The Negotiation Club

A reflective conversation with Oscar Trimboli on why self-assessment is a critical but overlooked skill in negotiation learning and long-term performance improvement.   What We Explored in This Episode In this thought-provoking conversation, I sit down with Oscar Trimboli, author of How to Listen, to explore a skill often overlooked in negotiation training: self-assessment. While Oscar’s expertise lies in deep listening, our discussion uncovers a powerful crossover between listening and reflective learning in negotiation practice.   Why Self-Assessment Feels Hard (But Matters) We unpack the psychological difference between receiving feedback from others and assessing your own performance. Oscar shares insights drawn from neuroscience and professional experience, showing why building a strong self-assessment muscle is essential for long-term improvement.   Turning Insight into Practice This episode is more than a discussion. It is a call to action for negotiators to pause, reflect, and take ownership of their learning journey. To support this, we have created a Negotiation Card on Self-Assessment that you can use in your next club session or personal practice.   What to Practise After Listening Start building the habit of reflection before seeking feedback and notice how it changes the way you develop your negotiation skills.  

A practical conversation with Phill Elston, on using the Amnesty Negotiation Tactic to build trust, surface hidden issues, and prepare teams for effective negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown is joined by Phill Elston, to explore the Amnesty Negotiation Tactic - a preparation tool designed to encourage openness, trust, and full disclosure before entering a negotiation. Rather than focusing on what happens at the table, the conversation centres on the often-overlooked preparation conversations that shape outcomes long before formal negotiation begins.   Why Amnesty Matters in Preparation Together, Philip and Phill examine how an amnesty session creates space for teams to surface hidden commitments, misaligned expectations, and unspoken concerns. By temporarily removing judgement and consequence, negotiators can better understand: Internal constraints Emotional reactions Risks that might otherwise emerge too late This approach helps prevent surprises and reduces unnecessary tension during live negotiations.   The Role of Trust, Listening, and Emotional Control A key theme throughout the discussion is psychological safety. The Amnesty Tactic relies on listening to understand, maintaining emotional control, and allowing honesty without penalty. When used well, it strengthens internal alignment and builds confidence before any external discussion takes place.   Turning the Tactic into Practice To help you apply this approach, we have created a dedicated Negotiation Card on Amnesty that you can use with your team or club members. Try running a short amnesty session as part of your next preparation meeting and observe how it changes the quality of information shared—and the confidence you bring into the negotiation.

I’m joined by none other than Phil Ideson, the founder of The Art of Procurement. Together, we explore one of the most under appreciated yet powerful elements of any negotiation – Creating Tension.   Tension is Soft Power Phil brings his wealth of procurement experience to the conversation as we dissect how and why creating tension can reframe complacent relationships, especially when dealing with long-term suppliers or monopolistic environments. More than just a theory, this episode is about how you can practise this skill, using a new Negotiation Card focused on ‘Creating Tension’. You’ll learn: When and why tension is vital in procurement negotiations How to use careful, purposeful language to spark movement without damaging relationships Why tension must be backed by credibility and preparation—not just clever phrasing And how to bring this tactic to life in your own practice sessions through the Negotiation Club’s methodology This episode isn’t about confrontation—it’s about strategic positioning, soft power and ultimately, creating room for value. So grab your headphones, your negotiation cards, and get ready to practise a tactic that can genuinely shift your next negotiation.  

A reflective conversation with Tony Powers on how empathy, bias awareness and perspective-taking improve judgement and decision-making in negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown reconnects withTony Powers, a retired police officer and early participant in The Negotiation Club. Together, they reflect on Tony’s career journey... from policing to academia and property investment, and how those experiences have shaped his approach to negotiation. The conversation draws heavily on insights from legal and policing contexts, where judgement, perspective, and decision-making under pressure are critical.   How Bias Shapes Negotiation Decisions A central theme of the episode is how personal experience and unconscious bias can cloud judgement in negotiations. Tony shares reflections from police training and legal practice, highlighting how quickly assumptions can form, and how easily they can lead negotiators to overlook important information or alternative outcomes. The discussion emphasises the risk of negotiating from a single viewpoint, particularly when emotions or prior experience dominate interpretation.   Empathy as a Negotiation Tactic Philip and Tony explore empathy not as a soft concept, but as a deliberate negotiation tactic. Drawing on the Greek roots "Em and Pathy", they describe empathy as the discipline of seeing a situation through the eyes of others, without immediately agreeing or conceding. Used properly, this approach helps negotiators: Challenge their own assumptions Surface alternative perspectives Make more balanced, informed decisions   Turning Empathy into Practice The episode concludes with a discussion about developing an Empathy Negotiation Card, designed to help practitioners practise perspective-taking deliberately rather than relying on instinct alone. As a practical step, try slowing down your next negotiation and consciously articulating the situation from the other party’s perspective before responding. Notice how this affects both your judgement and your choices in real time.  

