Negotiation and influence are regarded as essential skills in public health, as leadership is often exercised without formal authority. Consequently, success largely depends on behavior and interpersonal skills in dealing with colleagues within the organizations in which we work, as well as with external partners. There will be many situations in which it is necessary to influence colleagues or partners to adopt a particular course of action, persuade colleagues or stakeholders to participate in joint projects, or negotiate in order to secure funding for specific initiatives.

Starting a business clearly requires engaging in hundreds of negotiations. Some of these are relatively minor, such as negotiating the best price for printing brochures or business cards, while others are far more significant and may arise from the very beginning of establishing a business. At times, one acts as a buyer, and at other times as a seller. In either case, the skills required to be an effective negotiator are largely the same.

For some small business owners, negotiation comes naturally. These individuals may have been negotiating from a very young age—for example, bargaining with their parents for allowances or additional television time. For many others, however, negotiation skills are acquired through effort and experience and are rarely taught explicitly as part of formal education.

In negotiation, one should expect to reach an agreement. It is important to anticipate concessions and to plan accordingly. Naturally, the other party is thinking in the same way; therefore, the first offer should never be accepted. Even if the offer exceeds expectations, it is advisable to practice appearing disappointed and to politely decline it, as there may be further benefits to be gained.

In most negotiations, one will hear numerous reasons and justifications from the other party explaining why they cannot provide what is being requested. While they may attempt to transfer their problems to you, this should be avoided. Instead, it is preferable to engage with those who acknowledge their challenges and actively seek solutions. For example, if their budget is limited, alternative ways of securing funds may exist.

Finally, remain committed to your principles. Both as an individual and as a business owner, one is likely to hold a set of values and principles that define acceptable agreements. If negotiations cross these boundaries, it may be preferable to walk away from the deal, recognizing that it is possible to proceed without it.