Negotiate With More Structure, Confidence and Control
Practical negotiation training for employees, managers and commercial teams who need to reach workable agreements without giving away value unnecessarily or damaging important business relationships.
Learn how to prepare properly, understand what matters to both sides, manage pressure, trade concessions, handle difficult tactics and close agreements clearly.
Your People Are Already Negotiating
Negotiation is not limited to major contracts or sales deals.
Employees negotiate whenever two parties need to reach an agreement and they do not begin with exactly the same priorities.
That can include:
- price
- scope
- delivery dates
- service levels
- resources
- responsibilities
- supplier terms
- customer requests
- project priorities
- timelines
- budgets
- internal support
- workload
- contract conditions
Sometimes the negotiation is external and commercial.
Sometimes it happens between two departments inside the same organisation.
Sometimes the other party is a long-term client or supplier, so getting the immediate outcome at the expense of the relationship makes little sense.
WeTrain’s Negotiation Skills Training helps participants move away from negotiating purely on instinct and use a more deliberate approach to preparation, questioning, bargaining, concessions, pressure and agreement.
Know what matters before the negotiation begins.
Understand the other side before making assumptions.
Create options before immediately conceding.
Trade value rather than simply giving something away.
Know when to hold, move or walk away.
Finish with an agreement both sides understand.
The Negotiation May Look Different. The Need for Preparation Does Not.
A Customer Wants a Better Price
They tell the account manager:
“Your competitor will do it for less.”
The inexperienced response is often to immediately discount.
A more deliberate negotiation asks:
- What is driving the request?
- Is price genuinely the only issue?
- What else has value?
- What could we trade?
- What must we receive in return for movement?
- What happens if agreement is not reached?
Relevant participants:
Sales teams, account managers, business development.
A Supplier Changes Its Terms
A procurement or operations team needs to respond to:
- price increases
- minimum volumes
- delivery conditions
- contract changes
- lead times
- payment terms
The negotiation is not simply:
“Can you make it cheaper?”
Participants need to understand the complete value exchange.
Relevant participants:
Procurement, operations, commercial teams.
A Project Needs More Resources
A project manager needs support from another team but has no direct authority over them.
The negotiation may involve:
- timelines
- priorities
- resources
- competing projects
- responsibilities
There may be no money changing hands, but there is still something to negotiate.
Relevant participants:
Project managers, managers, cross-functional teams.
Scope Has Changed
A client wants additional work without changing the deadline or fee.
The employee needs to be able to explain the trade-off clearly rather than either:
automatically saying yes
or
shutting the conversation down.
Relevant participants:
Professional services, account teams, project teams.
Two Departments Want Different Outcomes
One team prioritises speed.
Another prioritises risk.
Both positions may be legitimate.
The negotiation needs to uncover what is genuinely fixed and where movement is possible.
Relevant participants:
Managers, leaders, internal stakeholders.
Build Capability Across the Whole Negotiation
A strong negotiation is rarely determined by one clever line in the meeting.
The work begins before the conversation and continues until both sides are clear about what has been agreed.
1. Understanding the Negotiation
Know What Type of Conversation You Are In
Participants first need to recognise when something is actually negotiable.
Training can explore:
- what negotiation is
- when negotiation is appropriate
- when something is not negotiable
- internal vs external negotiation
- transactional vs relationship-based negotiation
- one-off vs ongoing relationships
- competitive vs collaborative approaches
- negotiation ethics and professional behaviour
This prevents employees from treating every disagreement like a negotiation or every negotiation like a confrontation.
Better Negotiations Usually Start Before Anyone Sits Down
Participants can prepare around six questions.
What Do We Want?
Define the preferred outcome.
Not:
“Get the best deal possible.”
Be specific.
What Do We Need?
Separate important requirements from preferences.
What genuinely needs to be included?
Where Can We Move?
Identify areas of flexibility before pressure begins.
What Is Our Alternative?
What happens if agreement cannot be reached?
This is where commonly used negotiation concepts such as BATNA, the Best Alternative to a Negotiated Agreement, can be useful.
A negotiator with no understanding of their alternative is much more vulnerable to pressure.
What Might They Want?
Consider:
- interests
- constraints
- pressures
- deadlines
- commercial priorities
- relationships
- alternatives
This is not about guessing confidently.
It is about entering with useful questions.
Where Could Agreement Sit?
Participants can consider whether there is a realistic area where both sides could agree.
For more commercially experienced groups, this can include concepts such as ZOPA, the Zone of Possible Agreement, where relevant to the negotiation context and agreed with the trainer.
What Someone Says They Want Is Not Always the Whole Negotiation
A customer says:
“I need a 10% discount.”