  A practical discussion with Michael Phillips on cognitive bias and how anchoring references shape perception, judgement, and outcomes in negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown is joined by Michael Phillips, negotiation trainer and author of "The Naked Negotiator") to explore the role of cognitive bias in negotiation decision-making. The conversation focuses on how negotiators are influenced by information that appears neutral or unrelated, often without realising it.   Understanding Cognitive Bias in Negotiation Philip and Michael examine why negotiators are rarely as objective as they believe. Drawing on behavioural science and real-world examples, they discuss how cognitive shortcuts affect judgement, confidence, and perception during negotiation conversations. The episode highlights how bias operates quietly, shaping decisions long before proposals are made.   The Anchoring Reference Tactic A central theme of the discussion is the Anchoring Reference, a tactic that introduces a number or reference point before the real variables are negotiated. Using examples ranging from Robert Cialdini’s sales anecdotes to Michael’s own experiment involving random numbers influencing champagne pricing, the episode shows how anchors can: Frame expectations Shift perceived value Influence movement without explicit proposals Crucially, the Anchoring Reference protects the negotiator’s real position while shaping the context in which decisions are made.   Turning the Concept into Practice To practise this skill, focus on identifying where reference points appear in your own negotiations, especially those that seem irrelevant at first glance. Try introducing a neutral or contextual reference before discussing the real variable and observe how it affects the other party’s reactions and expectations. A dedicated Negotiation Card on the Anchoring Reference has been created to support deliberate practice of this technique in live and simulated negotiations.  

A practical conversation with John Lowry on the “Last Penny” negotiation tactic and how small concessions can protect relationships and create long-term value.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown is joined by John Lowry to explore the Last Penny negotiation tactic—a concept that sits at the intersection of commercial discipline and relationship management. The discussion examines how negotiators decide when to hold firm and when to yield, particularly in situations where the financial value at stake is small but the relational impact can be significant.   When Winning the Deal Costs the Relationship John shares a story from one of his mentors involving the attempted purchase of a $15,000 furniture set from a retailer operating under a strict “no negotiation” policy. Despite repeated efforts, even a minor concession, such as a $14.99 repair pen, was refused. While the sale went through, the experience left the buyer dissatisfied and unwilling to return. The episode uses this example to illustrate how rigid adherence to policy or principle can secure a transaction but quietly destroy future value.   The Logic Behind the “Last Penny” Tactic At the heart of the conversation is the idea that yielding the last penny can be a strategic investment rather than a weakness. John references a quote attributed to J. Paul Getty, capturing the risk of insisting on extracting every possible gain at the expense of future opportunities. The tactic focuses on timing and intent, offering a small, often symbolic concession at the right moment to allow the other party to feel they have “won,” even when the commercial impact is minimal. Sophisticated negotiators understand that perceived wins shape memory, trust, and willingness to engage again.   Turning the Tactic into Practice To practise the Last Penny tactic, focus on identifying points in your negotiations where the remaining gap is small but emotionally charged. Before closing, ask yourself: What does the other party need to feel satisfied? What concession would feel meaningful to them but low-cost to you? A dedicated Negotiation Card on the Last Penny tactic has been created to help practitioners practise the timing and psychological nuance involved in making these final concessions deliberately rather than instinctively. Used well, this approach helps balance substance with relationship-building—without undermining commercial credibility.   JOHN'S BOOK "Negotiation Made Simple" While you're exploring, consider checking out John Lowry’s acclaimed book, Negotiation Made Simple, which is packed with practical advice and expert insights. You can also tune into John's podcast, Negotiation Made Simple, for more in-depth discussions on mastering the art of negotiation.   Don't miss out on these resources to enhance your negotiation toolkit!

  A practical conversation with Patrick Tinney on using SWOT analysis to identify leverage, manage risk, and think more strategically in negotiations.   What We Explored in This Episode In Episode 17 of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Patrick Tinney, seasoned negotiator and author, to explore how SWOT analysis can be used as a strategic tool in negotiation preparation. Rather than treating SWOT as a generic planning exercise, the discussion focuses on how negotiators can apply it deliberately to shape decisions, positioning, and movement before a negotiation even begins.   Why SWOT Matters in Negotiation Strategy Patrick explains how SWOT provides a structured way to understand the negotiation landscape. By identifying strengths and opportunities, negotiators can uncover leverage and potential value. By recognising weaknesses and threats, they can anticipate risk and avoid avoidable mistakes. The episode reinforces that SWOT is not about prediction—it is about strategic awareness and better decision-making under pressure.   Positive Risk vs Negative Risk A key concept introduced in the episode is positive risk. Patrick describes this as the willingness to take calculated chances that unlock value or growth, grounded in a clear understanding of strengths and opportunities. In contrast, the discussion highlights the dangers of negative risk—agreements that expose negotiators to legal, commercial, or reputational issues that outweigh any short-term gain. Learning to distinguish between the two is a critical strategic skill.   Turning SWOT into Practice Patrick advocates a hands-on approach to SWOT analysis. Before entering a negotiation, take time to assess: Your own strengths, weaknesses, opportunities, and threats Your team’s position The likely position of the other party This exercise helps surface hidden leverage, identify vulnerabilities, and create a more balanced negotiation strategy. A dedicated Negotiation Card on “Positive Risk from SWOT” has been created to help practitioners practise this analysis deliberately rather than treating it as a one-off planning tool. As a starting point, try applying SWOT to a recent negotiation or even your own career decisions. Notice what becomes clearer when you slow down and examine the situation strategically.  

