Skriv inte på det där NDA:et än! Förstå dina skyldigheter först
1. Inledning
Är du redo att fördjupa dig i sekretessavtal (NDA)? Vi gick igenom grunderna och centrala delar av sekretessavtal i del 1 här, och i del 2 här förklarade vi fyra vanliga klausuler som parter, definitioner och syftet med sekretessavtal. Nu ska vi utforska de viktiga sekretesskyldigheterna som gäller för den mottagande parten enligt ett sekretessavtal.
Lär dig hur du skyddar din känsliga information under affärspartnerskap med denna artikel “Signera inte NDA:et än! Förstå dina skyldigheter först.”
Fyra snabba fakta om NDA
Enligt ett NDA, vanligt benämnt sekretessavtal, går parterna med på att:
- Sekretesskyldigheter: Hålla information hemlig, använda den endast för det ändamål som anges i sekretessavtalet och inte avslöja den för obehöriga parter.
- Upprätthålla informationssäkerhet: Implementera rimliga säkerhetsåtgärder för att skydda informationens konfidentialitet.
- Undantag: I vissa fall gäller inte sekretessen, som när informationen är offentligt tillgänglig eller om upplysningar krävs enligt lag.
- Förstöra information: När konfidentiell information ska återlämnas eller raderas då sekretessavtalets syfte har uppnåtts.
Även om sekretessavtal vanligtvis har företräde framför lagreglering, kan särskilda lagar och förordningar tillämpas. Exempelvis sekretesslagar av olika slag, GDPR, arbetsrättsrättsregler och regler om företagshemligheter.
2. Sekretesskyldigheter för den mottagande parten
Begränsad användning av konfidentiell information
I ett sekretessavtal har den mottagande parten huvudansvaret för att skydda sekretessen. Detta innebär vanligtvis att den konfidentiella informationen endast får användas för det angivna ”syftet” enligt avtalet. Se vår tidigare artikel här där vi förklarar varför detta är viktigt och hur man korrekt formulerar syftet. Genom att göra detta säkerställer man att den konfidentiella informationen hålls hemlig och hindrar mottagaren från att avslöja den för en tredje part.
Ett välskrivet sekretessavtal bör uttryckligen begränsa mottagande part från att inte bara direkt och medvetet missbruka eller avslöja konfidentiell information, utan också från att göra det indirekt, vårdslöst eller oavsiktligt.
Utvidgning av tillåtna mottagare
En av de viktigaste delarna av ett sekretessavtal som kräver särskild uppmärksamhet är: “Vem får ta emot den konfidentiella informationen?”
Eftersom det ofta inte bara är parterna i sekretessavtalet som behöver få den konfidentiella informationen är det viktigt att utvidga dessa sekretessskyldigheter bortom den mottagande parten själv.
Vanliga exempel på tredje parter inkluderar:
- Professionella rådgivare såsom revisorer, konsulter eller advokater,
- Agenter, direktörer, anställda och
- Filialer/bolag inom samma koncern.
Se därför till att du inkluderar mycket tydliga definitioner av tredje parter som får ta emot den konfidentiella informationen och under vilka omständigheter.
Vanligtvis är dessa omständigheter att dessa tredje parter endast får ta emot den konfidentiella informationen om de har:
- ett behov av att veta informationen i samband med syftet (som definieras i sekretessavtalet), och
- juridiska skyldigheter för sekretess och icke-användning med avseende på den konfidentiella informationen som väsentligen liknar mottagande parts skyldigheter enligt sekretessavtalet.
Upprätthålla informationssäkerhet
Det är avgörande att förstå vikten av att skydda den konfidentiella informationen som delas. Om du tar emot konfidentiell information är det viktigt att förstå och acceptera att du är skyldig att implementera rimliga säkerhetsåtgärder. Detta inkluderar tekniska, fysiska och organisatoriska åtgärder för att skydda informationens konfidentialitet och förhindra obehörig åtkomst eller avslöjande.
