Formats

On Site Or Open Enrollment.

Two ways to train a team to negotiate, and an honest account of when each one is the right call. Sometimes it is the course.

Start A Conversation What It Costs

When Open Enrollment Is Right

Sometimes A Course Is The Better Answer.

Public seminars exist because they solve a real problem, and three situations call for one rather than for us.

One Person Needs It, Not A Team.

A new commercial hire, or somebody moving into a role where they will agree terms for the first time. A public course is the sensible answer and considerably cheaper than a day.

You Want A Named Method.

Some of the long-running programs are genuinely good and widely recognized. If a specific framework is what the business has standardized on, go to the people who own it.

The Timing Is Immovable.

A public seminar runs next month whether or not you are ready. A built day takes a few weeks of design before it can happen.

When A Day Is Right

And Sometimes The Room Has To Be Yours.

The Whole Team Negotiates.

Not one person going away and reporting back, but the group that actually sits across from customers or suppliers, in the room at the same time.

The Situations Are Specific.

Long cycles, a handful of large accounts, renewals with history, or a table with five people on the other side. Generic cases do not reach any of that.

You Want It To Survive December.

A team that learned it together can name a move mid-deal and everyone knows what is meant. That is the part that lasts, and it is the part you cannot get one seat at a time.

The Difference That Matters

Shared Experience, Shared Language.

A team that watched the same thing happen can talk about it afterwards without explaining themselves. Somebody names a move in the middle of a live deal and the room knows exactly what they mean, because everyone was there when it went wrong in a simulation.

Sending people on courses one at a time does not produce that, however good the course is. Each person comes back with their own notes and their own vocabulary, and six months later there is nothing shared to point at.

Questions

The Usual Ones.

Can You Run It Over Video?

We would rather run the day twice in two locations than once on a screen, and we will say so before you ask. Negotiating is physical in ways a gallery view removes.

How Many People Should Be In The Room?

Eight to sixteen, in two to four teams. Fewer than eight and the rounds stop producing enough variety. More than sixteen and people start watching rather than doing.

Does Everyone Need To Be At The Same Level?

No, and a mix usually helps. Someone who negotiates three contracts a year often has the largest gap between the morning and the afternoon, because nobody has ever walked them through it.

What Do We Need To Prepare?

A conversation about what the team negotiates and what you want to be different afterwards. Nothing written, and no brief.

Contact

Change Starts With A Conversation.

Tell us what is happening. We’ll tell you whether we can help, and say so plainly if we cannot.

Most of what we do starts with one sentence about something that is not working. You do not need a brief.

Start A Conversation