Think back to your most recent negotiation that didn’t meet your expectations. Chances are, neglected stakeholders—whether inside your organization, external partners, or a mix of both—undermined the process.
Negotiation revolves around reaching an agreement among people. That means the individuals who sway the outcome deserve your attention. One powerful method to uncover these influences is stakeholder mapping. This tool helps you pinpoint the interests, needs, and priorities of everyone involved.
Renowned negotiation expert William Ury once remarked,
“The people who are not at the table in a negotiation are just as important as those at the table. You need to consider not only the negotiators but also their constituencies. There isn’t just one table—you have at least three tables in play.”
At Impact Negotiation Group, our process begins with a thorough mapping of all relevant stakeholders—both internal and external—when we advise our clients. We assess each stakeholder’s influence, meaning how much they can shape the process, scope, and criteria of the negotiation, as well as their power, or decision-making capacity. This analysis helps us sort stakeholders into distinct categories:
- Operators: These team members lay the groundwork—conducting research, performing analysis, drafting proposals, and handling internal briefings. They operate within defined limits and usually need approval for their strategies.
- Key Influencers: These individuals hold a strong interest in the commercial aspects and scope of the negotiation. They often set technical criteria and help steer potential outcomes.
- Key Authorities: Although they might not participate in day-to-day negotiations, these figures wield the power to decide on specific aspects of the deal, such as legal or commercial terms, thanks to their formal positions.
- Decision Makers: These are the final signatories who combine formal authority with business accountability. The scale of the deal often determines how decision-making is delegated.
Remember, your discussion reaches far beyond the people sitting at the negotiation table. Absent players can be just as influential. To grasp the full picture, consider a few strategies:
- Gaining Direct Access: Use your internal contacts to connect with external stakeholders. This approach reveals their needs and priorities, though it demands significant time, effort, and coordination.
- Discussing Stakeholder Dynamics: Bring up the subject of stakeholder roles directly with your counterpart. Such conversations can expose internal misalignments and shed light on who really holds the influence.
- Effective Questioning: Ask pointed questions about the interests and priorities of various stakeholders. These inquiries can uncover hidden motivations and hint at factors beyond price that may drive decisions.
A detailed analysis of both external and internal stakeholders—and their respective priorities—brings numerous benefits. It opens your eyes to the intricate nuances of decision-making on both sides. You might even discover that your counterpart is negotiating just as fiercely with their own team as they are with you.
So, what advantages does stakeholder mapping bring to the table? This analysis empowers you to:
- Devise a robust communication strategy that targets both internal and external stakeholders, determining what to share, with whom, and how to steer the outcome.
- Assess the differing objectives and priorities among stakeholders. For example, a Chief Procurement Officer’s goals may contrast sharply with those of a Chief Operations Officer, potentially sparking conflicts.
- Set up a clear escalation path for the negotiation and ensure your internal team understands it.
Taking a wide-angle view of the negotiation landscape—and recognizing that there are multiple “tables” at play—helps you shape strategic plans and position yourself effectively. This broader perspective grants you a panoramic view of the discussions, enhancing your ability to navigate the intricate process of crafting deals with greater skill.
Jan Aerts 