Undantag från sekretesskyldighet
Normalt innehåller sekretessavtal vissa undantag från de sekretessskyldigheter som åläggs den mottagande parten. När det kan bli fallet inkluderar nedan fyra olika exempelsituationer.
Allmänt känd information
Om informationen blir offentligt tillgänglig för allmänheten (utan att mottagande part brutit mot sekretessavtalet) upphör sekretessskyldigheterna för mottagaren och dess dotterbolag att gälla som bindande.
Tidigare vetskap
Om informationen införs i en offentlig domän (utan att mottagande part brutit mot sekretessavtalet) befriar också mottagaren och dess dotterbolag från sekretessskyldigheterna.
Tredje-parts avslöjande (inklusive dotterbolag)
När mottagaren får information från en tredje part som har laglig rätt att avslöja den, behöver de inte längre hålla informationen konfidentiell.
Rättsliga krav
Ett viktigt undantag tillåter mottagaren, dess dotterbolag/filialer eller tredje parter att avslöja konfidentiell information genom en domstolsorder eller myndighetsbegäran. Vanligtvis ska den avslöjande parten informeras innan informationen lämnas ut för att följa den juridiska processen.
Återlämnande/destruering av informationen
När syftet med att dela konfidentiell information är uppnått kan den avslöjande parten begära att den mottagande parten återlämnar eller förstör den konfidentiella informationen som fortfarande är i deras besittning.
Till exempel kan den avslöjande parten begära att den mottagande parten återlämnar kopior, prover och annat material som innehåller konfidentiell information samt kräva att den mottagande parten raderar/förstör digitala data som innehåller konfidentiell information.
På grund av dagens komplicerade IT-miljöer hos de flesta företag kan det vara antingen väldigt utmanande eller kostsamt att helt eliminera data. Därför råder vi att inkludera formuleringar som: ”parterna är överens om” i sekretessavtal gällande destruering av digital data.
Specifika lagar kan tillämpas
Även om sekretessavtal vanligtvis omfattar reglering av sekretesskyldigheter är det viktigt att inse att specifika lagar och förordningar kan åsidosätta eller komplettera avtalsregleringen i vissa situationer.
Exempel på sådan rättsreglering inkluderar: sekretesslagar, GDPR, arbetsrättsregler och regler om företagshemligheter.
Dessa lagar och förordningar kan ställa ytterligare krav eller medge mer vittgående undantag, så beakta dessa skyldigheter när du ingår eller tolkar ett sekretessavtal för att säkerställa fullständig efterlevnad. Dessutom, se även denna artikel från Hogan Lovells för ytterligare information om ämnet.
3. Slutsats
Medan titeln på denna artikel “Skriv inte på det där NDA:et än! Förstå dina skyldigheter först” kanske kan låta lite dramatisk, understryker den en viktig poäng: sekretessavtal underskattas ofta.
Att förstå sekretesskyldigheter enligt sekretessavtal, särskilt för den mottagande parten, är avgörande. Det är viktigt att inte förhasta sig och skriva under dessa avtal utan att helt förstå den potentiella påverkan på ditt företag och din handlingsfrihet.
Genom att noggrant granska och förstå dina skyldigheter kan du skydda dina intressen, undvika kostsamma rättsliga tvister och säkerställa ett framgångsrikt partnerskap.
Kontakta oss på +31650608964 eller lowa@amstlegal.com om du behöver mer information eller rådgivning om detta ämne.
How to Renegotiate Contracts: What You Need to Know
Introduction
We’ve all been there: whether it’s asking for a salary increase, renegotiating your apartment lease, or updating a business contract due to new contract terms or a higher price.
Renegotiations are a part of life, both personally and professionally, yet these can be one of the most challenging conversations we face. How can we renegotiate contracts better and why is it different to renegotiate an existing contract?
In this article ‘How to Renegotiate Contracts: What You Need to Know’, we will explore the essentials of contract renegotiation: what it is, why it matters and when to consider it.
