For a brief mental exercise imagine issuing a one question survey to your teams of negotiators. Think about the personnel from sales and marketing, supply chain management, mergers and acquisitions, legal, or even the executive leadership team in the 


As an HR professional this one question will provide critical insight as to the importance of your upcoming training event. 

For better or worse each individual’s definition will take you directly to their mindset as a professional negotiator.

Here are some of the words and phrases you might receive:

“Give and take” 


“Meet in the middle”


“Make the pie bigger”

“Mutually beneficial agreement” 



“Getting our interests while giving up as little as possible”

Now ask yourself…“If we’re truly operating as a team, why so many different answers?” “What risk are we taking by having disjointed mindsets?”  

For most of us this list appears to be common. However, the unfortunate reality is that none of these are REQUIRED in order for a negotiation to take place. In fact, if the individuals on your teams have these mindsets, you’re guaranteed to be leaving precious points at the table.

Think about this… What happens when your people show up with a prepared mindset to compromise? Even more concerning, what happens when they sit down against a contentious team of professional manipulators, or predators as we like to call them? 

These manipulators are specifically trained to take advantage of compromise-based mindsets. Not only are these predators expecting it, they are literally counting on it. 

So the question becomes… How many points will your group needlessly forfeit? 5%, 10%, 20%, in some cases more? 

Of course we don’t know the answer, but there is a solution and a way to reverse this negative trend. Just imagine if we captured a conservative number between 2%-5% across the board. What would that look like to your bottom line? How might that change reflect on your critical role in HR?

Unlike the majority of our respected competition, our 30-year-old method of training and coaching has evolved alongside the breakthroughs in modern day neuroscience. Not only do we understand how corporate cultures adopt self-inflicted negotiation challenges, but we also know the theory and conditioning which is directly responsible.

Until now the status quo in negotiation training has tried to control and influence the fear and anxiety inherent in deal making. They have done this by developing and teaching tactical gamesmanship built on assumption and compromise. Both of which are absolutely not required and certainly not best practices. 

What your individuals gain from our approach…..

Identify detrimental habits impeding their maximum level of success

Acknowledge that challenges exist in a safe environment 

Build an effective plan for solving them 

Become empowered to execute

What your teams gain from our approach

Unity: A common process for preparing, executing and debriefing with shared definitions and understanding throughout the life of the entire business relationship

Structured Communication: An organized delivery system for internal collaboration with feedback and coaching 

Focus: The ability to concentrate on what they can actually manage rather than blindly chasing results

The Camp Negotiation Institute Training and Coaching Workshop provides a conducive environment for your team to learn fundamental activities and behavioral principles. Like any true and valid system, when aligned these negotiation principles will always defeat the theoretical and trendy tactics built on false pretenses and manipulations of power and leverage being deployed by your counterparts.

Put simply, our workshop teaches people how not to compromise, how not to negotiate from a position of disadvantage, and how not to leave money on the table. We teach you how to build stronger, longer lasting agreements while securing greater margin.

Challenges and Objectives

The Six Characteristics of the Professional Negotiator 

Flawed Mindsets and Compromise 

Negotiation — What Is It?

Advances in Neuroscience — How Vision Drives Decision

Behaviors — Fuels to the System

System Structure

Day 1

Day 2

Day 1 Review 

Logs — Debriefing What We Know and What We Don’t Know

Expanding the Decision Making Process 

Checklists — How to Build Valid Agendas

Execution — What to Say and How to Say It 

Application — Your Teams Real Checklists and Logs

Methods for Implementation and Coaching Support

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