Don't just prepare
what to say.
Prepare for what they'll say back.

What it means
Discovery is your ability to uncover what is really driving the other side before you start proposing solutions. Strong negotiators separate stated positions from underlying needs, constraints and decision rules.

Common real-world cases

• A buyer asks for a 15% discount, but the real issue is an internal budget ceiling.
• A candidate asks for a higher salary, while flexibility, title or remote work may matter just as much.
• Procurement says “your competitor is cheaper” and you need to learn whether price, risk or compliance will actually decide the deal.

What it means
Value creation means expanding the conversation beyond one number. You identify outcomes that matter to both sides and make the total package more valuable without simply giving away margin.

Common real-world cases

• Replacing a pure price discussion with implementation speed, service levels, reduced downtime or lower risk.
• Offering a longer contract term in exchange for better economics.
• Building a job offer around salary, bonus, development budget, flexibility and review timing rather than salary alone.

What it means
Leverage is what gives the other side a reason to move. Good trades make concessions conditional: if you give something, you receive something meaningful in return.

Common real-world cases

• “If we extend payment terms, can you commit to a two-year agreement?”
• Trading a small discount for higher volume, faster signature or reduced scope.
• Using credible alternatives, timing, scarcity or switching costs without turning them into threats.

What it means
Relationship measures whether you can protect your interests while keeping the conversation constructive. It is not about being agreeable; it is about disagreeing without damaging trust.

Common real-world cases

• Pushing back on an aggressive buyer without becoming defensive.
• Rejecting an unrealistic deadline while showing you understand why it matters.
• Handling a salary or promotion discussion with a manager you still need to work with after the negotiation ends.

What it means
Discipline is the ability to hold your preparation under pressure: protect your walk-away point, avoid negotiating against yourself and resist giving concessions merely to reduce tension.

Common real-world cases

• Not lowering your price again after the other side simply says “that is still too high.”
• Pausing instead of filling silence with another concession.
• Walking away or escalating internally when a proposal falls below your minimum acceptable outcome.

What it means
Outcome measures whether the conversation actually moves toward an executable agreement. A good discussion is not enough; the parties need clarity on what is agreed, what remains open and what happens next.

Common real-world cases

• Summarising price, scope, term and responsibilities before ending the meeting.
• Turning “I think we can work with that” into a specific next approval step and date.
• Recognising when there is no deal today and agreeing exactly what information is required for the next round.