After advising a large US / Netherlands based client through critical contract renegotiations in the past years and working on contract renegotiations since 2004, we are looking forward to share our experiences and tips on contract renegotiations.
What Is a Contract Renegotiation?
Definition of Contract Renegotiation
Revisiting Terms
Contract renegotiation involves modifying the existing terms of a contract between parties. Unlike initial negotiations, where the focus is on establishing a new agreement, renegotiation aims to adjust current terms to better align with evolving needs and circumstances.
This is particularly difficult as there is already an existing relationship and contract, but the current terms need to be amended.
Building on Relationships
Renegotiations are built on the history and trust already established between parties. This foundation can facilitate more open communication and a collaborative approach to finding mutually beneficial solutions.
Contracts We Renegotiate Most Often
Salary Agreements
Negotiating a raise or changing your compensation package involves revisiting the terms of your employment to better reflect your current capabilities, growth, contributions and market value.
Lease Agreements
From apartment rentals to office spaces, lease agreements often require renegotiation, especially when circumstances change. You might seek to adjust the rent, extend the lease term, or modify maintenance responsibilities.
Commercial Contracts
Businesses frequently renegotiate contracts with suppliers, clients, or partners to adapt to changing market conditions, change pricing, update service offerings or address performance issues.
Service Agreements
As companies grow or change course, the scope of work with service providers may need updating. Renegotiating service agreements ensures both parties are aligned on expectations and deliverables.
Subscription Services
In our digital age, we often engage in contracts for software, memberships, or utilities. Renegotiating these can lead to different pricing, additional features or terms that better suit your needs.
The Nature of Contracts
Dynamic Agreements
Contracts should be viewed as living documents that may require adjustments over time. As businesses grow and markets change, what was appropriate at the contract’s inception may no longer be suitable.
Common Misconceptions
There’s a common belief that contracts are immutable and must remain static until they expire. This misconception can hinder businesses from adapting to new opportunities or challenges.
Why Renegotiate a Contract?
Adapting to Changing Circumstances
Market Fluctuations
Economic changes can impact pricing, supply and demand. Renegotiating contracts allows businesses to adjust terms in response to inflation, currency fluctuations, products changes or shifts in market dynamics.
Technological Advancements
New technologies can alter operational needs or capabilities. For example, adopting automation tools may change service requirements, necessitating contract updates.
Regulatory Changes
Laws and regulations evolve, and contracts must comply with current legal standards. Renegotiation ensures that agreements remain legally sound and avoid potential penalties.
Contract Improvements
Due to professionalization of the sales, procurement and/or legal teams, contracts need to be updated to enhance the customer experience, increase efficiency and decrease risks.
Addressing Performance Issues
Underperformance
If one party fails to meet their obligations, renegotiation provides an opportunity to address these issues formally. This could involve modifying expectations, timelines, or remedies for non-compliance.
Overperformance
Conversely, exceeding expectations may open doors to expand the scope of work or adjust compensation to reflect the added value.
Enhancing Mutual Benefits
Optimizing Terms
Renegotiation can improve conditions for better efficiency or profitability. This might include adjusting payment schedules, delivery terms, or service levels to better suit both parties.
Strengthening Relationships
Open communication during renegotiation can reinforce partnerships. Demonstrating flexibility and a willingness to collaborate fosters trust and long-term cooperation.
Resolving Disputes
Clarifying Ambiguities
Contracts may contain unclear terms that lead to misunderstandings. Renegotiation allows parties to clarify these ambiguities, reducing the risk of future conflicts.
Mitigating Risks
Adjusting terms can reduce potential liabilities. For instance, modifying indemnification clauses or adjusting responsibilities can protect both parties from unforeseen risks.
When to Renegotiate a Contract
Contractual Milestones
Renewal Dates
Contract renewals are natural points to revisit and adjust terms. Before automatic renewals take effect, reviewing the agreement ensures it continues to meet both parties’ needs.