A reflective conversation with Gene Killian on why patience is the most underestimated skill in negotiation and how it shapes judgement, timing, and outcomes.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Gene Killian—lawyer and host of the Station-4-Negotiation podcast, to explore the role of patience in effective negotiation. Drawing on experience from both legal and commercial contexts, Gene challenges the idea that successful negotiation depends on clever techniques. Instead, the conversation centres on patience as a foundational principle that underpins sound judgement, trust, and long-term outcomes.   Techniques vs Principles in Negotiation Gene explains that while techniques such as mirroring and labelling can be useful, they risk becoming mechanical or insincere if relied on too heavily. Techniques without grounding can feel forced and may damage credibility. The discussion contrasts short-term, high-pressure negotiation environments with business and commercial negotiations, where patience enables deeper understanding, stronger relationships, and more sustainable agreements.   Why Patience Changes Negotiation Outcomes A recurring theme is that rushing negotiations often leads to missed opportunities. Gene introduces the idea of trickle, flow, and gush to describe how information and progress emerge gradually when negotiators allow conversations to develop naturally. By slowing down, negotiators create space to: Build rapport Surface underlying interests Discover options that are not visible at the outset Patience is presented not as passivity, but as active engagement over time.   Understanding Before Being Understood Philip and Gene return repeatedly to the importance of seeking to understand the other party before pushing one’s own position. Drawing on principles of empathetic listening, the episode highlights that patience involves asking thoughtful questions, listening beyond the words used, and resisting the urge to jump to conclusions. This discipline helps negotiators move beyond surface statements and uncover what truly matters to the other side.   Responding Rather Than Reacting Another key distinction explored is the difference between reacting and responding. Gene emphasises that patience allows negotiators to pause, reflect, and choose responses deliberately rather than reacting emotionally in tense moments. Even when faced with aggressive behaviour, patience enables better analysis. Gene discusses how proportionate responses—sometimes firm, sometimes assertive—should be based on careful assessment rather than instinct, including insights drawn from game theory.   Turning Patience into Practice To practise patience, start by deliberately slowing down your next negotiation. Resist the urge to close quickly or respond immediately. Instead: Ask one more question before making a statement Pause before responding to pressure Reflect on why something was said, not just what was said Used consistently, patience becomes a skill that improves judgement, reduces error, and opens up better outcomes over time.  

A practical conversation with Keenan on using framing to influence perception in negotiations and why deliberate practice is essential to applying it effectively.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Keenan Taku, a former law student and participant in Philip’s negotiation workshops, to explore the negotiation tactic of framing. The discussion focuses on how the way information is presented can shape perception, influence judgement, and quietly guide decision-making during a negotiation.   Understanding Framing in Negotiation Philip and Keenan distinguish between different approaches to framing, particularly positive framing and negative framing. Positive framing highlights what can be gained by accepting a proposal, while negative framing draws attention to what might be lost if it is rejected. The episode explores how both approaches can be effective, depending on timing, context, and the mindset of the other party.   Loss Aversion and Decision-Making A key concept discussed is loss aversion—the psychological tendency for people to be more motivated to avoid losses than to pursue equivalent gains. The episode examines how this principle underpins framing as a tactic, and why negotiators who understand loss aversion can influence decisions without changing the underlying substance of an offer.   Framing in Practice Keenan shares practical examples from negotiation competitions where framing played a decisive role. These examples illustrate how subtle shifts in language and emphasis can change how proposals are interpreted, even when the numbers remain the same. The conversation reinforces that framing is not about manipulation, but about understanding how people process information under pressure.   Turning Framing into Practice Both Philip and Keenan emphasise that framing is a skill that improves through deliberate practice, not theory alone. To practise framing, try presenting the same proposal in two different ways—one focused on gains, the other on potential losses—and observe how the response changes. Pay close attention to timing, tone, and the reactions you receive. A dedicated Negotiation Card on Framing has been created to help practitioners practise this tactic intentionally in live and simulated negotiations.  

