The Art of Negotiation
Event overview
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With BREXIT talks underway, negotiations are at the forefront of our minds. But how does a professional negotiator work; and what about a hostage negotiator?
This interactive session draws on the experience of Boundaries Edge, a company with staff from backgrounds in the British Intelligence Services, business psychology and Fortune 500 companies. Facilitator Graham Cox will explain, in the world of diplomacy and strategic intelligence, the art and science of negotiations is at the very heart of a running a successful organisation.
The session looks at how to set the conditions for successful negotiations, how to understand the biases that affect the decision-making process and finally the fundamentals required to delivered a successful outcome. It looks in detail at personality style and provides provide practical tips when negotiating anything from large contracts to individual pay-rises.
Graham Cox QCVS, Director – Learning & Development, Boundaries Edge
Graham is the Director of Learning & Development with Boundaries Edge Ltd. He is an international speaker that has delivered talks across 16 countries on the topics of Business Negotiations, Persuasion and Influence, ranging from the Middle East to the UK. As Director of Learning & Development, his role is to draw together experience from staff with backgrounds in the British Intelligence Services, UK Special Forces, business psychology and Fortune 500 companies.
Despite attaining a First Class Senior Joint Honours in Geology & Chemistry, Graham never apply any of this learning as he went straight into the Global Sales & Marketing team at Exxon (specifically looking after large corporate clients). Following a bespoke MBA programme (through Exxon) at London Business School, he enjoyed a diverse career within PepsiCo, Exxon and Her Majesty’s Services. Decorated for Operational Gallantry he went on to serve in various senior operational and strategic intelligence roles within a variety of HM organisations. As one of the youngest senior leaders he soon realised that he was prone to mistakes, and quickly learnt the painful way that human relationships were vital to delivering success.