That is a position.
What may sit underneath it?
Perhaps:
- budget pressure
- an internal purchasing target
- competitive comparison
- a longer-term commitment
- concern about risk
- desire for additional value
If the discussion stays only at the position:
10% discount vs no discount
there may be nowhere to go.
If participants understand the underlying interests, more options can become available.
For example:
- volume
- contract length
- payment terms
- timing
- service scope
- delivery frequency
- additional support
Do Not Start Bargaining Before You Understand the Situation
The opening stages can establish how productive the rest of the conversation becomes.
Participants can develop skills around:
Setting the Purpose
What are we here to resolve or agree?
Establishing the Environment
Time, people, authority and available information can affect the negotiation.
Asking Better Questions
Use questions to understand interests and constraints before making unnecessary assumptions.
Listening for What Matters
The other side may reveal useful information through priorities, language and questions.
Clarifying Authority
Know who can actually make an agreement.
Framing the Discussion
How an issue is described can influence how both parties approach it.
Know What Information Helps and What Information Weakens Your Position
Negotiation requires judgement about information.
Participants can explore:
- what information should be shared
- what information needs clarification
- what should be held until relevant
- how questions uncover useful information
- how assumptions create weak decisions
- when silence can be useful
- when too much talking gives away unnecessary information
The aim is not secrecy for its own sake.
It is deliberate communication.
If You Move, Know Why You Are Moving
One of the most important practical skills in negotiation is the difference between a concession and a trade.
A Concession
“Okay, we can reduce the price.”
Something has been given away.
A Trade
“If we can agree on the 12-month term, we may be able to review the price.”
Movement is linked to movement from the other side.
Training can help participants work with:
- conditional proposals
- concessions
- sequencing concessions
- trading across several variables
- protecting value
- avoiding unnecessary early movement
- documenting changes
- checking what has actually been agreed
Negotiation Becomes Limited When Everything Is Reduced to Price
Depending on the organisation, other negotiable areas may include:
Volume
Timing
Scope
Contract duration
Payment terms
Service levels
Implementation
Support
Delivery
Exclusivity
Resources
Responsibilities
Risk allocation
Participants can learn to identify several sources of value before bargaining begins.
This is particularly useful for commercial negotiation, procurement and account-management teams.
The First Number or Proposal Can Matter
Depending on the group and negotiation environment, the program can explore how opening offers and framing affect the discussion.
Participants can consider:
- whether to make the first proposal
- how ambitious an opening should be
- how to respond to an extreme anchor
- how evidence supports a position
- how language frames value
- why reacting immediately to the first number can weaken a negotiation
The emphasis is on practical judgement rather than a collection of manipulative tricks.
Pressure Is Easier to Manage When You Can See It
Participants may encounter tactics such as:
Extreme Opening
A very ambitious starting position.
Artificial Urgency
“This has to be agreed today.”
Limited Authority
“I’d agree, but my manager won’t.”
Repeated Requests
Continuing to push after movement has already been made.
Take It or Leave It
Presenting a position as completely fixed.
Silence
Waiting for the other person to fill the gap and potentially weaken their own position.
Last-Minute Addition
Introducing another requirement after the main agreement appears settled.
Good Cop / Bad Cop
Different negotiators applying contrasting pressure.
The goal is not to teach participants to use every tactic themselves.
It is to help them recognise pressure and respond deliberately.
Firm Does Not Have to Mean Aggressive
Negotiation often requires participants to:
- say no
- challenge an assumption
- restate a position
- ask for something in return
- resist pressure
- clarify a boundary
- disagree
- pause the negotiation
For more practice holding boundaries and speaking clearly, explore WeTrain’s dedicated Assertiveness Skills Training.
A negotiator who understands the commercial process but cannot hold a clear boundary may still concede unnecessarily.
The Broken Record Technique
The technique can be useful where someone repeatedly pressures the same boundary.
For example:
“We can’t agree to that delivery date.”
“But we really need it.”
“I understand. We still can’t commit to that delivery date.”
“Can’t you make an exception?”
“No. We can’t commit to that date. The earliest we can guarantee is Monday.”
The negotiator does not invent a new excuse every time.
They calmly return to the position.
Not Every Negotiation Resolves Immediately
Participants can develop options for when the negotiation appears stuck.
Revisit Interests
Has the discussion become too focused on positions?
Change the Variable
Is there another issue that can be traded?
Introduce Objective Information
Would evidence or external criteria help?
Take a Break
Pressure and fatigue can make positions harder.
Escalate Appropriately
Does somebody else need authority or information?
Park One Issue
Can agreement continue on other points?
Use the Alternative
Sometimes the right answer is not to agree.