  A reflective conversation with Fred Copestake on how personal details, such as birthdays, influence reciprocity, mood, and decision-making in negotiations.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by his good friend Fred Copestake to explore an unexpected negotiation moment that began with a simple statement: “It’s my birthday.” What started as a casual remark during a past negotiation practice session led to a surprising outcome—one that prompted both reflection and laughter. The episode uses this moment to examine how personal details can quietly influence negotiation dynamics.   Why Personal Details Change Negotiations Philip and Fred explore why sharing personal information, such as a birthday, can shift behaviour at the negotiation table. One explanation discussed is reciprocity—when someone shares something personal, it can subconsciously encourage the other party to respond with goodwill or flexibility. The conversation also touches on mood enhancement. Celebratory or positive cues can lighten the tone of a negotiation, making parties more open, collaborative, and willing to explore agreement.   Building Rapport Without Losing Credibility A key theme is the balance between human connection and professionalism. Personal details can help negotiators appear more relatable and approachable, fostering trust and empathy. However, the episode is clear that this approach carries risk. Used clumsily or too deliberately, personal disclosures can feel manipulative or insincere, potentially undermining trust rather than building it. The effectiveness of this tactic depends heavily on authenticity and timing.   The Risk of Overusing Emotional Leverage Philip and Fred also reflect on the dangers of leaning too heavily on emotional cues. While Fred admits the birthday revelation influenced him more than he expected, both agree that negotiators must remain alert to how such tactics are perceived. The lesson is not to avoid personal details, but to use them sparingly, naturally, and with awareness of the other party’s reactions.   Turning the Idea into Practice Inspired by the episode, a dedicated “It’s My Birthday” Negotiation Card has been created to help practitioners explore this tactic deliberately. To practise, try introducing a genuine personal milestone at an appropriate moment in a low-risk negotiation or practice setting. Observe: When it feels natural versus forced How the other party responds emotionally and verbally Whether it increases rapport or creates discomfort The aim is not to manipulate, but to understand how human moments influence judgement and decision-making. Used thoughtfully, this tactic highlights an important reminder: negotiations are conducted by people first, not positions.

  A practical conversation with Mohammed Teleb on using visualisation, empathy, and preparation to create clarity and unlock better outcomes in complex negotiations.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Mohammed Teleb, a global commercial director and experienced negotiation practitioner, to explore how visualisation and empathy can shift understanding and improve outcomes in high-stakes negotiations. The discussion draws on real commercial scenarios, particularly where contracts are complex and the consequences of misunderstanding are significant.   Making Complex Terms Understandable A central theme of the conversation is the use of visualisation and storytelling to explain abstract or technical contract terms. Mohammed shares examples of how narrating real-world scenarios—such as the operational impact of liquidated damages—helps counterparts understand what contractual clauses actually mean in practice. Rather than debating legal language, this approach reframes the discussion around real consequences, improving clarity and reducing resistance.   Empathy and Perspective-Shifting Philip and Mohammed explore the importance of encouraging the other party to step into your shoes. This is not about persuasion through pressure, but about helping the counterpart genuinely understand how terms, timelines, or penalties affect your side of the deal. By fostering empathy, negotiators create space for more collaborative problem-solving and are more likely to uncover solutions that meet both parties’ underlying needs.   Balancing Penalties, Incentives, and Context The episode also examines how negotiators can balance punitive mechanisms—such as penalties for delay—with positive incentives. Mohammed and Philip discuss how a purely punitive framework can be reframed to include rewards, for example through early-delivery incentives. The importance of tailoring communication to cultural, regulatory, and organisational contexts is also emphasised. Preparation plays a critical role here: understanding the other party’s constraints, audit environment, and internal pressures helps avoid misinterpretation and builds trust.   Turning Empathy into Practice To practise this approach, focus on identifying one complex or contentious term in your next negotiation and ask yourself how you would explain its impact using a simple, real-world example. A dedicated “In My Shoes” Negotiation Card has been created to support deliberate practice of this technique. The card guides you through using storytelling and visualisation to communicate your position clearly and help the other party understand your perspective. Used consistently, this approach strengthens empathy, improves understanding, and increases the likelihood of balanced, sustainable agreements.

