COACHING NEGOTIATION SKILLS

Become a negotiation skills coach and keep your business negotiation-savvy. This course puts you in the driving seat, teaching you how to retain and develop the negotiating skills of your Scotwork-trained people over time. Learn how to evaluate skill-levels using our negotiating skill-level matrix. Discover how to give constructive feedback backed by our comprehensive coaching guidelines. Apply our proven coaching methods and competency-development tools to help your people achieve their personal objectives and become stronger, fitter negotiators.

This course is open to anyone who has completed the Advancing Negotiation Skills course and is used to reinforce the Scotwork competency framework among Scotwork Alumni. Complete the course and get free access to our digital Coaching Tool, invaluable for helping you coach others in your organisation.

OPEN COURSES

Our Open enrolment negotiation courses attract people of all levels of experience, job function and skill. This diversity helps you to learn from each other as well as our expert negotiation training coaches. To improve your own negotiation skills or reserve places for up to three colleagues, sign up now.

One-Company Courses

Our One-company courses are built entirely around you and your business. You enjoy an exclusive teaching environment and pre-agreed course content shaped to match your needs exactly. Reserve up to 12 places per course for you and your colleagues

"Cannot be faulted, invaluable!"

Robert Terrone
National Business Manager - Reckitt Benckiser

The Scotwork Experience

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Why Scotwork?

OPEN COURSE DATES

Sign up for a Scotwork open negotiation course and become a stronger deal-maker. Join our expert tutors and a mix of participants from diverse backgrounds. Get a taste of real-world negotiation in live, interactive workshops. Check out our next open negotiating course

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Negotiators don’t necessarily derive their power from the relative size of their organisations. In fact, many negotiators fall into the trap of being scared by a seemingly “bigger” opponent on the other side and end up striking deals that belie their significance to the other side. As I have written before, these deals can be commercially ruinous. In fact, they derive their power from the incentives and sanctions that they have at their disposal. The problem that negotiators face when deploying their power, exerting their leverage as I once heard it described, is that some incentives seem relatively indivisible. They have one enormous “chunk” of a concession and then it’s over to threats and counter-threats – never a place where nice people like to be!

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