The Negotiation Club

A practical conversation with Mohammed Teleb on using visualisation, empathy, and preparation to create clarity and unlock better outcomes in complex negotiations.

In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Mohammed Teleb, a global commercial director and experienced negotiation practitioner, to explore how visualisation and empathy can shift understanding and improve outcomes in high-stakes negotiations.

The discussion draws on real commercial scenarios, particularly where contracts are complex and the consequences of misunderstanding are significant.

A central theme of the conversation is the use of visualisation and storytelling to explain abstract or technical contract terms. Mohammed shares examples of how narrating real-world scenarios—such as the operational impact of liquidated damages—helps counterparts understand what contractual clauses actually mean in practice.

Rather than debating legal language, this approach reframes the discussion around real consequences, improving clarity and reducing resistance.

Philip and Mohammed explore the importance of encouraging the other party to step into your shoes. This is not about persuasion through pressure, but about helping the counterpart genuinely understand how terms, timelines, or penalties affect your side of the deal.

By fostering empathy, negotiators create space for more collaborative problem-solving and are more likely to uncover solutions that meet both parties’ underlying needs.

The episode also examines how negotiators can balance punitive mechanisms—such as penalties for delay—with positive incentives. Mohammed and Philip discuss how a purely punitive framework can be reframed to include rewards, for example through early-delivery incentives.

The importance of tailoring communication to cultural, regulatory, and organisational contexts is also emphasised. Preparation plays a critical role here: understanding the other party’s constraints, audit environment, and internal pressures helps avoid misinterpretation and builds trust.

To practise this approach, focus on identifying one complex or contentious term in your next negotiation and ask yourself how you would explain its impact using a simple, real-world example.

A dedicated “In My Shoes” Negotiation Card has been created to support deliberate practice of this technique. The card guides you through using storytelling and visualisation to communicate your position clearly and help the other party understand your perspective.

Used consistently, this approach strengthens empathy, improves understanding, and increases the likelihood of balanced, sustainable agreements.

Host: Philip Brown, Founder of The Negotiation Club

Guest: Jim Meldrum, LinkedIn Trainer 

“Your LinkedIn profile is your silent negotiator—make sure it speaks for you before you even walk into the room.”

In this latest episode of The Negotiation Club Podcast, we had the pleasure of sitting down with Jim Meldrum, a seasoned Sales and Marketing professional with extensive experience in helping individuals and businesses harness the power of LinkedIn. Over the years, Jim has become one of the most sought-after LinkedIn Profile gurus, offering valuable insights, training, and strategies for individuals and companies alike.

One of the most striking insights Jim shared in this episode is that 75% of professionals check their counterparts’ LinkedIn profiles BEFORE meetings. Think about that—before you even step into a negotiation or a meeting, the other side is likely to have formed an impression based on your LinkedIn presence. This can shape how they approach the negotiation, what biases they bring, and even the leverage they perceive.

We delve into how a well-crafted LinkedIn profile can significantly impact your professional relationships and, more importantly, your negotiations. Jim’s expertise extends beyond just creating a good profile—he focuses on how your LinkedIn presence can become a strategic tool in your business negotiations.

As always, we’re making sure you get to practice the lessons you hear on the podcast. For this episode, we introduce the “LinkedIn Rapport” Negotiation Card—part of our growing Podcast Negotiation Card Library. This card focuses on helping you refine and optimise your LinkedIn profile to:

Use this card in your practice sessions to role-play scenarios where LinkedIn profiles influence pre-negotiation expectations, and see how this added layer can affect the dynamics of your discussions.

Research has consistently shown that LinkedIn has a profound effect on professional interactions. A recent study revealed that a well-maintained LinkedIn profile can boost your credibility by 35%, increasing trust in your personal brand and professional capabilities. This is especially important in negotiations, where first impressions and trust play pivotal roles.

LinkedIn also provides a subtle but powerful form of leverage. Profiles that demonstrate thought leadership, skill proficiency, and a broad professional network can influence how others perceive your negotiating power. Conversely, a poorly maintained or incomplete profile may detract from your perceived professionalism.