Host: Philip Brown, Founder of The Negotiation Club Guest: Jim Meldrum, LinkedIn Trainer    “Your LinkedIn profile is your silent negotiator—make sure it speaks for you before you even walk into the room.”   Episode Overview: In this latest episode of The Negotiation Club Podcast, we had the pleasure of sitting down with Jim Meldrum, a seasoned Sales and Marketing professional with extensive experience in helping individuals and businesses harness the power of LinkedIn. Over the years, Jim has become one of the most sought-after LinkedIn Profile gurus, offering valuable insights, training, and strategies for individuals and companies alike.   Key Takeaway: LinkedIn’s Influence on Negotiations One of the most striking insights Jim shared in this episode is that 75% of professionals check their counterparts’ LinkedIn profiles BEFORE meetings. Think about that—before you even step into a negotiation or a meeting, the other side is likely to have formed an impression based on your LinkedIn presence. This can shape how they approach the negotiation, what biases they bring, and even the leverage they perceive. We delve into how a well-crafted LinkedIn profile can significantly impact your professional relationships and, more importantly, your negotiations. Jim’s expertise extends beyond just creating a good profile—he focuses on how your LinkedIn presence can become a strategic tool in your business negotiations.   The Growing Library of Podcast Negotiation Cards: "LinkedIn Rapport" As always, we’re making sure you get to practice the lessons you hear on the podcast. For this episode, we introduce the “LinkedIn Rapport” Negotiation Card—part of our growing Podcast Negotiation Card Library. This card focuses on helping you refine and optimise your LinkedIn profile to: Build rapport before negotiations even begin. Control the narrative and bias others may form about you. Showcase your skills and credibility, turning your profile into a silent negotiator on your behalf. Use this card in your practice sessions to role-play scenarios where LinkedIn profiles influence pre-negotiation expectations, and see how this added layer can affect the dynamics of your discussions.   Research: The Impact of LinkedIn on Professional Relationships Research has consistently shown that LinkedIn has a profound effect on professional interactions. A recent study revealed that a well-maintained LinkedIn profile can boost your credibility by 35%, increasing trust in your personal brand and professional capabilities. This is especially important in negotiations, where first impressions and trust play pivotal roles. LinkedIn also provides a subtle but powerful form of leverage. Profiles that demonstrate thought leadership, skill proficiency, and a broad professional network can influence how others perceive your negotiating power. Conversely, a poorly maintained or incomplete profile may detract from your perceived professionalism. In Jim’s words, “Your LinkedIn profile is your digital first impression”—and in negotiation, that can make all the difference.   Check Out Jim Meldrum on LinkedIn Want to learn more from Jim and see his LinkedIn expertise in action? Look him up on LinkedIn here. You’ll quickly see why he’s one of the best in the business at helping individuals and SMEs optimise their LinkedIn presence. This episode isn’t just about listening—it’s about applying! Make sure to grab the “LinkedIn Rapport” Negotiation Card and start practicing today. Remember, the skills you develop through practice will set you apart from the 75% who only listen.   Now You Need To Ask: "What insights from your LinkedIn profile are impacting your negotiations?"   ----- FOLLOW ... Never miss an episode and keep on learning! Tune in to this episode to learn how to master conditioning language, framing, and understanding the other party’s intentions, and add these powerful tools to your negotiation toolkit.   JOIN ... The Negotiation Club! We highly recommend anyone interested in building their negotiation skills to consider joining The Negotiation Club, starting their own club, or simply getting a deck of our Negotiation Cards to practice. Remember, there is no progress without practice, and having the right people around you can elevate you to lofty heights!  

A practical conversation with Keld Jensen on trust currency and why setting clear rules of engagement shapes alignment, trust, and outcomes in negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Keld Jensen, negotiation expert and pioneer of NegoEconomics, to explore the role of Rules of Engagement in negotiation. The conversation focuses on what happens at the very start of a negotiation—often before numbers, proposals, or concessions appear—and why this early framing can determine whether discussions become positional, collaborative, or misaligned from the outset.   Trust Currency and the Rules of Engagement Keld introduces the idea of trust currency: the value created when negotiators are clear, transparent, and aligned on how they will negotiate, not just what they will negotiate. By explicitly setting rules of engagement—such as whether the negotiation will be positional or collaborative—both parties reduce ambiguity and avoid talking past one another. This clarity helps prevent hidden assumptions and opens the door to value that is often lost in traditional, adversarial approaches.   When Rules Help—and When They Don’t A critical part of the discussion is recognising that rules of engagement are not universally applicable. Philip and Keld emphasise that context matters. Some negotiations benefit from clearly stated rules; others require flexibility or a different approach entirely. The skill lies not in knowing the tactic, but in knowing when to use it and when not to. Keld highlights that certain environments—such as crisis or hostage negotiations—operate under fundamentally different dynamics, reinforcing that rules of engagement must always be matched to the situation.   From Principle to Practice The episode reinforces that setting rules of engagement is a strategic choice, not a default behaviour. It requires judgement, awareness, and experience to apply effectively. To practise this skill, reflect on your next negotiation and ask: Have we aligned on how we will negotiate? Are both sides operating under the same assumptions? Would clarity at the outset reduce friction later? A dedicated Negotiation Card on “Rules of Engagement” has been created to help practitioners practise introducing and testing this concept in a structured way. The card encourages experimentation and reflection, helping negotiators build the experience needed to apply the tactic appropriately.  

