I second this. Most negotiation advice is geared toward formal “negotiation” settings, like when you are negotiating sales contracts or business transactions. For those purposes, having negotiation tools is really useful (my favorite is “Bargaining For Advantage” which I learned of from The Personal MBA). But for being a manager, you are almost never explicitly negotiating, and in fact trying to come into your work with that mindset is counterproductive. When you are working with your reports, it would be disastrous. When you are working with other internal teams, it’s mostly about informal tit-for-tat kind of long-term favor trading or reputation building (or just getting to fundamental value for the business for both parties and moving forward based on that), not explicit negotiating. These aren’t things that are taught under the term “negotiation.”
I second this. Most negotiation advice is geared toward formal “negotiation” settings, like when you are negotiating sales contracts or business transactions. For those purposes, having negotiation tools is really useful (my favorite is “Bargaining For Advantage” which I learned of from The Personal MBA). But for being a manager, you are almost never explicitly negotiating, and in fact trying to come into your work with that mindset is counterproductive. When you are working with your reports, it would be disastrous. When you are working with other internal teams, it’s mostly about informal tit-for-tat kind of long-term favor trading or reputation building (or just getting to fundamental value for the business for both parties and moving forward based on that), not explicit negotiating. These aren’t things that are taught under the term “negotiation.”