What makes a negotiation successful after the deal is signed
A negotiation succeeds when both sides want to implement what they agreed, not just when the contract is closed.
- By
- Barbara Klammer
- Originally published
- April 9, 2020
- Adapted
- October 13, 2026
- Source
- Read the original
This 2020 article by Barbara Klammer sets out the innovate+grow negotiation philosophy: negotiation is about people and relationships, not only the deal. A deal counts as successful when the negotiating partners are motivated to implement what they have agreed.
Key takeaways
Satisfaction drives implementation
If one party leaves dissatisfied, motivation to implement the deal suffers. The result can be poor outcomes, lost benefits and a damaged relationship.
Acceptable, balanced offers invite reciprocity
People respond better to offers and concessions that feel balanced. Excessive demands, such as accommodations for inferior products, long delivery times, late payments or poor service, are where deals tend to fail.
How people are treated matters as much as the terms
Dissatisfaction is often blamed on the contract when the real issue is whether people felt respected and heard before, during and after the negotiation. A deal that looks perfect on paper can be rejected because of how, or by whom, it was presented.
Preparation beats toughness
The article argues that being well prepared is more effective than being “tough”. Transparent tricks distract from the success factors. Active listening to what the other party is really saying helps far more.
People negotiate with people
Companies do not negotiate with companies; people do, while representing their organisations. The article quotes the axiom “People + Trust = Profit”.
How well prepared are you, or your company, to negotiate effectively? This thinking underpins the innovate+grow negotiation programmes.
Originally published in April 2020 by Barbara Klammer. Condensed adaptation; the original is linked below.