In Jim’s words, “Your LinkedIn profile is your digital first impression”—and in negotiation, that can make all the difference.

Want to learn more from Jim and see his LinkedIn expertise in action? Look him up on LinkedIn here. You’ll quickly see why he’s one of the best in the business at helping individuals and SMEs optimise their LinkedIn presence.

This episode isn’t just about listening—it’s about applying! Make sure to grab the “LinkedIn Rapport” Negotiation Card and start practicing today. Remember, the skills you develop through practice will set you apart from the 75% who only listen.

Now You Need To Ask: "What insights from your LinkedIn profile are impacting your negotiations?"

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Tune in to this episode to learn how to master conditioning language, framing, and understanding the other party’s intentions, and add these powerful tools to your negotiation toolkit.

We highly recommend anyone interested in building their negotiation skills to consider joining The Negotiation Club, starting their own club, or simply getting a deck of our Negotiation Cards to practice.

Remember, there is no progress without practice, and having the right people around you can elevate you to lofty heights!

A practical conversation with Keld Jensen on trust currency and why setting clear rules of engagement shapes alignment, trust, and outcomes in negotiations.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Keld Jensen, negotiation expert and pioneer of NegoEconomics, to explore the role of Rules of Engagement in negotiation.

The conversation focuses on what happens at the very start of a negotiation—often before numbers, proposals, or concessions appear—and why this early framing can determine whether discussions become positional, collaborative, or misaligned from the outset.

Keld introduces the idea of trust currency: the value created when negotiators are clear, transparent, and aligned on how they will negotiate, not just what they will negotiate.

By explicitly setting rules of engagement—such as whether the negotiation will be positional or collaborative—both parties reduce ambiguity and avoid talking past one another. This clarity helps prevent hidden assumptions and opens the door to value that is often lost in traditional, adversarial approaches.

A critical part of the discussion is recognising that rules of engagement are not universally applicable. Philip and Keld emphasise that context matters.

Some negotiations benefit from clearly stated rules; others require flexibility or a different approach entirely. The skill lies not in knowing the tactic, but in knowing when to use it and when not to.

Keld highlights that certain environments—such as crisis or hostage negotiations—operate under fundamentally different dynamics, reinforcing that rules of engagement must always be matched to the situation.

The episode reinforces that setting rules of engagement is a strategic choice, not a default behaviour. It requires judgement, awareness, and experience to apply effectively.

To practise this skill, reflect on your next negotiation and ask:

A dedicated Negotiation Card on “Rules of Engagement” has been created to help practitioners practise introducing and testing this concept in a structured way. The card encourages experimentation and reflection, helping negotiators build the experience needed to apply the tactic appropriately.

A practical conversation with Mark Davies on the Crescendo Effect and how time pressure builds, distorts judgement, and can be managed to improve negotiation outcomes.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by negotiation trainer Mark Davies to explore a frequently underestimated force in negotiation: time pressure.

The conversation centres on what Mark refers to as the Crescendo Effect—the rising tension, anxiety, and discomfort that builds as deadlines approach and decisions feel increasingly urgent.

Mark explains that the Crescendo Effect is not unique to negotiation. It is a familiar human response to approaching deadlines, similar to the pressure many people experience before exams or critical milestones.

Early on, when time feels abundant, decision-making is calm and considered. As the deadline draws closer, pressure intensifies, confidence can drop, and the risk of rushed or reactive decisions increases.

In negotiations, this rising pressure can quietly shift behaviour, often without negotiators realising it.

A key insight from the discussion is that unmanaged time pressure narrows thinking. As the Crescendo Effect builds, negotiators may:

Mark emphasises that recognising the presence of time pressure—both in yourself and in the other party—is the first step to regaining control.

The episode also explores how experienced negotiators can work with the Crescendo Effect rather than being driven by it. By anticipating pressure points and preparing responses in advance, negotiators can slow the conversation down, resist unnecessary urgency, and make more deliberate choices.

When managed well, time pressure does not have to lead to poor outcomes. In fact, it can be used to sharpen focus and support better decision-making.

