This Master Class, led by Nicolas Clement, provided a deep dive into the art and science of strategic negotiation. Drawing on extensive hands-on experience and proven academic frameworks, the session challenged conventional “win-win” concepts, equipping participants with mindset shifts and practical tools to secure outstanding outcomes in deals where every agreement can shape an organization’s trajectory.

1. THE STAKES in Strategic Negotiation

The session emphasized why mastering negotiation is mission-critical. The classic “win-win” approach, while popular, is fraught with risks: when you’re up against someone who doesn’t play by the same rules, you risk giving away value far too easily. Nicolas redefined negotiation as “a mutual effort between two or more parties to reach an agreement, with all parties having the right to say no.” Crucially, negotiation begins as soon as anyone needs a decision from someone else, not just during planning or prospecting but from the earliest moment a resource or commitment is required

The stakes are not only about avoiding bad compromises. They are about maximizing value creation and capture, recognizing that sometimes “no” marks the true beginning of effective negotiation

2. THE BENEFITS for your Organization

The approach presented in the Master Class offers several key benefits to any organization:

• Avoidance of bad deals: Rejecting the quick compromise or reflex “win-win” helps prevent agreements that look good on paper but undermine long-term value and operational success
• Relationship building without concession: Distinguishing between genuinely building trust through effort, listening, and understanding versus “buying” the relationship through unnecessary concessions is crucial to sustaining successful partnerships
• Detection and neutralization of invisible traps: The session highlighted cognitive biases (confirmation, framing, generalization, etc.) that can cloud judgment, leading even seasoned negotiators into strategic errors
• Stronger decision-making: Advocating for resilience and patience, “slow down to speed up”, leads to more ambitious, robust, and sustainable agreements

3. KEY TAKEAWAYS

The main operational lessons from the Master Class revolve around tools and principles for thinking and acting in negotiation:

• Ask powerful questions rather than making assumptions: Using the SCORE model (Situation, Causes/Consequences/Criteria, Objective, Resources, Effect) helps clarify what’s really at stake and uncovers true interests behind stated positions
• Active listening and rephrasing: Genuine listening, synchronization, and precise rephrasing foster influence without pushing or pleasing, applying an “Aikido” approach to interaction and value building
• Resist the reflex to compromise: Compromise is likened to a negotiation “credit card”: not inherently wrong, but dangerous if used automatically rather than strategically
• Value “No” as the start, not the end: Recognizing refusal as an essential milestone (and not as failure) enables deeper, more productive dialogues
• Master communication and trap avoidance: Building awareness of linguistic shortcuts, vague generalizations, and distorted logic structures helps keep negotiation focused and effective

Conclusion

This Master Class advocates for a radical shift in negotiation strategy: move away from automatic compromise and “balance,” become astutely aware of psychological and logical traps, and prioritize the core principles of value creation and capture. Organizations will walk away better equipped to forge not just good deals, but great and lasting partnerships, avoiding the pitfalls of superficial harmony and speed. The closing message is clear and compelling: “Control your negotiations, or someone else will”.