Negotiation training, negotiation consulting, negotiation coaching’s Post

We often think negotiation is about strategy — being persuasive, assertive, or holding our ground. But according to new research the real skill lies elsewhere: in trust. In my latest article, I explore what great negotiators do differently — how they balance confidence with empathy, and why understanding trust across cultures is vital in today’s global business world. Whether you’re leading international teams or closing deals across borders, mastering cross-cultural negotiation can help you build stronger, longer-lasting partnerships. https://lnkd.in/d3_25sVy

The Most Underrated Strategy by Western Business Development Professionals Visiting East Asia? Sharing a Meal. In global business development, understanding local cultures isn’t optional, it gives an edge. Yet one of the most overlooked strategies by Western professionals entering East Asian markets, is sharing a meal.  In East Asia, a meal is not just about food. It is about trust, harmony, and the intangible architecture of collaboration. Western business professionals often operate on such intense schedules that they fly in and out of countries, cities, or boardrooms within hours expecting to secure an agreement, contract, or order. In East Asia business is deeply relational. The deal is rarely sealed in the boardroom. It’s cultivated over time, often across multiple meals, where the real negotiation is not about price or scope, but about character, compatibility, and long-term alignment. Indeed, sharing a meal is an investment in time, effort and money. It says, “I’m here for more than a deal. I’m here because I value you and I want understand you.” This gesture of presence is deeply valued in East Asia.  Last week, I attended KORMARINE 2025, the Korean hub for maritime innovation and global collaboration. Few weeks before flying out, I sent a few Kakao Talk messages to key contacts, announcing my arrival and an open invitation to catch up over coffee. These days, emails feel increasingly outdated, don’t they? What followed reaffirmed a truth I’ve seen time and again. The act of sharing a coffee is far more than a casual gesture. When someone willingly opens up about personal topics like family, life outside business, even their challenges and joys, it signals something deeper: trust. In one conversation, a contact asked about my experience as an independent advisor, confiding that he was considering a similar path in the coming years. I gave him an honest, unvarnished view of the reality, not a sales pitch, but a sincere reflection. That kind of exchange builds credibility. It’s hard to imagine such openness unfolding in a corporate boardroom over filtered coffee and fluorescent lighting. Another contact insisted we have dinner together, even though our business discussion had wrapped up earlier that afternoon. While meals can be a polite formality, when the conversation naturally shifts to personal stories, shared values, and future aspirations, it’s a clear signal: the relationship is evolving. It’s no longer just transactional. It’s collaborative.  And that’s where real business development begins. #EastAsiaBusinessCulture #RelationshipBuilding #BusinessDevelopment #CustomersStrategy #LeadershipInAsia #EastAsiaStrategy #CrossCulturalLeadership

It’s fascinating to reflect on which negotiation patterns shape us and our teams today, especially considering how cultures blend and influence each other. Negotiation styles vary widely—from the directness, clarity, and assertiveness characteristic of Americans; to the logical thoroughness and structure of Germany’s methodical approach; to the relationship-first, patient, and indirect style typical of China; and the layered patience sought in Japanese discussions. While stereotypes oversimplify these rich behaviors, our individual and company negotiation approaches inevitably evolve through ongoing interaction with diverse cultural norms, making it essential to understand the subtle ways culture shapes our communication and collaboration. This revisit of an older World Economic Forum article captures an essence of negotiation that still feels deeply relevant today, especially as AI increasingly influences how negotiations are prepared, analyzed, and conducted in our modern workplaces. https://lnkd.in/dtm_PMJw

An article by our co-founder, Kseniia Pomazova, has been published: “Cross-Cultural Mediation as a Safe Way to Resolve Conflicts in the Era of Global Transformation” (T-Bank Secrets). Kseniia explores the phenomenon of cross-cultural mediation — a modern tool for resolving business conflicts that arise at the intersection of different national and corporate cultures. In the age of globalization, more and more companies are stepping beyond familiar mental and business frameworks, encountering differences in communication styles, decision-making processes, and perceptions of time. In this context, mediation is presented as an alternative to litigation and power-based approaches: it preserves the parties’ reputations, helps rebuild trust, and creates a new framework for collaboration. Special attention is given to the role of empathy, active listening, and emotional intelligence as essential skills for mediators and leaders operating in international environments. Key takeaway: In a global world where differences are the norm, the culture of trust and the ability to reach agreements are not just soft skills — they are strategic resources for any organization. Cross-cultural mediation is evolving from a reconciliation tool into a technology of sustainable leadership and effective international relations. Link to the article https://lnkd.in/gYNANW2q

