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.