Project Phases
In long-term projects, transitions between phases offer opportunities to assess performance and make necessary adjustments.
Significant Business Changes
Mergers and Acquisitions
Organizational changes can affect contractual obligations. Renegotiation ensures that contracts align with the new entity’s structure and strategy.
Financial Shifts
Changes in budget, funding, or financial health may require contract adjustments to reflect new economic realities.
External Factors
Economic Downturns or Booms
Macroeconomic conditions can influence market stability. Renegotiating terms can help manage risks during downturns or capitalize on growth during booms.
Legal or Regulatory Updates
New compliance requirements may necessitate changes to contract terms to ensure ongoing legality and enforceability.
Early Warning Signs
Consistent Issues
Repeated problems may indicate misaligned terms. Addressing these through renegotiation can prevent further complications.
Feedback from Stakeholders
Input from employees, customers, or partners can highlight areas where the contract may need adjustments.
Contract Updates
Contract Template Improvements
Improvements in contract templates due to professionalization of the Company or mitigation of risks.
Change in Contract Setup
Linked to the previous point, the contract template structure is subject to change. For example, instead of using one large contract, the contract template is now divided into general terms and conditions that links to various addendums that can be found on the website of the company.
This is one of the best ways to decrease negotiation time, improve contract management and mitigate risks for the company.
Conclusion
Recap of Key Points
Contract renegotiation is a vital tool for businesses to adapt to changing circumstances, address performance issues, enhance mutual benefits, and resolve disputes.
Recognizing when to renegotiate – such as at contractual milestones, during significant business or contract changes, or in response to external factors – can prevent risks associated with outdated agreements.
Call to Action
Businesses should regularly assess their contracts and consider renegotiation as a strategic tool for maintaining strong, mutually beneficial relationships.
Closing Thoughts
Adaptability is essential in today’s business environment. Embracing contract renegotiation not only safeguards your interests but also fosters partnerships built on trust, collaboration, and shared success.
Need assistance with your contract renegotiations?
Contact us today via lowa@amstlegal.com or +31650608964 to discuss how we can help or book a meeting with us via https://amstlegal.com/appointment.
In the Press: A Conversation with Robby Reggers (English)
In The Press: Dutch Interview with mr-online – legal platform
In the Press: A Conversation with Robby Reggers (Nederlands)
Artikel Mr. Online
Op 15 oktober heeft mr-online (see (link) een interview met Robby Reggers gepubliceerd. Mr. is hét online platform voor juristen, dat ook en maandelijks tijdschrift uitbrengt. Mr. bericht over actuele zaken in de juridische wereld en belicht en becommentarieert deze vanuit een onafhankelijke positie. Mr. richt zich op alle in Nederland actieve juristen en WO-rechtenstudenten.
Onderwerpen van het Artikel
Het is fantastisch dat Robby de kans kreeg om meer te vertellen over zijn ervaringen in Zweden (en Scandinavië). In dit Interview vertelt Robby Reggers over de volgende onderwerpen:
- Terugkeer naar Nederland en plannen voor AMST Legal (naast een kantoor in Zweden nu ook op de ZuidAs in Amsterdam).
- Uitdagingen en kansen bij het opzetten van een eigen kantoor in Zweden.
- Cultuurverschillen tussen Zweden en Nederland.
- Grootste valkuilen bij onderhandelingen en hoe deze te vermijden.
- Tips voor juristen en advocaten die internationaal willen werken.
- Ervaringen met onderhandelen in andere culturen.
Overstapper van de week
Overstapper van de week is Robby Reggers. Reggers heeft AMST Legal in de zomer van 2021 opgericht in Stockholm, maar is deze zomer terugverhuisd naar Amsterdam. Hij is gespecialiseerd in commercieel contractenrecht. Reggers was hiervoor werkzaam als Legal Counsel / Head of Legal bij meerdere bedrijven in de Randstad, en daarvoor advocaat bij Hogan Lovells (Amsterdam). Zie hierbij het ‘Interview met Robby Reggers (AMST Legal) over Onderhandelen in Scandinavië’.