To practise managing the Crescendo Effect, start by identifying where time pressure exists in your current or upcoming negotiations.

Ask yourself:

A dedicated Negotiation Card on the Crescendo Effect has been created to help practitioners practise recognising and managing time pressure in a controlled setting. The card is designed to build awareness and improve decision-making under stress—before it matters in real negotiations.

A practical conversation with Luke Tomlinson on using conditioning language and framing to shape expectations, test assumptions, and guide negotiations more deliberately.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Luke Tomlinson, a procurement professional with experience on both the sales and buying sides of commercial negotiations.

Luke’s dual perspective provides a grounded view of how negotiations are shaped long before proposals are made—often through small, easily overlooked moments in language, tone, and framing.

The discussion centres on conditioning language as a negotiation micro-moment: the subtle use of words, stories, and context to shape expectations from the outset.

Luke explains that conditioning language is not about manipulation or scripting, but about preparing the ground. When used well, it helps the other party understand how the negotiation is likely to unfold, what matters, and where value may sit—before any positions are taken.

A key theme is the relationship between conditioning language and framing. Luke highlights how negotiations often stall because one party frames the situation as low value or unimportant.

By positively reframing the context—without exaggeration or pressure—negotiators can reposition a discussion as worthwhile and collaborative. This framing also allows assumptions to be tested rather than accepted, particularly the common belief that suppliers are always eager to sell or that all customers are treated equally.

The episode reinforces the importance of observing responses and adjusting language to better understand the other party’s true motivations.

Luke also explores how conditioning language must be adapted to different personality styles. Drawing on DISC-style thinking, the conversation highlights that what resonates with one person may alienate another.

Effective conditioning requires:

Misalignment in style can derail negotiations just as quickly as poor preparation.

This episode emphasises that conditioning language is a skill developed through practice, not theory.

To practise, focus on the first few minutes of your next negotiation and pay attention to:

A dedicated Negotiation Card on Conditioning Language has been created to help practitioners practise these micro-moments deliberately, with attention to framing, assumptions, and different personality styles.

Used consistently, this approach strengthens positioning, improves clarity, and reduces unnecessary friction in negotiations.

A reflective conversation with Moshe Cohen on why slowing down is essential for managing emotion, improving judgement, and performing better in negotiations.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Moshe Cohen—negotiation trainer, mediator, and author of Collywobbles: How to Negotiate When Negotiating Makes You Nervous—to explore one of the most overlooked negotiation skills: slowing down.

Drawing on decades of experience teaching negotiation and mediation, Moshe shares insights into how emotional reactions shape behaviour at the negotiation table, often before conscious thinking has a chance to catch up.

A central theme of the discussion is that emotions are usually the first responder in a negotiation. Excitement, fear, frustration, or anxiety can trigger rapid reactions that bypass strategy and preparation.

Moshe explains that even highly skilled negotiators are vulnerable to emotional surges, and that unmanaged emotion is one of the most common causes of poor decisions under pressure.

The episode explores slowing down as a deliberate technique rather than a personality trait. Moshe describes how pausing—physically and mentally—creates space between stimulus and response.

This pause allows negotiators to:

Slowing down is presented not as hesitation, but as control.

Philip and Moshe discuss how the skill of slowing down is developed in micro-moments—the brief instances where emotion spikes and pressure increases.

Rather than trying to change behaviour wholesale, negotiators can practise recognising these moments and applying small interventions: a pause, a breath, or a conscious delay before responding. Over time, these small adjustments compound into better performance.

To support this skill in practice, a dedicated “Slow Down” Negotiation Card has been created. The card acts as a prompt during role-play or live negotiations, reminding practitioners to pause, reflect, and manage emotional responses before acting.

To practise, try deliberately slowing your response in your next negotiation—especially when you feel pressure to answer quickly. Observe how this affects both your thinking and the other party’s behaviour.

As Moshe notes, progress in negotiation is not about perfection. Even small improvements in emotional management can significantly improve outcomes over time.