A strong negotiator understands that an agreement is not automatically a good outcome simply because an agreement was reached.
A Good Negotiation Can Still Fail at the Finish
Before closing, participants should be able to confirm:
- what has been agreed
- what has not been agreed
- conditions
- responsibilities
- timing
- price or commercial terms where relevant
- next steps
- who needs to do what
- whether anything needs written confirmation
Do not rely on:
“I think we’re all on the same page.”
Confirm it.
Negotiate During the Training
Participants can work through:
1. The Brief
Receive a realistic negotiation scenario.
2. Preparation
Define:
- outcome
- interests
- limits
- alternatives
- questions
- possible trades
3. Negotiate
Work with another participant or team.
4. Review
What information was missed?
What was conceded too quickly?
Which questions changed the conversation?
5. Feedback
Trainer and participants identify what strengthened or weakened the approach.
6. Try Again
Apply the learning in another negotiation.
Where appropriate, scenarios can be shaped around the types of negotiations participants genuinely handle.
Negotiation Training for the Role
Sales & Account Management
Typical negotiations
- price
- scope
- contract terms
- renewals
- customer requests
- service levels
Training emphasis
- value
- concessions
- customer interests
- commercial pressure
- maintaining the relationship
Related training:
Procurement & Commercial Teams
Typical negotiations
- suppliers
- price
- terms
- volume
- delivery
- contracts
- implementation
Training emphasis
- planning
- alternatives
- value beyond price
- authority
- tactics
- concessions
Managers & Leaders
Typical negotiations
- priorities
- resources
- deadlines
- workload
- cross-team support
- competing objectives
Training emphasis
- internal stakeholders
- influence
- relationships
- trade-offs
- agreement without direct authority
Related training:
Project Managers
Typical negotiations
- project scope
- timelines
- resources
- stakeholders
- dependencies
- responsibilities
Training emphasis
- clarifying interests
- managing competing priorities
- internal negotiation
- keeping agreement explicit
Professional Services
Typical negotiations
- fees
- scope
- timelines
- recommendations
- additional work
- client expectations
Training emphasis
- value
- boundaries
- scope
- client relationships
- commercial clarity
Sometimes the Hardest Negotiation Is Inside the Organisation
Internal negotiations can involve:
- limited resources
- departmental priorities
- project deadlines
- workloads
- responsibilities
- staffing
- budgets
- access to specialist people
- competing leadership priorities
There may be no price.
There may be no formal contract.
But the parties still need to reach an agreement.
The difference is that everyone usually has to keep working together afterwards.
That makes:
relationship
communication
influence
clarity
particularly important.
Where influence rather than agreement is the main development need, explore Influence & Persuasion Training.
These Skills Overlap, but They Solve Different Problems
Negotiation Skills Training
Use when:
Two or more parties need to reach an agreement.
Typical situations:
Price, terms, scope, deadlines, resources, responsibilities.
Influence & Persuasion Training
Use when:
You need to build support for an idea or recommendation.
There may be nothing to formally exchange.
Conflict Management Training
Use when:
The working relationship or disagreement itself has become the issue.
Assertiveness Skills Training
Use when:
The participant needs to speak more clearly, set boundaries, disagree or say no.
Who Should Attend Negotiation Skills Training?
This program can be shaped for:
- sales professionals
- account managers
- business development teams
- procurement teams
- commercial teams
- managers
- team leaders
- project managers
- consultants
- professional services teams
- operational managers
- client-facing employees
- employees negotiating internally across departments
The training level should be adjusted according to participant experience.
A group negotiating major commercial contracts needs a different emphasis from new managers learning to negotiate priorities internally.
Tell Us Where Your Team Needs to Negotiate Better
Before delivery, WeTrain can understand:
- who participants negotiate with
- internal or external negotiation
- participant experience
- commercial context
- common negotiation topics
- pressure points
- recurring objections
- where negotiations currently become difficult
- whether relationships are ongoing
- examples participants regularly encounter
- what the organisation wants people to do differently
The trainer can then adjust the:
- examples
- exercises
- negotiation scenarios
- emphasis
- terminology
- difficulty level
Your program is shaped through consultation about participant experience, desired outcomes and relevant workplace situations.
What Participants Should Leave Able to Do
Participants should have a clearer approach to:
Prepare
Enter a negotiation knowing the preferred outcome, limits and alternatives.
Question
Understand the other party before making assumptions.
Identify Interests
Look beyond the stated position.
Create Options
Find more than one path to agreement.
Trade
Exchange value instead of making unnecessary concessions.
Handle Pressure
Recognise tactics and stay deliberate.