A practical conversation with Mark Davies on the Crescendo Effect and how time pressure builds, distorts judgement, and can be managed to improve negotiation outcomes.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by negotiation trainer Mark Davies to explore a frequently underestimated force in negotiation: time pressure. The conversation centres on what Mark refers to as the Crescendo Effect—the rising tension, anxiety, and discomfort that builds as deadlines approach and decisions feel increasingly urgent.   Understanding the Crescendo Effect Mark explains that the Crescendo Effect is not unique to negotiation. It is a familiar human response to approaching deadlines, similar to the pressure many people experience before exams or critical milestones. Early on, when time feels abundant, decision-making is calm and considered. As the deadline draws closer, pressure intensifies, confidence can drop, and the risk of rushed or reactive decisions increases. In negotiations, this rising pressure can quietly shift behaviour, often without negotiators realising it.   How Time Pressure Distorts Decision-Making A key insight from the discussion is that unmanaged time pressure narrows thinking. As the Crescendo Effect builds, negotiators may: Concede too quickly Focus on short-term relief rather than long-term value Miss creative options that require patience Mark emphasises that recognising the presence of time pressure—both in yourself and in the other party—is the first step to regaining control.   Using the Crescendo Effect Strategically The episode also explores how experienced negotiators can work with the Crescendo Effect rather than being driven by it. By anticipating pressure points and preparing responses in advance, negotiators can slow the conversation down, resist unnecessary urgency, and make more deliberate choices. When managed well, time pressure does not have to lead to poor outcomes. In fact, it can be used to sharpen focus and support better decision-making.   Turning Time Pressure into Practice To practise managing the Crescendo Effect, start by identifying where time pressure exists in your current or upcoming negotiations. Ask yourself: What deadlines are real, and which are perceived? How does my behaviour change as time runs out? Where might the other party feel pressure I can observe but not amplify? A dedicated Negotiation Card on the Crescendo Effect has been created to help practitioners practise recognising and managing time pressure in a controlled setting. The card is designed to build awareness and improve decision-making under stress—before it matters in real negotiations.

A practical conversation with Luke Tomlinson on using conditioning language and framing to shape expectations, test assumptions, and guide negotiations more deliberately.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Luke Tomlinson, a procurement professional with experience on both the sales and buying sides of commercial negotiations. Luke’s dual perspective provides a grounded view of how negotiations are shaped long before proposals are made—often through small, easily overlooked moments in language, tone, and framing.   Conditioning Language as a Negotiation Micro-Moment The discussion centres on conditioning language as a negotiation micro-moment: the subtle use of words, stories, and context to shape expectations from the outset. Luke explains that conditioning language is not about manipulation or scripting, but about preparing the ground. When used well, it helps the other party understand how the negotiation is likely to unfold, what matters, and where value may sit—before any positions are taken.   Framing, Value, and Testing Assumptions A key theme is the relationship between conditioning language and framing. Luke highlights how negotiations often stall because one party frames the situation as low value or unimportant. By positively reframing the context—without exaggeration or pressure—negotiators can reposition a discussion as worthwhile and collaborative. This framing also allows assumptions to be tested rather than accepted, particularly the common belief that suppliers are always eager to sell or that all customers are treated equally. The episode reinforces the importance of observing responses and adjusting language to better understand the other party’s true motivations.   Adapting Language to Different Styles Luke also explores how conditioning language must be adapted to different personality styles. Drawing on DISC-style thinking, the conversation highlights that what resonates with one person may alienate another. Effective conditioning requires: Observation of how the other party responds Active listening for what they value Flexibility to adjust language and framing in real time Misalignment in style can derail negotiations just as quickly as poor preparation.   Turning Conditioning Language into Practice This episode emphasises that conditioning language is a skill developed through practice, not theory. To practise, focus on the first few minutes of your next negotiation and pay attention to: How you describe the situation What expectations your language sets How the other party reacts to that framing A dedicated Negotiation Card on Conditioning Language has been created to help practitioners practise these micro-moments deliberately, with attention to framing, assumptions, and different personality styles. Used consistently, this approach strengthens positioning, improves clarity, and reduces unnecessary friction in negotiations.

A reflective conversation with Moshe Cohen on why slowing down is essential for managing emotion, improving judgement, and performing better in negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Moshe Cohen—negotiation trainer, mediator, and author of Collywobbles: How to Negotiate When Negotiating Makes You Nervous—to explore one of the most overlooked negotiation skills: slowing down. Drawing on decades of experience teaching negotiation and mediation, Moshe shares insights into how emotional reactions shape behaviour at the negotiation table, often before conscious thinking has a chance to catch up.   The Emotional Dynamics of Negotiation A central theme of the discussion is that emotions are usually the first responder in a negotiation. Excitement, fear, frustration, or anxiety can trigger rapid reactions that bypass strategy and preparation. Moshe explains that even highly skilled negotiators are vulnerable to emotional surges, and that unmanaged emotion is one of the most common causes of poor decisions under pressure.   Why Slowing Down Changes Outcomes The episode explores slowing down as a deliberate technique rather than a personality trait. Moshe describes how pausing—physically and mentally—creates space between stimulus and response. This pause allows negotiators to: Notice emotional signals such as tension or increased heart rate Interrupt reactive behaviour Choose a more thoughtful, strategic response Slowing down is presented not as hesitation, but as control.   Micro-Moments and Deliberate Practice Philip and Moshe discuss how the skill of slowing down is developed in micro-moments—the brief instances where emotion spikes and pressure increases. Rather than trying to change behaviour wholesale, negotiators can practise recognising these moments and applying small interventions: a pause, a breath, or a conscious delay before responding. Over time, these small adjustments compound into better performance.   Turning “Slow Down” into Practice To support this skill in practice, a dedicated “Slow Down” Negotiation Card has been created. The card acts as a prompt during role-play or live negotiations, reminding practitioners to pause, reflect, and manage emotional responses before acting. To practise, try deliberately slowing your response in your next negotiation—especially when you feel pressure to answer quickly. Observe how this affects both your thinking and the other party’s behaviour. As Moshe notes, progress in negotiation is not about perfection. Even small improvements in emotional management can significantly improve outcomes over time.