Welkom terug in Nederland! Waarom bent u teruggekomen en wat zijn uw plannen en doelen voor AMST Legal in Nederland?
Dankjewel! Wij zijn als familie teruggekomen naar Nederland door het werk van mijn vrouw. Ook merkten we dat het door de groei van AMST Legal, met veel Nederlandse klanten, de beste keuze was. Het doel is om AMST Legal verder uit te breiden in Stockholm, maar vooral ook in Amsterdam. Dit lijkt zeker mogelijk omdat er veel vraag is naar onze specialiteit: flexibel juridisch advies over het opstellen en onderhandelen van commerciële contracten. Vooral onze expertise met betrekking tot procesverbetering door standaarden, inclusief het gebruik van Legal Tech & AI, is erg in trek.
Wat waren de belangrijkste uitdagingen en kansen die u tegenkwam bij het verhuizen naar Zweden en het opzetten van uw eigen kantoor daar?
De belangrijkste kans die we zagen was de ongelooflijk fascinerende wereld van Scandinavië die voor ons openging. Fantastisch hoe zo een groot en relatief onbekend deel van Europa zo interessant kan zijn. Naast Zweden, hebben we nu klanten van Noorwegen en Finland tot in de Baltische staten. Dat zijn toch echt landen waar ik nooit had verwacht om zaken te doen. Ik ben nog aan het wachten op mijn eerste vergadering in de poolcirkel, maar dat gaat vast lukken.
De belangrijkste uitdagingen waren zonder twijfel het opzetten van een eigen onderneming in Zweden. Het is al ingewikkeld om in Nederland een onderneming op te zetten, laat staan in het buitenland.
Wat waren in uw werk de meest opmerkelijke cultuurverschillen tussen Zweden en Nederland, en kunt u die toelichten?
Zweden zijn erg conflictmijdend, dus dat is wel een sterk cultuurverschil waar je rekening mee moet houden tijdens werken met collega’s, onderhandelen of bij het adviseren. Daarnaast is het belangrijk om te beseffen dat relaties erg belangrijk zijn om zaken te kunnen doen en dat er focus ligt op consensus bij beslissingen nemen. Dit betekent dat processen wel langzamer gaan dan in Nederland.
Wat me het meest verbaasde was dat de Zweden – zoals in Frankrijk – een cultuur hebben van uitgebreid lunchen tijdens de middag. Er zijn veel betaalbare lunch-aanbiedingen of buffetten in de stad waar advocaten, accountants samen met de bouwvakkers lunchen – echt super. Het is ook heel normaal om bij -15 even buiten te gaan wandelen in de sneeuw om te overleggen met een klant of collega.
U biedt ook onderhandelingscursussen aan. Wat zijn volgens u de grootste valkuilen bij onderhandelingen en hoe kunnen professionals deze vermijden?
De grootste valkuilen in onderhandelingen zijn meestal gebrek aan voorbereiding en slecht luisteren en communiceren. Om dit te vermijden benadrukken we vooral in onze trainingen hoe je 1. beter voorbereid onderhandelingen kunt ingaan door deze te verdelen in drie verschillende fases en 2. met kwaliteitsvragen en empathisch luisteren een beter resultaat kan halen bij onderhandelingen – en je niet altijd met een compromis hoeft te komen. Het gaat erom dat je de tegenpartij beter begrijpt.
Wat is uw tip van de week voor juristen en advocaten die overwegen om internationaal te werken of hun eigen kantoor te starten in het buitenland?
Zo vroeg en goed mogelijk de lokale taal leren maakt een enorm verschil in de mogelijkheid tot het vinden van cliënten in het buitenland. Klinkt erg voor de hand liggend, maar het schiet er toch bij de meeste mensen in (inclusief mezelf).