Hold Boundaries
Say no or restate a position professionally.
Manage Deadlock
Know what to do when neither side immediately agrees.
Close Clearly
Confirm the agreement and next steps.
Negotiation Training That Fits the Team
The program can be structured around the experience of the participants and the negotiations they handle.
Full-Day Workshop
The strongest format where participants need the complete negotiation process plus substantial practice.
Focused Half-Day
Suitable where the organisation wants to concentrate on a smaller number of skills such as preparation, bargaining or concessions.
On-Site Training
Delivered at your workplace or selected venue.
Live Online
Facilitator-led training for teams working across locations.
Multiple Groups
Deliver a consistent negotiation approach across several teams.
Multi-Session Program
Useful for more experienced or commercially important negotiation capability where participants need time to practise between sessions.
Staff Development Days & Conferences
Selected negotiation content can form part of a broader professional-development event.
Give People Time to Practise
Smaller interactive groups, typically around 3–12 participants, give people more time to practise and receive trainer feedback. Larger requirements can be structured across multiple groups or another suitable format.
For negotiation training, this makes particular sense because participants need time to:
- prepare
- negotiate
- observe
- receive feedback
- practise again
For larger requirements, WeTrain can discuss:
- multiple cohorts
- several trainers
- shorter conference formats
- a larger introductory session followed by smaller negotiation practice groups
Delivered Where Your Team Works
WeTrain can deliver Negotiation Skills Training in:
Sydney
Melbourne
Brisbane
Perth
Adelaide
Canberra
Hobart
Darwin
and regional locations across Australia.
Live online delivery is also available for distributed teams.
Negotiation Training Built Around the Conversations Your People Actually Have
27 Years of Workplace Training
WeTrain has delivered workplace training since 1998.
75+ Specialist Trainers
The trainer can be matched to the participant level, organisation and training requirement.
WeTrain Institute
Trainers representing WeTrain participate in the organisation’s internal trainer-development and quality process.
Tailored Scenarios
Negotiation exercises can reflect the types of conversations participants genuinely handle.
Practical Training
Participants negotiate during the program rather than spending the entire session listening to negotiation theory.
B2B Focus
The training is designed for organisations developing their people, rather than primarily selling public individual enrolments.
Australia-Wide Capability
One team, several groups or employees working across multiple locations.
Build a Broader Commercial or Communication Program
Depending on the requirement, Negotiation Skills can be combined with:
For holding boundaries, saying no and handling pressure.
For gaining support when there is no formal negotiation.
For questioning, listening and clear communication.
Where disagreement has already become workplace conflict.
Where negotiation sits inside a broader sales process.
Where managers need negotiation as part of broader people leadership.
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Negotiation Skills Training FAQs
What does Negotiation Skills Training cover?
The program can cover the complete negotiation process, including preparation, objectives, interests and positions, alternatives, questioning, bargaining, concessions, difficult tactics, pressure, deadlock and closing agreements.
The exact emphasis is shaped around the types of negotiations participants handle at work.
Is this training suitable for sales teams?
Yes.
For sales and account teams, the program can place greater emphasis on value, price discussions, concessions, customer pressure, terms and protecting the ongoing customer relationship.
Where the requirement is broader than negotiation, WeTrain can also combine this with Sales Skills Training.
Is Negotiation Skills Training useful for managers?
Yes.
Managers negotiate regularly around resources, deadlines, priorities, responsibilities and support from other teams.
Internal negotiation can be especially important when a manager needs an agreement from someone they do not directly manage.
The scenarios can be adjusted accordingly.
Does the training cover BATNA and ZOPA?
These are useful preparation concepts in professional negotiation.
BATNA helps participants understand their best alternative if an agreement cannot be reached. ZOPA helps identify whether there may be a realistic area of agreement between the parties.
We can discuss whether to include BATNA and ZOPA when scoping your program. The content is confirmed with the selected trainer before delivery.
Can we use negotiation situations from our organisation?
Yes.
Where appropriate, WeTrain can shape exercises around the types of commercial, customer, supplier, project or internal negotiations participants handle.
You do not need to disclose commercially sensitive information. Scenarios can be anonymised or adapted.
Can WeTrain deliver Negotiation Skills Training across Australia?
Yes.
Training can be delivered on-site in Sydney, Melbourne, Brisbane, Perth, Adelaide, Canberra, Hobart, Darwin and regional locations, as well as live online for distributed teams.
For larger organisations, WeTrain can also coordinate several groups or locations.
Give Your Team a Better Plan Before the Negotiation Starts
Tell us who your people negotiate with, the situations they face and where the current approach needs to improve.
We’ll shape the trainer, content and negotiation practice around your organisation.