Collaboration is not compromise, and it is not the absence of competition. It is a deliberate, structured process of uncovering and maximising value for all parties, often in ways that go far beyond the obvious “win-win” outcome. To understand this, it helps to look at where the concept first entered negotiation thinking.

One of the most empowering tools in a negotiator’s toolkit. Your BATNA is your best course of action if the current negotiation does not result in agreement. It is your fallback plan. Not a threat, not a bluff, but a real alternative path to achieving your interests.

One of the most interesting things I’ve observed over the past few years is a quiet behavioural divide emerging in leadership circles, not based on personality or style, but on how leaders approach negotiation. Read more about what leaders are doing in preparation for a negotiation here.

There’s a shift happening. Leaders across banking, finance, and energy are beginning to treat negotiation as a technical discipline; not a soft skill. They plan, they prepare, and they are securing stronger outcomes from their negotiations across the board. This quiet revolution is already underway.

"The most important parts of a negotiation often happen before the first offer is even made." — Noa Sheer. The most strategic negotiators know that the real negotiation begins well before the formal conversation starts. Preparation isn’t just about facts and figures—it’s about narrative, agency, and positioning.

Negotiation is not a linear process. Unexpected objections, new stakeholders, and shifting priorities require real-time strategy adjustments. My research found that negotiators who plan with flexibility are able to adapt on their feet in a negotiation and outperform those who stick rigidly to their initial goals.

At Sheer Negotiations, we help professionals move beyond static bargaining techniques and embrace an adaptive negotiation approach. Our training is rooted in research that shows how flexibility in goal-setting leads to more successful deals and stronger long-term relationships.

Many negotiators believe that planning means locking in their objectives, determining their BATNA (Best Alternative to a Negotiated Agreement), and sticking to their script. While having clarity on objectives is valuable, rigid adherence to pre-set goals can lead to suboptimal outcomes. In this article, Noa Sheer shares her frameworks for planning for a negotiation.