Daarnaast is het belangrijk om een lokaal netwerk op te bouwen. In dat kader heb ik een erg fijne samenwerking gehad met Nederlandse ondernemingsclubs – ik vind bijvoorbeeld de Nederlandse Kamer van Koophandel in Zweden super – en de Nederlandse ambassade. Zorg ook dat je naar zo veel mogelijk bijeenkomsten en congressen gaat. Dit heeft mij enorm geholpen bij het contact leggen met lokale en internationale klanten die banden hebben met Zweden en actief zijn in Scandinavië.
Conclusie
Robby heeft in dit interview kunnen vertellen over zijn ervaringen met het wonen, werken en opzetten van een nieuw bedrijf in het buitenland. bij vragen of gewoon een gesprek over deze ervaring, kunnen jullie altijd contact opnemen met Robby via +31 6 50608964.
U kan ook altijd Robby contacteren voor trainingen (teams of professionals) hoe beter te onderhandelen in internationale context.
How to Negotiate Contracts Faster Before Q3 Ends
Are you struggling to get your contract signed before Q3? As someone who has been working in contract law since 2004, I understand how stressful the last week of the quarter can be. You’re trying to close deals, manage client expectations and meet internal deadlines. Over the years, I’ve refined a few strategies to help speed up the process and keep things moving smoothly during this critical period.
In this article ‘How to Close Contracts Fast Before Q3 Ends’ (a follow up on this article), I will share practical tips I’ve gathered throughout my career.
This will help you negotiate and close your contracts before Q3 ends – whether you’re a legal professional or part of the sales / procurement team.
1. Groundwork: Setting the Foundation for Smooth Contract Closures
Before we get into the last-minute strategies, it’s important to acknowledge that no matter how prepared you are in the final week of the quarter, the real work begins long before that. Over the months leading up to these peaks, the following foundation should be laid out – so you can negotiate contracts faster (and better), and act quickly & decisively when time is of the essence.
The four pillars of better contract processes, developed by AMST Legal, are:
# Create Standard Templates
One of the simplest yet most effective ways to streamline the contract process is to use standardized templates. As I also wrote in this article, when teams work with simple, pre-approved, consistent language, it cuts down on back-and-forth reviews and will greatly improve contract negotiations. You will know exactly what is in each contract, with the right risk profiles and internal teams are trained on using it. If your organization doesn’t already have these, make creating them a priority for the future. It will be a game-changer for your company.
# Set Minimum Value Limits for Negotiations
During these peaks, it will be impossible for legal to help out the commercial teams and review & negotiate all contracts. It is therefore important that teams use the standard templates as much as possible. A great tool for this is setting agreed minimum contract value in the company, also see this article by Ironclad on this subject. For smaller contracts, also consider limiting negotiation points or automating approvals for low-risk items. This has saved me countless hours over the years and allows legal teams to focus on more complex, high-value contracts.
# Improve Internal Communication and Training
Lack of communication is often the reason of delayed contracts. By establishing clear communication channels between legal, sales and management teams, you can avoid last-minute surprises. Regular training sessions also ensure that everyone understands the process and the contract standards, which makes a huge difference when things get hectic at the end of the quarter. Consequently, internal teams will feel more confident when negotiating contracts.
# Implement Legal Tech Solutions
If you set up the above, but processes still need to be improved due to a high volume of contracts, it’s time to embrace legal tech solutions. Tools like e-signature, contract management or AI Contract Review can significantly speed up your workflow and will help you negotiate contracts faster. I’ve seen contracts get stuck for days simply because (i) someone was out of the office and couldn’t physically sign a document or (ii) we couldn’t find the relevant document to sign
2. Prioritize High-Volume and Strategic Deals
As the quarter draws to a close, it’s time to get laser-focused. You simply can’t negotiate all contracts at once, and that is perfectly normal. The key is to prioritize high-volume or strategically important deals. This is where you will get the most return on your time investment.
