Negotiation Skills:
S.I.N.E.R.G.I

S.I.N.E.R.G.I is negotiation skills training for managers, procurement teams and sales teams working towards agreement. Prepare goals, understand the other party’s interests and explore options before finalising negotiations.

Preparing for negotiation skills training

Negotiation skills training should start with the kind of agreement your team wants to reach. Discussions with customers, suppliers or other departments involve different stakeholders and decision boundaries. Explain what can be negotiated, what needs approval and what the discussion must achieve. This context helps GGC discuss a training focus suited to participants’ responsibilities.

Prepare an anonymised situation covering the goals, constraints and options available to each party. Distinguish underlying interests from demands stated at the beginning. Use a general outline for the initial discussion and avoid confidential prices, customer contracts or third-party information. Organisers can explain participants’ experience so examples are neither too basic nor too complex.

S.I.N.E.R.G.I focuses on preparation, understanding interests, exploring options and reaching agreement. If the main need is prospect conversations and explaining an offer’s value, compare Pukau Selling. Negotiation skills do not mean obtaining everything requested; organisers can discuss how to assess options and record agreements clearly within organisational processes and decision-making authority.

Details to confirm with GGC

Before choosing a programme, share the target group, participant numbers, departmental functions and preferred language. Explain the work situation you want to improve and what your team has already tried. This helps the discussion about focus, duration, format and activities. These details need to be agreed with GGC according to organisational needs and participant experience.

Use brief, anonymised examples for the initial discussion. Describe the roles involved, the challenge and what organisers want participants to practise. Avoid sending customer names, confidential organisational information or employees’ personal details through the enquiry form. Examples do not need to be long; clear context is more helpful than a list of problems without priorities.

Choosing a module and planning follow-up

You can choose up to three modules on the Training Programmes page to discuss with GGC. After a session, organisers can agree one work action, who is responsible and a review date using internal processes. Follow-up helps connect learning with real work situations. Performance changes still depend on implementation, organisational support and the team’s context.

During the initial discussion, distinguish essential topics from optional ones. If time is limited, agree priorities first and discuss room for practice and feedback. An agreed scope helps organisers prepare participants and assess the suitability of a proposed programme before making a decision.

Further reading: the negotiation preparation checklist from Harvard Law School’s Program on Negotiation.

See Pukau Selling if your team’s priority is understanding prospects and explaining your offer’s value.