Mitigate Resentment
Posted: Mon Jan 27, 2025 5:27 am
Salespeople who lead with a “win-win” mindset get destroyed at the sales negotiation table because (trust me on this) your buyer isn’t negotiating with you for a “win-win” outcome. They are negotiating to win for their team. Savvy buyers know exactly how to leverage the win-win-fair-and-equitable mindset to move salespeople from positions of strength to positions of weakness and then pick their pockets.
Win For Your Team
When salespeople engage in sales negotiations with a focus on “win-win,” the most likely outcome is that they allow their eagerness to make their buyer happy—falsely equating a happy buyer with winning—and to override reason and give away the farm.
Your job is to win for your team. But even when your negotiating position is strong and you have the leverage to extract maximum flesh, winning at the expense of your buyer or causing them to lose face can create resentment that will cost you dearly down the road. Winning for the sake of winning is a poor long-term strategy.
Therefore, sales negotiation is often a paradox—a dual process of empathy and outcome; you must win for your team and protect your relationships.
Resentment is a monster that degrades and destroys oman telegram data relationships. Resentment can go both ways. When stakeholders feel that you took advantage of their weak position or lack of information, it may seriously impact the future of your relationship. On the other hand, when you give too much away and feel resentment at being used or taken advantage of, it can negatively impact how you and your team value, serve, and interact with your customer.
I’ve been there and have the scars to prove it. I’ve negotiated poorly from a position of weakness and ended up hating my customer for it. The contempt I felt for them eventually caused the business relationship to unravel. It was not my customer’s fault (they were winning for their team). It was mine for allowing it to happen and not considering the unintended consequences of inking a bad deal.
Some buyers get this. They are good partners who understand the negative impact that resentment has on relationships. These buyers are good partners. They focus on negotiating the best deal for their company while remembering that you must also make a profit.
Win For Your Team
When salespeople engage in sales negotiations with a focus on “win-win,” the most likely outcome is that they allow their eagerness to make their buyer happy—falsely equating a happy buyer with winning—and to override reason and give away the farm.
Your job is to win for your team. But even when your negotiating position is strong and you have the leverage to extract maximum flesh, winning at the expense of your buyer or causing them to lose face can create resentment that will cost you dearly down the road. Winning for the sake of winning is a poor long-term strategy.
Therefore, sales negotiation is often a paradox—a dual process of empathy and outcome; you must win for your team and protect your relationships.
Resentment is a monster that degrades and destroys oman telegram data relationships. Resentment can go both ways. When stakeholders feel that you took advantage of their weak position or lack of information, it may seriously impact the future of your relationship. On the other hand, when you give too much away and feel resentment at being used or taken advantage of, it can negatively impact how you and your team value, serve, and interact with your customer.
I’ve been there and have the scars to prove it. I’ve negotiated poorly from a position of weakness and ended up hating my customer for it. The contempt I felt for them eventually caused the business relationship to unravel. It was not my customer’s fault (they were winning for their team). It was mine for allowing it to happen and not considering the unintended consequences of inking a bad deal.
Some buyers get this. They are good partners who understand the negative impact that resentment has on relationships. These buyers are good partners. They focus on negotiating the best deal for their company while remembering that you must also make a profit.