After 15 years helping Western companies succeed in Japan, I've learned one thing: The biggest barrier isn't language. It's understanding. I was born in Japan and trained in traditional Japanese business practices. I've watched brilliant Western executives struggle—not because they lack capability, but because they don't understand our unspoken values. The most common mistake? Treating business as transactions instead of relationships. In my new comprehensive guide, I share what most business books miss: Why slow decisions lead to fast execution How to read indirect communication   The art of building consensus (nemawashi) Why hierarchy is your friend, not your enemy How to disagree without damaging relationships One key insight that changes everything: In the West: "I need to do business with this company." In Japan: "I hope to build a relationship with this person." That single difference shapes every interaction. Whether you're entering the Japanese market or working with Japanese partners, this guide offers practical wisdom from someone who has lived on both sides of the bridge. Read the full article: https://lnkd.in/eNqQGTSn What's been your biggest challenge in cross-cultural business? #JapaneseBusiness #CrossCulturalCommunication #InternationalBusiness #GlobalLeadership #BusinessCulture #Japan #CulturalIntelligence

After 15 years helping Western companies succeed in Japan, I've learned one thing: The biggest barrier isn't language. It's understanding. I was born in Japan and trained in traditional Japanese business practices. I've watched brilliant Western executives struggle—not because they lack capability, but because they don't understand our unspoken values. The most common mistake? Treating business as transactions instead of relationships. In my new comprehensive guide, I share what most business books miss: Why slow decisions lead to fast execution How to read indirect communication   The art of building consensus (nemawashi) Why hierarchy is your friend, not your enemy How to disagree without damaging relationships One key insight that changes everything: In the West: "I need to do business with this company." In Japan: "I hope to build a relationship with this person." That single difference shapes every interaction. Whether you're entering the Japanese market or working with Japanese partners, this guide offers practical wisdom from someone who has lived on both sides of the bridge. Read the full article: https://lnkd.in/e3JiXHGj What's been your biggest challenge in cross-cultural business? #JapaneseBusiness #CrossCulturalCommunication #InternationalBusiness #GlobalLeadership #BusinessCulture #Japan #CulturalIntelligence

What are the main international negotiation techniques? 🤝 1. Principled (Win–Win) Negotiation – Harvard Method Developed by the Harvard Negotiation Project, this is one of the most respected techniques worldwide. It focuses on mutual benefit, long-term relationships, and fairness rather than positional bargaining. Core principles: Separate people from the problem. Focus on interests, not positions. Generate options for mutual gain. Use objective criteria (facts, data, benchmarks). 🧠 Used widely in trade agreements, supply contracts, and corporate partnerships. 🌎 2. Cross-Cultural Negotiation Adapting negotiation strategies to the cultural norms and communication styles of each country. Key aspects: Understanding hierarchy and decision-making (e.g., high-context vs. low-context cultures). Adapting communication: indirect (Asia, Latin America) vs. direct (U.S., Germany). Managing time perception: some cultures value punctuality, others flexibility. 🗣️ Cultural intelligence is crucial for success in Latin American, Asian, or European business contexts. ⚖️ 3. Integrative Negotiation A collaborative approach where both parties aim to expand the value of the deal rather than divide a fixed pie. It involves sharing information, identifying mutual interests, and finding creative solutions. Example: Instead of just haggling over price, negotiators explore delivery schedules, payment terms, or joint logistics optimization. 💼 4. Distributive (Competitive) Negotiation Known as the “win–lose” or positional method, where each side aims to maximize its own outcome. Used when: There is little trust between parties. The relationship is short-term. The negotiation focuses on a single issue, such as price. 🧩 Still common in procurement, freight contracts, and one-time international deals. 📊 5. BATNA – Best Alternative to a Negotiated Agreement A fundamental concept in modern negotiation theory. It means knowing your best alternative if the negotiation fails — the stronger your BATNA, the more power you have. Example: Having multiple suppliers or logistics options gives you leverage when negotiating rates. 🧭 6. ZOPA – Zone of Possible Agreement Refers to the range within which both parties can find common ground. Effective negotiators identify the ZOPA early, balancing firmness with flexibility to reach a sustainable deal. 🧠 7. Emotional and Relationship Intelligence International negotiations rely not only on logic but also on trust, empathy, and emotional control. Building credibility and maintaining composure in high-pressure or intercultural discussions is key for long-term alliances. Therefore the best international negotiators combine strategic thinking, cultural awareness, emotional intelligence, and analytical preparation. They seek win–win outcomes while protecting their organization’s interests and building global trust. #InternationalTrade #SupplyChain#TradeCompliance #CustomsCompliance #TradeRegulations #Importation #Exportation

