Getting a clerk in a retail store to say yes can be difficult. It is even harder to get the used car salesman to agree to the deal you need. When trying to return a damaged item or negotiate better terms often requires a higher authority to give you satisfaction.
Part of the initial phase of any negotiation involves identifying who the decision-maker is. Typically the approval process is not willingly disclosed. It is up to you to determine who can approve your request and if he or she is accessible.This identification of the approval process applies to any negotiation.
When the issue is important to you make the effort to deal directly with the decision-maker because a tiered approval structure creates barriers to clear communication. That is, your message will be diluted by every person between you and the decision maker on whom you rely to deliver your message.
The actual decision-makers rely on the interpretations of their representatives as to the dynamics of the discussions with you. Each person between the respective Approval Rasp unconsciously or consciously alters the true content of the actual discussion. This effectively changes your message.
These barriers apply in the workplace as well. If your boss says his or her hands are tied regarding the raise you want and you are confident in your performance and value to the company, ask to speak to the person tying your supervisor’s hands. You deserve to know why you are being denied just compensation by the company. If you are not satisfied, find a company that will justly compensate you.
To get to yes you often must deal with the person who can agree to your terms, not an intermediary.
In Seven Secrets to WINNING Without Losing a Friend, I discuss the importance of understanding and removing barriers to communications.