How can you adapt your negotiation style in a foreign culture?

My own multicultural familiar constellation, and experience with Leadership with diverse cultures, people and markets across the Globe, takes me to the following summary: 1) In a NUTSHELL: negotiations are dependent mainly on trust; 2) TRUST: depends and relies on PEOPLE - so, listening more than saying, and doing your best to understand the needs and requirements of the parties is fundamental; 3) WRAPPING UP: to lead a common sense and good results negotiation, it’s required that we keep fully attentive to this BALANCE between trust and people and, also, the full and clear understanding - meaning: avoiding misunderstandings, by re-emphasizing questions and answers which might be unclear, ensuring commitment and transparency.

Negotiation is a persuasion process which includes beside the culture differences a real understanding of what is really needed. In addition observing common body languages as gestures (facial expressions) is helping understanding what is meant.

I believe your own business traits, developed abroad, being different from the rules of the game of the place you are in, can be positively disruptive in a negotiation process: the bridge to compensate this disruption eventually is empathy. Without empathy you may be viewed as insensitive and disrespectful of the native culture.

1. Keep in mind the general way of communicating in that region; for example, if I am negotiating a deal in Germany, too much sugar coating may be interpreted as a bit sketchy because people here are more direct than in other cultures such as America or Asia. 2. Remember the golden rule of win-win situations. A good negotiation is always when your deal also has some benefits for the other party, presenting a deal that is only beneficial to you can rip you of your credibility. 3. Be prepared to go for an extra mile in a sense of familiarity. Again, when you negotiate with Germans in English it is not a bad idea to learn one or two catchy phrases in German and use them which gives them a sense of comfort and admiration towards you.

As someone that works many different countries, I believe the first thing you need is understand the culture. Who they are? What's the countries position in the market? What motivates them? In recruitment people from Spain or Italy usually are money motivated, whereas Nordics are more interested in the project, or the UK in the recognition. You need to know the people before trying to negotiate with them

Being honest during negotiation is one of the most important factors. If they feel that you are an honest person, they will act open hearted so that you will be most likely to achieve your target by the negotiation.

One of the first challenges to overcome if you're new to negotiations abroad is the "us" vs. "them" mentality that often permeates our words and actions. When I began in international negotiations, it was imperative that I made an active mental decision to see "sameness" of them in me, not the other way 'round. Adopt a mirror and follow approach. As a dance, allow them to lead at first and then as the conversation becomes more comfortable, lead them in non-verbal cues and changes in gesture. People like people that they are like. If your comportment, the way you carry yourself and move matches theirs - even if they don't notice it - they will see you as more likeable.

Navigating foreign negotiations is a dance of adapting your behavior without losing yourself. If your counterparts like direct talk, use Neuro-Linguistic Programming (NLP) to mirror their style, forging deeper bonds. For those who favor a slower pace, employ NLP pacing techniques to gradually build trust. It's not just about cultural nuances; you need to read the room, too. Individual preferences can outweigh cultural norms. If hierarchy matters, show due respect. If it's an egalitarian space, engage everyone. Sometimes the 'meeting before the meeting' can set the stage for success, helping you gauge personalities and priorities before you even get to the negotiation table. Be adaptable but stay true to your goals.

Emotional regulation is crucial for successful cross-cultural negotiations, and mindfulness techniques can be incredibly helpful. When you feel stressed or angered, employ mindful breathing to ground yourself in the moment. If anxiety creeps in, a mindful acknowledgment of your strengths and goals can help refocus your energies. Offended? Mindfulness encourages non-judgmental awareness, allowing you to perceive the situation from the other's cultural lens before reacting. Should confusion arise, don't hesitate to seek clarification, keeping a mindful awareness of the potential for misinterpretation. And if you're surprised by something, see it as an opportunity for mindful learning, enriching your negotiation prowess.

After a negotiation, gather feedback not just from counterparts but also your team. Ask about perceived performance, likes or dislikes, and suggestions for improvement. This dual feedback enriches your self-evaluation and offers a 360-degree view of your negotiating style. Thank your team and counterparts for their insights. Use this information to pinpoint strengths, weaknesses, and inform future strategies. This holistic approach refines your negotiation skills, boosts cultural intelligence, and strengthens relationships.

Negotiating across cultures is less a destination and more a journey of iterative learning. Beyond educating yourself and learning from others, establish a formal review process post-negotiation. Document what worked, what didn't, and why. Use this as a playbook for future negotiations, constantly updating it with new experiences and feedback from your team. By building on historical negotiations, you're not just restarting with each new deal but improving continuously. As you collect more data points, your understanding deepens, not only making you a better negotiator but also enriching your global cultural literacy.