United Kingdom: Let's Make a Deal! - Part 2
From ExecutivePlanet.com
Further on what you should know before negotiating
Senior executives continue to make the 'big' decisions, sometimes unilaterally, but there is greater scope for input from junior staff. At the same time the 'younger generation' (under 40-45 years of age) is simply less respectful of their elders whom they no longer regard as necessarily their betters. This does not mean that the boss is a more approachable 'friend'; managers still manage, especially in the older industries where there is minimal delegation of real responsibility. The British work well as a team and reach team decisions but the boss remains somewhat apart from the team.
Modern British business is driven much more by results than by the application of strict process. This is largely the product of the 'Thatcherite' reforms of the 1980s that brought about a market-led shake-up of received wisdom and practices, encouraging a 'can do' mentality that cuts through bureaucratic inertia.
Although British businessmen tend to emphasise short-term results rather than long-range objectives, they are generally interested in long-term relationships rather than quick deals.
Precedent plays an important part in decision-making. The British tend to follow established rules and practices and company policy is the primary authority at all levels of the organisation. A proposal stands a better chance of success if it conforms to the way things have been done in the past. Decision-making can be a slow, deliberate process and rushing or putting pressure on the decision-maker is usually counterproductive; in the end, the Managing Director (the most senior executive in the majority of British companies) will reach a final decision that may be unilateral and is effectively irrevocable.
Attitudes to change and time tend to vary according to an age-industry matrix. Some older industries have the agility of a dinosaur and can bury new ideas in red tape for weeks if not months; on the other hand, younger enterprises can arrive at a plan of action for immediate implementation when the management team meets around a table. 'Now' means 'now', but 'I'll put it in the post' or 'I'll get back to you' may mean a long delay and maybe 'never' (rather like 'we must have lunch some time'). Agreements lead to contracts; if the British businessman is really serious, the lawyers will set to work instanter. On the other hand, delivery may still not be as rapid as hoped or even agreed.
During initial meetings, facial expressions are kept to a minimum and it may be difficult to perceive what the other participants are thinking but you can be sure that they are observing intently even when they appear to be doodling absent-mindedly. Thus, as always, it is important to remain guarded and professional even when a meeting seems to slip into informality, and to give your British counterparts the necessary time to make a full assessment of you as an individual, as well as of your proposal and your company. In turn, you should also note how the participants interact and try to ascertain who are the key players for the success of your project. The British are relatively taciturn by nature and it may be that the quietest person around the table actually wields the most influence and/or power.
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