Sometimes the handshake matters more than the system and that's a problem. There's a fascinating pattern emerging in international negotiation recently: one side seemingly believes that personal chemistry can override systemic conflicts. "They don't like each other, so they can't make a deal." "I'm disappointed in him." "They like each other, they're friends." "I feel he will agree" Sound familiar? These aren't quotes from a relationship therapist's office—they're the lens through which some of the world's most complex negotiations are being framed by Donald Trump. Here's the thing: relationship-based negotiation works brilliantly when you're buying a used car or closing a real estate deal over dinner. But what happens when you try to solve deep rooted conflicts with a firm handshake and good vibes? Think of it this way: imagine trying to fix a building's faulty foundation by repainting the exterior and getting the neighbors to smile at each other more. Nice gesture. Wrong problem. Negotiation science tells us that relationships are necessary in complex situations—but far from sufficient. Personal chemistry doesn't change the underlying systems, interests, or incentives that created the conflict. Political analyst Mikhail Sheitelman compared approach of the US President to playing poker: good hand, he raises the stakes, sometimes he wins. Bad hand? He folds and waits for the next deal. The problem? International negotiations aren't poker. It would be to simple and easy. When personal rapport becomes the primary strategy, we get ceasefires that pause fighting without addressing why it started. We get photo ops instead of sustainable peace. Your practical toolkit: 1️⃣ Build the relationship AND map the system. Before difficult negotiations, write down all stakeholders, their interests, and structural constraints. Rapport opens doors; understanding the architecture shows which doors matter. 2️⃣ Distinguish "feels good" from "works long-term." Test your agreement: Would this hold if someone else took over? If not, you've built a house of cards. 3️⃣ Create process, not just moments. Sustainable solutions need frameworks and follow-through mechanisms, not just one-off meetings. 4️⃣ Know when you're playing poker vs. building a bridge. Misdiagnosing which type of negotiation you're in leads to strategies that backfire. The uncomfortable truth? Sometimes negotiations that feel the best produce the weakest outcomes. And sometimes the grindingly difficult processes produce agreements that actually last. Because it's not about who you'd rather have dinner with. It's about whether the deal still makes sense when everyone goes home and faces their own reality. What's your experience? Have you seen relationships mask structural problems? #NegotiationPsychology #LeadershipInsights #ConflictResolution #StrategicThinking

🇪🇺🤝🇯🇵 When “Polite” Means Something Different – Lessons from EU–Japan Business Etiquette I’ve seen many European and Japanese teams work together with great respect — yet still feel miles apart. The reason often isn’t strategy or skill. It’s etiquette — how each side expresses respect, hierarchy, and trust. 💬 1️⃣ Speaking Up vs. Reading the Room European meetings value visible participation: asking questions, sharing opinions, challenging ideas. In Japan, the focus is on reading the atmosphere: choosing words carefully and avoiding open confrontation. So when one side “speaks less,” it doesn’t mean they have less to say — it often means they are showing respect 👥 2️⃣ Hierarchy vs. Consensus In Japan, decisions tend to flow through layers of alignment. In Europe, managers are expected to decide — not just align. Understanding this difference can save weeks of waiting for a “yes” that isn’t ready yet. 🤝 3️⃣ Formal Process vs. Flexible Relationship Japanese business culture values preparation, sequence, and protocol — from exchanging business cards to confirming details in writing. Europeans may jump straight to discussion, seeing too much formality as slowing progress. Both sides mean efficiency — they just define it differently. 💡 Bridging the gap starts with awareness. Ask yourself: Are we interpreting calmness as passivity? Are we mistaking flexibility for lack of discipline? Cross-cultural etiquette isn’t about “right” or “wrong.” It’s about decoding intentions — and turning differences into smoother collaboration. ✍️ Chieko Mori-Lindow CMLindow Consulting | Bridging EU–Japan Business through Procurement, Leadership & Alignment #CrossCulturalLeadership #JapanBusiness #EuropeJapan #InterculturalManagement #ProcurementLeadership #GlobalCollaboration #BusinessEtiquette

Just published a comprehensive guide that could transform how you do business in Japan. After 15 years of helping Western executives close deals in Tokyo, I've realized that most stumble not because their strategy is weak—but because they miss the subtle signals that build trust and credibility across Japanese business culture. A mishandled business card. An impatient push for a same-day decision. A joke that doesn't land. These small moments compound into a reputation that either opens doors or closes them. I've written everything I wish someone had taught me before my first meeting in Japan: Why consensus takes time (and why that's actually an advantage) How to read what's NOT being said in the room The business card ritual that signals your seriousness ✓Meeting dynamics that confuse most Western executives Gift-giving without awkwardness Virtual etiquette that maintains cultural respect Crisis management that deepens relationships instead of damaging them ✓ How younger Japanese professionals are changing the game A 90-day implementation plan for teams. This guide covers 20 detailed sections with real-world scenarios, frameworks, and actionable tactics. Whether you're negotiating your first deal or building a long-term Japan strategy, this is built for executives who take relationships seriously. Read the full guide here: https://lnkd.in/ex46cvs7 What aspect of Japanese business culture do you find most challenging? Drop a comment below.