impact even in the most ordinary negotiations. Think of how many strategic decisions, business conflicts or simple agreements could be transformed into opportunities for growth if approached methodically by people trained or supported by an experienced negotiator.
The greater the power and responsibility, the more crucial it becomes to develop negotiating skills. However, it is not necessarily the case that a higher authority role automatically corresponds to higher negotiation skills. According to research by GEA, despite the fact that Italian top managers assign great importance to the development of negotiation skills, only a small proportion of them have been trained in negotiation (15%). Experience in the field also shows that those in positions of power tend to have a more developed ego, an insidious enemy in negotiations as it can hinder the ability to listen and arrive at collaborative solutions.