A practical conversation with Martin John on using charm authentically to build rapport, reduce tension, and improve outcomes in difficult negotiations.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Martin John, a procurement professional and trainer with over 26 years of experience, to explore the role of charm as a negotiation tactic. The discussion focuses on situations where power is uneven—particularly when negotiating with parties who hold greater leverage, such as monopolistic suppliers—and how relationship-building can rebalance conversations that might otherwise feel one-sided.   The Charm Offensive in Negotiation Philip and Martin explore what they refer to as the Charm Offensive: the deliberate use of warmth, rapport, and positive interaction to create cooperation and goodwill. Charm, when used well, can: Establish rapport quickly Reduce tension in high-stakes discussions Influence how proposals are received Encourage reciprocity without pressure The episode is clear that charm is not about force or persuasion, but about shaping the emotional environment in which decisions are made.   Authenticity Matters More Than Technique A key warning throughout the conversation is that charm only works when it is genuine. Martin cautions against confusing charm with flattery or manipulation. When charm feels forced or insincere, it can quickly damage trust and credibility. The discussion also touches on the fine line between preparation and intrusion—particularly when researching the other party. Using personal details carelessly, or relying too heavily on social media information, can feel uncomfortable or “creepy” rather than connecting. True charm is rooted in authentic human interaction, not exploitation of personal information.   Charm as a Strategic Choice The episode positions charm as a strategic choice, not a default behaviour. It is particularly useful when: Power is unbalanced Tension is high Formal leverage is limited Used deliberately, charm can help open doors that positional arguments or pressure might close.   Turning Charm into Practice To practise the Charm Offensive, focus on how you enter your next negotiation: How do you establish rapport in the first moments? What signals are you sending through tone, language, and behaviour? Does your approach feel natural to you, or performative? A dedicated Negotiation Card on “Charming” has been created to help practitioners practise this tactic deliberately. The card encourages experimentation with rapport-building while maintaining authenticity and professional boundaries. Used thoughtfully, charm becomes a tool for connection rather than manipulation—and a way to navigate difficult negotiations with confidence.

A research-led conversation with Professor Remi Smolinski on why asking for the “best” offer is a powerful but risky negotiation tactic.   What We Explored in This Episode In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Professor Remi Smolinski from HHL Leipzig Graduate School of Management to explore the strategic use of the word “best” in negotiations. Drawing on academic research and real negotiation experience, the conversation examines how a single word—often used casually—can significantly influence behaviour, ethics, and outcomes at the negotiation table.   What Happens When You Ask for the “Best” Offer Professor Remi shares findings from a large-scale research study involving nearly 500 participants, which examined what happens when negotiators are asked for their “best” offer. While more than 80% of participants responded to the request, only a small minority revealed their true reservation point. Most responded cautiously, balancing economic interest with ethical considerations. The episode highlights that asking for the “best” offer often places the responding party in a difficult position—pressured to appear fair or cooperative while protecting their own interests.   The Strategic Risk of the “BEST” Label A key insight from the discussion is that once someone declares their “best” position, challenging it further can raise questions of integrity and trust. The label creates a psychological commitment that can limit future movement and escalate tension if pushed too far. Philip and Remi explore how this makes the tactic powerful—but also risky. Used without awareness, it can damage credibility or stall negotiations rather than advance them. The episode also touches on the importance of confidence in delivery. Softening language or hedging after declaring a “best” position can undermine perceived commitment and weaken the negotiator’s stance.   Responding When the Tactic Is Used Against You The discussion emphasises that knowing about the tactic is not enough. Negotiators must also practise how to respond when the word “best” is used against them. Understanding when to answer directly, when to reframe, and when to resist the framing altogether is a skill that develops through experience rather than theory alone.   Turning Research into Practice To practise this skill, try introducing the word “best” deliberately in a low-risk negotiation or role-play and observe how it changes the dynamic. Equally important, practise responding when the question is directed at you. A dedicated Negotiation Card on “The ‘BEST’ Label” has been created to help practitioners explore both sides of this tactic—using it responsibly and defending against it effectively. The aim is not to memorise responses, but to build judgement around when the tactic clarifies positions and when it creates unnecessary pressure.   The Negotiation Challenge For PROFESSIONALS The Negotiation Challenge is one of the most prestigious international negotiation competitions. Over the years The Negotiation Challenge has hosted the world’s best negotiators, allowing them to share their passion and compete against each other in realistic negotiation situations. Based on the extensive experience in designing and organising negotiation competitions, The Negotiation Challenge has launched a global negotiation competition for professionals and a global negotiation competition for students. The professionals competition is open to all passionate negotiators from business, legal services, politics and diplomacy, across all seniority and hierarchy levels. The competition rests on solid academic foundations of its founders and operates in a methodologically proven format. It gathers world’s best professional and passionate negotiators and offers them an opportunity to demonstrate their negotiation mastery and compare their skills with their like-minded counterparts from around the world. Due to its global reach, open, impartial and highly competitive character combined with rigorous scientific approach; The Negotiation Challenge is an unofficial World Championship in Negotiation. Professional Competition Link: "The Negotiation Challenge"

