17 March 2011 | Simon Buzza
The Royal Marines Commandos can teach
us a lot about how to achieve victory at the negotiation table, says Simon Buzza
Sceptics will say “we are not in a battle situation”, but there are comparisons to be made with this elite fighting force. Many companies compete on the commercial battlefield, with insufficient time, resources and information against determined opponents in fierce win or lose contests. They have to plan and execute commercial operations, defeat the competition and lead their forces using all the tactics and strategies available to them and where the risks of failure are potentially catastrophic. It is livings, rather than lives, at stake in business negotiations but the combat can be equally ferocious.
Like many military operations, commercial battles can be long and arduous and both can turn on defining moments. These can have an impact on the final result far in excess of their perceived significance. Military leaders plan continuously to deal with such defining moments. In the commercial world, it is negotiation with key suppliers and customers that is often the equivalent, and if they are mishandled, the implications can be severe.
As one Fortune 500 director said (Knowledge Zone, 10 June 2010): “If only we could pick up all the money we are spilling in negotiation. It’s a huge amount, definitely in the tens, if not hundreds, of millions
[of pounds].”
Five simple lessons
In my view there are five simple lessons, which can transfer from the Royal Marines’ approach to the commercial world, and will lead to more victories at the negotiation table.
1 - Clarity on the mission and goal
The Marines invest considerable time and thought over their objective through a detailed process known as “mission analysis”. It means the purpose of the mission and its role within the overall strategy is thoroughly understood. Put simply, if you don’t know where you are going, how will you get there? This type of clarity is not restricting. It sets the commander free to decide how he will achieve his mission.
In a negotiation, the purpose and objectives are key drivers that shape the whole strategy. They need to be defined, analysed and
thoroughly understood to determine not just the ultimate defined goal but also implied goals along the way and the boundaries within which the negotiators can operate.
2 - Planning, preparation
and rehearsal
The Marines’ training is demanding and does not end on completion of Commando training and winning the coveted green beret. Training is a never-ending task and a high level of operational readiness is maintained so that they are always prepared for the unexpected – to ensure that they are always “fit to fight”. Do you train your negotiators and are they always “fit to negotiate”?
Military operations are not planned on the back of a cigarette packet. A full process of planning and preparation is undertaken, called “battle procedure”. It is a process and is repeatable. During commercial negotiation such planning and preparation is often neglected or curtailed in favour of other priorities. This is short-sighted considering the penalties for a poor result can be huge. The implementation of a repeatable negotiating process is a fundamental requirement for repeated success in negotiation.
3 - Know your opponent
The Marines employ a technique called “intelligence preparation of the battlefield”. The process enables a commander to utilise all knowledge available to him in order to calculate what the opponents’ likely strategies will be during an impending operation. It requires a careful study of their forces, capabilities, tactics and modus operandi. Chinese general Sun Tzu said: “Know your enemy and know yourself.” This understanding is fundamental to the preparation of the action plan, and a plan cannot be made without it. As one of my own commanding generals succinctly put it: “Every plan should make at least a passing reference to the enemy!”
How well do you understand the organisation on the other side of the negotiating table? Greater understanding leads to opportunities through both the identification of weaknesses and through a better understanding of the other side’s objectives and potential courses of action. Without this analysis, assumptions are likely to be wrong and result in equally flawed plans.
4 - Leadership
All Royal Marines share the same grounding of hard training in harsh environments, much of it undertaken shoulder to shoulder, regardless of rank. Leaders are rigorously selected and tested in the full glare of everybody. They either rise to the challenge or fail – there is no middle ground. Those who achieve the requisite standard do so in the knowledge that they are the leaders of exceptional men. Respect is hard-earned and mutual. Leaders are expected to step up when the going gets tough.
It is the same in negotiation. When it gets difficult, leaders are expected to step up. Do you step forward and take responsibility for ensuring your team is well prepared? That negotiation planning is properly done? And, most importantly, during the difficult negotiations themselves?
5 - Courage, determination and cheerfulness in the face of adversity
These are the hallmarks of the Commando. They take a positive approach underpinned by a winning spirit. This in turn generates self-confidence and raises the confidence of others. This spirit can be a very significant force multiplier – we all know how uplifting it can be when the optimist enters the fray – and equally how destructive it can be when the pessimist speaks up.
In negotiation, relative power may simply be perception rather than reality. Try to take a positive, optimistic approach even when the chips are down. The other side will start to believe you too and it can turn the situation to your advantage.
Perhaps the biggest lesson to learn is that we can all be enthusiastic amateurs when it comes to negotiation, but few are truly professional. To achieve this requires the investment of time and resources in being “fit to negotiate”, and possibly significant behavioural changes. The Marines might struggle to take your place at the negotiation table, but they could teach you a lot about winning against the odds.
☛ Simon Buzza served in the Royal Marines for 23 years and is a founding partner of consultancy The NewDawn Partnership