A practical conversation with Martin John on using charm authentically to build rapport, reduce tension, and improve outcomes in difficult negotiations.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Martin John, a procurement professional and trainer with over 26 years of experience, to explore the role of charm as a negotiation tactic.

The discussion focuses on situations where power is uneven—particularly when negotiating with parties who hold greater leverage, such as monopolistic suppliers—and how relationship-building can rebalance conversations that might otherwise feel one-sided.

Philip and Martin explore what they refer to as the Charm Offensive: the deliberate use of warmth, rapport, and positive interaction to create cooperation and goodwill.

Charm, when used well, can:

The episode is clear that charm is not about force or persuasion, but about shaping the emotional environment in which decisions are made.

A key warning throughout the conversation is that charm only works when it is genuine. Martin cautions against confusing charm with flattery or manipulation. When charm feels forced or insincere, it can quickly damage trust and credibility.

The discussion also touches on the fine line between preparation and intrusion—particularly when researching the other party. Using personal details carelessly, or relying too heavily on social media information, can feel uncomfortable or “creepy” rather than connecting.

True charm is rooted in authentic human interaction, not exploitation of personal information.

The episode positions charm as a strategic choice, not a default behaviour. It is particularly useful when:

Used deliberately, charm can help open doors that positional arguments or pressure might close.

To practise the Charm Offensive, focus on how you enter your next negotiation:

A dedicated Negotiation Card on “Charming” has been created to help practitioners practise this tactic deliberately. The card encourages experimentation with rapport-building while maintaining authenticity and professional boundaries.

Used thoughtfully, charm becomes a tool for connection rather than manipulation—and a way to navigate difficult negotiations with confidence.

A research-led conversation with Professor Remi Smolinski on why asking for the “best” offer is a powerful but risky negotiation tactic.

In this episode of The Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Professor Remi Smolinski from HHL Leipzig Graduate School of Management to explore the strategic use of the word “best” in negotiations.

Drawing on academic research and real negotiation experience, the conversation examines how a single word—often used casually—can significantly influence behaviour, ethics, and outcomes at the negotiation table.

Professor Remi shares findings from a large-scale research study involving nearly 500 participants, which examined what happens when negotiators are asked for their “best” offer.

While more than 80% of participants responded to the request, only a small minority revealed their true reservation point. Most responded cautiously, balancing economic interest with ethical considerations.

The episode highlights that asking for the “best” offer often places the responding party in a difficult position—pressured to appear fair or cooperative while protecting their own interests.

A key insight from the discussion is that once someone declares their “best” position, challenging it further can raise questions of integrity and trust. The label creates a psychological commitment that can limit future movement and escalate tension if pushed too far.

Philip and Remi explore how this makes the tactic powerful—but also risky. Used without awareness, it can damage credibility or stall negotiations rather than advance them.

The episode also touches on the importance of confidence in delivery. Softening language or hedging after declaring a “best” position can undermine perceived commitment and weaken the negotiator’s stance.

The discussion emphasises that knowing about the tactic is not enough. Negotiators must also practise how to respond when the word “best” is used against them.

Understanding when to answer directly, when to reframe, and when to resist the framing altogether is a skill that develops through experience rather than theory alone.

To practise this skill, try introducing the word “best” deliberately in a low-risk negotiation or role-play and observe how it changes the dynamic. Equally important, practise responding when the question is directed at you.

A dedicated Negotiation Card on “The ‘BEST’ Label” has been created to help practitioners explore both sides of this tactic—using it responsibly and defending against it effectively.

The aim is not to memorise responses, but to build judgement around when the tactic clarifies positions and when it creates unnecessary pressure.

The Negotiation Challenge is one of the most prestigious international negotiation competitions. Over the years The Negotiation Challenge has hosted the world’s best negotiators, allowing them to share their passion and compete against each other in realistic negotiation situations.

Based on the extensive experience in designing and organising negotiation competitions, The Negotiation Challenge has launched a global negotiation competition for professionals and a global negotiation competition for students.

The professionals competition is open to all passionate negotiators from business, legal services, politics and diplomacy, across all seniority and hierarchy levels.