A practical conversation with John Skinner on why “parking” issues helps negotiators stay composed, protect leverage, and make better decisions under pressure.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by John Skinner, business consultant and entrepreneur, to explore a skill that often separates composed negotiators from reactive ones: parking an issue. Drawing on decades of contract negotiation experience, John reflects on the reality that even the best preparation cannot eliminate every surprise. It is how negotiators respond to the unexpected that often determines the quality of the outcome.   When Preparation Meets the Unexpected John explains that while negotiators can prepare for the vast majority of scenarios, there is almost always a remaining margin of uncertainty—the moment when an unexpected issue surfaces and creates pressure to respond immediately. These “oh no” moments can trigger anxiety, rushed decisions, or unnecessary concessions. The episode positions parking as a disciplined response to uncertainty, allowing negotiators to slow the conversation without losing momentum or credibility.   Why Parking Protects Decision-Making A central theme is that parking an issue is not avoidance—it is strategic control. By parking an issue confidently, negotiators can: Avoid making suboptimal decisions with incomplete information Maintain confidence and composure at the table Create time to reassess strategy and options The discussion highlights that pushing forward when unprepared often reveals discomfort, which the other party may notice and exploit.   Common Mistakes When Parking Issues Philip and John also examine where negotiators go wrong when using this technique. Parking can backfire if it is done hesitantly, overused, or not followed up properly. The episode emphasises that parking must be: Done with confidence Used selectively Revisited deliberately Failure to return to parked issues can damage trust and undermine credibility just as much as reacting poorly in the moment.   Turning Parking into Practice To practise this skill, try introducing unexpected issues deliberately in negotiation role-plays and focus on how you respond in the moment. Observe: Your tone and body language when parking an issue How clearly you signal intent to return to it Whether the conversation remains on track A dedicated Negotiation Card on “Parking” has been created to support deliberate practice of this technique. The card guides practitioners through confidently pausing discussion on an issue, maintaining control, and returning with a stronger position. Used consistently, parking becomes a powerful way to manage uncertainty without sacrificing momentum or authority.

A practical conversation with Mike Inman on using silence, precision, and observation to test positions and unlock movement in negotiations.   What We Explored in This Episode In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Mike Inman, negotiation trainer at TableForce, to examine a standout moment from a live negotiation practice session. The conversation focuses on how small, deliberate choices in language, timing, and silence can reveal flexibility in the other party’s position—often without confrontation or pressure.   Anticipation Over Empathy Mike explains that while empathy matters, effective negotiation also requires anticipating the other party’s next move. A key part of this anticipation is understanding the other party’s BATNA and what realistic alternatives they may have. By thinking one step ahead, negotiators can test positions intelligently rather than reacting instinctively.   A Critical Micro-Moment: Question, Silence, Observation The episode analyses a pivotal moment from a practice negotiation. After the seller reduced her offer to £538, Mike responded with a precise question: “So for £532 you would walk away?” —followed by purposeful silence. Rather than receiving an immediate rejection, the seller summarised her position—signalling that movement was still possible. This absence of refusal, combined with how the response was delivered, provided valuable information.   Why the Technique Works Philip and Mike break down why this moment was effective. The technique combines several elements: A closed, specific question A small, deliberate movement The use of odd numbers to signal precision Silence, creating space for reaction Observation, rather than assumption Philip also notes the subtle tone of mild disbelief in the question, which gently challenged whether such a small difference should truly end the deal.   The Risk of Overusing Tactics Mike stresses that no tactic should be overused. Repetition makes behaviour predictable and reduces effectiveness. A skilled negotiator, he argues, needs a broad toolkit and the judgement to choose the right tool at the right moment. This aligns with the idea that negotiation skill is not about favourite techniques, but about adaptability.   Turning the Moment into Practice To practise this skill, focus on moments where the other party appears close to agreement. Try introducing a small, precise movement and then stop talking. Observe: Whether rejection is immediate or delayed How the other party explains or reframes their position What is said—and what is not said A dedicated Negotiation Card on “Closing Accusation” has been created to help practitioners practise this technique deliberately. The card supports experimentation with tone, timing, and silence, helping negotiators develop sharper observation and judgement. Used well, this approach turns quiet moments into some of the most informative parts of a negotiation.