How do you build trust and rapport with your negotiation partners?

Yes! Knowing what's important to them and what they expect from your partnership. Invest time in the relationship early (and often) and stay genuinely curious. Any organizational changes or market reasons that would impact priorities? Any personal updates that could shift motivations? When you're in the middle of a negotiation last-ditch efforts to build trust or understanding are harder and can be viewed as insincere.

Listening to understand and listening to find out when you can interject are two different ways to listen and people can feel the difference. Trust comes when we believe that people really care about us and do what they say they are going to do.

You also want to listen to understand, not just to listen to respond. To be sure you're getting the information you need, be wary of merely "waiting for your turn to speak." Listen intently, and you might have your questions answered, concerns clarified, etc. before you need to say anything further.

Are you able to repeat back verbatim what your partner / customer / direct report says? This is different than paraphrasing. When we paraphrase we often filter what someone shares through our own bias and priorities. We leave out words and ideas that we found insignificant. If you are able to repeat back verbatim, and do so thoughtfully, people are more likely to trust that you are truly listening. If you are able to recall previous conversations and repeat back at the right time you can create surprise and demonstrate that they can trust you to remember and honor the details.

Active listening is a skill that is a must have as a life coach. Not only is it necessary in your communication with your clients, it is equally essential in communication with your partners.

Absolutely! I think it's important to remember that we only hear and see what they allow - the tip of the iceberg. Below the surface, they may be under intense pressure to get a good deal, responding from their biases, late for another meeting, or simply tired. By picking up on verbal cues and body language, you can target your empathy and offers of support.

Acknowledging emotions/tension/friction is an important first step to defusing gridlock, hesitation, or other roadblock to moving forward. Without addressing the emotions, people will feel resentful throughout the process, which negatively impacts your negotiating power. Addressing emotions shows you're willing to have difficult conversations, and that you care about the relational aspect of partnerships, not just the transaction.

Transparency is the cornerstone of building trust. Often in business relationships we forget that at its core, we are connecting with people. In a Capitalist society its understood that we have a primary objective to meet our own organizations needs. Attempting to shield this priority from partners with a false sense of selflessness is the wrong move. Instead, communicating, in full transparency, how meeting needs of each partner are not mutually exclusive, but instead complementary, goes a long way to building genuine trust.

Building rapport is perhaps the most crucial step to building a solid team. The skill of perspective-taking helps build rapport through mutual respect, a sense of collaboration, and a real opportunity for innovation. The most human thing a person can do is recognize that everyone has a unique worldview worthy of acknowledgment.

I would add that being genuinely open to the experience and all it may have to offer is mission critical. In anticipation of the learning to come remove the ego and use the opportunity to share and grow.

Identify what are common interests, work to keep those interests between the parties and minimize focus on unilateral positions.

Be friendly and open-minded while keeping in mind your goals and the outcome you'd want out of it. Remember this is a conversation, i.e. an exchange, it's not about being right or winning, but about creating common grounds as a foundation that each party can build upon

All the advice given in this post is spot on. I would add not as another thing to do, but in that rapport building, getting to know and transparent activity, clearly state your needs and expected outcomes and listen to theirs.

I would also add that it is important to not fear disagreements. Disagreements should not be feared, but instead embraced as an opportunity for growth and innovation. Negotiations and collaborations thrive on the exchange of diverse perspectives, and avoiding conflict can impede the development of creative solutions. It is crucial to approach disagreements with an open mind, recognizing that conflicting viewpoints can shed light on important issues and lead to a deeper understanding of complex problems. By embracing disagreements, we create a collaborative environment where ideas can be challenged, refined, and ultimately transformed into impactful solutions.