How to Identify Key Deals
I always ask myself (and my team) two questions at this stage:
- Is this contract actually closing by the end of Q3?
- Is this a high-volume or high-value deal?
If a contract doesn’t meet these criteria, it’s not worth your time right now. You will waste valuable energy chasing and negotiating contracts that can be closed after the quarter ends. Focus on what you can (and must) win now, and push the rest to next quarter.
Managing Distractions
Distractions are everywhere, especially when the pressure is on. This is the time to train yourself (and your team) to stay focused. Make sure everyone is crystal clear: the goal is to close and only negotiate Q3 contracts, nothing else. If it’s not urgent or relevant to Q3, it can wait. This might seem obvious, but it’s surprising how many teams get sidetracked by low-priority tasks during this crunch time.
3. Clear Communication with Clients and Teams
Communication is critical at every stage of a contract negotiation, but it becomes especially clear when deadlines are looming. You need to maintain transparent, open lines of communication – both internally and with your clients.
External Communication
Clients don’t always understand the urgency we feel in the final week of the quarter. That’s why I make it a point to confirm their needs early on, well before the last-minute rush. I’ve found that directly addressing concerns and reiterating the importance of deadlines can push things along. Clients are more likely to act quickly when they understand the background.
If you sense a deal might be slipping to the next quarter, reach out to your client immediately. Often, an honest conversation can be the difference between closing a deal on time or missing the deadline.
Internal Communication
In a busy period like this, internal communication is just as crucial. Make sure your teams are aligned, especially if multiple departments are involved. The last thing you want is a delay because someone missed an internal approval. I usually recommend daily check-ins or updates to keep things moving.
And if a deal is stuck, escalate quickly. There’s no time for prolonged delays when the quarter is on the line.
4. Encourage Team Collaboration
Complex contracts can’t be handled alone – negotiating contracts is a team sport. I’ve learned over the years that collaboration is the key to overcoming obstacles, especially when time is running out.
Breaking Down Silos
Avoid the temptation to work in silos, especially on tricky deals. Bring in your legal, sales, finance, and operations teams as needed. Each department offers a unique perspective that can help you get past obstacles faster. In many cases, a quick group discussion can solve a problem that might take one person days to figure out on their own.
Address Escalation Matters
If a contract is stuck in escalation, resolve it now. Whether it’s a pricing issue or compliance matter, gather the right people and tackle it head-on. Waiting for someone else to make the call will only waste time.
5. Deadline Management
Nothing is more frustrating than having a contract fall through because of a missed deadline. In the final days of the quarter, every deadline matters – whether it’s a signature, a document approval or a client review.
Plan Ahead
Two of the best pieces of advice at the end of a contract negotiation: 1. ask the counterparty how many days they need to get the document signed. Are there internal processes we need to think of? and 2. plan a few days ahead. You never know what might come up in the final days & hours, so giving yourself a bit of extra time can help prevent last-minute panic. Make sure signatures are collected and documents are finalized before the last day of the quarter, whenever possible.
Avoid Costly Mistakes
Missing a deadline – even a minor one – can push a deal into the next quarter. Not only is this frustrating, but it can also have financial implications for your business. Stay on top of dates, and build in extra time for any last-minute reviews or approvals that might come up.
6. Frequently Asked Questions (FAQs)
Q1. What should I do if a deal is unlikely to close by the end of the quarter?
If a deal isn’t likely to close by the end of Q3, communicate it to the relevant teams and deprioritize it. Focus on deals that have a real chance of closing now. Set expectations with clients for the next quarter and move forward.
Q2. How can I speed up communication between teams?
Hold daily check-ins and use tools like Slack or Microsoft Teams to facilitate quick communication. This ensures everyone is aligned and up-to-date on contract status.
Q3. What legal tech tools should I use?