The competition rests on solid academic foundations of its founders and operates in a methodologically proven format. It gathers world’s best professional and passionate negotiators and offers them an opportunity to demonstrate their negotiation mastery and compare their skills with their like-minded counterparts from around the world.

Due to its global reach, open, impartial and highly competitive character combined with rigorous scientific approach; The Negotiation Challenge is an unofficial World Championship in Negotiation.

Professional Competition Link: "The Negotiation Challenge"

A practical conversation with John Skinner on why “parking” issues helps negotiators stay composed, protect leverage, and make better decisions under pressure.

In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by John Skinner, business consultant and entrepreneur, to explore a skill that often separates composed negotiators from reactive ones: parking an issue.

Drawing on decades of contract negotiation experience, John reflects on the reality that even the best preparation cannot eliminate every surprise. It is how negotiators respond to the unexpected that often determines the quality of the outcome.

John explains that while negotiators can prepare for the vast majority of scenarios, there is almost always a remaining margin of uncertainty—the moment when an unexpected issue surfaces and creates pressure to respond immediately.

These “oh no” moments can trigger anxiety, rushed decisions, or unnecessary concessions. The episode positions parking as a disciplined response to uncertainty, allowing negotiators to slow the conversation without losing momentum or credibility.

A central theme is that parking an issue is not avoidance—it is strategic control.

By parking an issue confidently, negotiators can:

The discussion highlights that pushing forward when unprepared often reveals discomfort, which the other party may notice and exploit.

Philip and John also examine where negotiators go wrong when using this technique. Parking can backfire if it is done hesitantly, overused, or not followed up properly.

The episode emphasises that parking must be:

Failure to return to parked issues can damage trust and undermine credibility just as much as reacting poorly in the moment.

To practise this skill, try introducing unexpected issues deliberately in negotiation role-plays and focus on how you respond in the moment.

Observe:

A dedicated Negotiation Card on “Parking” has been created to support deliberate practice of this technique. The card guides practitioners through confidently pausing discussion on an issue, maintaining control, and returning with a stronger position.

Used consistently, parking becomes a powerful way to manage uncertainty without sacrificing momentum or authority.

A practical conversation with Mike Inman on using silence, precision, and observation to test positions and unlock movement in negotiations.

In this episode ofThe Negotiation Club Podcast, Philip Brown (Founder of The Negotiation Club) is joined by Mike Inman, negotiation trainer at TableForce, to examine a standout moment from a live negotiation practice session.

The conversation focuses on how small, deliberate choices in language, timing, and silence can reveal flexibility in the other party’s position—often without confrontation or pressure.

Mike explains that while empathy matters, effective negotiation also requires anticipating the other party’s next move. A key part of this anticipation is understanding the other party’s BATNA and what realistic alternatives they may have.

By thinking one step ahead, negotiators can test positions intelligently rather than reacting instinctively.

The episode analyses a pivotal moment from a practice negotiation. After the seller reduced her offer to £538, Mike responded with a precise question:

“So for £532 you would walk away?” —followed by purposeful silence.

Rather than receiving an immediate rejection, the seller summarised her position—signalling that movement was still possible. This absence of refusal, combined with how the response was delivered, provided valuable information.

Philip and Mike break down why this moment was effective. The technique combines several elements:

Philip also notes the subtle tone of mild disbelief in the question, which gently challenged whether such a small difference should truly end the deal.

Mike stresses that no tactic should be overused. Repetition makes behaviour predictable and reduces effectiveness. A skilled negotiator, he argues, needs a broad toolkit and the judgement to choose the right tool at the right moment.

This aligns with the idea that negotiation skill is not about favourite techniques, but about adaptability.

To practise this skill, focus on moments where the other party appears close to agreement. Try introducing a small, precise movement and then stop talking.

Observe:

A dedicated Negotiation Card on “Closing Accusation” has been created to help practitioners practise this technique deliberately. The card supports experimentation with tone, timing, and silence, helping negotiators develop sharper observation and judgement.

Used well, this approach turns quiet moments into some of the most informative parts of a negotiation.