I highly recommend e-signature platforms, Contract Management / Contract Lifecycle Management Tools and AI Review Tools. These tools reduce delays, help automate workflows and make the signing process smoother.
Q4. Should I negotiate terms at the last minute?
This is a subject for a longer article, but at this stage, avoid extensive negotiations. If terms are still being discussed, escalate the decision or consider finalizing the contract as-is and revisiting the terms in the next quarter.
Q5. How do I ensure my team stays focused?
Keep the team aligned on priorities. Regular check-ins can help ensure everyone is working toward the same goal: closing Q3 deals. Delegate non-urgent tasks to be handled after the quarter ends.
Conclusion
As a legal professional that has been through countless quarter-end rushes, I know how stressful it can be. But by following the tips in this article ‘How to Close Contracts Faster Before Q3 End’ will help. Focus on the right deals, maintain clear communication and keep your team aligned. This way, you can close more contracts before Q3 ends. Stay organized, be proactive and you will be able to meet your goals without the last-minute panic.
If you follow these tips, you’ll not only survive the end-of-quarter peak, but you’ll also set yourself up for success in the quarters to come.
Please reach out to us via +31650608964 or send an email to lowa@amstlegal.com if you need more information or advice about this subject.
Don’t Sign That NDA Yet! Understand Your Obligations First
Introduction
Ready to dive deeper into Non-Disclosure Agreements (NDAs)? We covered the basics and key elements of NDA’s in part 1 here and in part 2 here we covered four common clauses like Parties, Definitions and the Purpose of NDA’s . Now, let’s explore the crucial confidentiality obligations for the receiving party in an NDA.
Learn how to safeguard your sensitive information during business partnerships with this Article ‘Don’t Sign That NDA Yet! Understand Your Obligations First’.
Quick Facts
Under NDAs, also called confidentiality agreements, parties agree the following:
- Confidentiality Obligations: keep information secret, use it only for the purpose mentioned in the NDA and don’t disclose it to unauthorized parties.
- Maintain Information Security: implement reasonable security measures to safeguard the confidentiality of the information.
- Exclusions: in certain circumstances the confidentiality doesn’t apply, such as publicly available information or disclosures required by law.
- Destruction of Information: when to return or delete confidential information once the purpose is fulfilled.
Although NDAs generally take precedence over the law, specific laws & regulations may apply. Think specific secrecy laws, the GDPR, employment laws and Trade Secret Regulations.
Confidentiality Obligations of Receiving Party
Limited Usage of the Confidential Information
In an NDA, the receiving party has the main confidentiality responsibilities.
This generally includes using confidential information exclusively for the designated “purpose” in the NDA. See our previous article here where we explain why this is important and how to cover the purpose correctly. Doing so ensures safety of keeping the confidential information secret, and makes the recipient refrain from disclosing it to any third parties.
A well-drafted NDA should explicitly restrict the receiving party from not only directly and deliberately misusing or disclosing confidential information but also from doing so indirectly, negligently, or unintentionally.
Extension of allowed recipients
One of the most important parts of the NDA to pay particular attention to is:
‘Who is able to received the Confidential Information’?
As it will often not only be the parties to the NDA itself who need to receive the confidential information, it is important to extend these confidentiality obligations beyond the receiving party itself.
Most common examples of third parties:
- professional advisor like accountants, consultants or lawyers,
- agents, directors, employees, and
- affiliates
Therefore, ensure that you include very clear definitions of third parties that may receive the Confidential Information and under which circumstances.
Usually these circumstances are that these third parties can only receive the confidential information if they have:
- a need to know in connection with the Purpose (as defined in the NDA), and
- the legal obligations of confidentiality and non-use with respect to the Confidential Information substantially similar to the obligations of the Receiving Party under this Agreement.
Maintain Information Security
Realizing that it is important to also protect the security of the confidential information shared is crucial.
If you receive confidential information it is important to understand and agree that it is are required to implement reasonable security measures. This includes technical, physical and organizational measures safeguarding the confidentiality of the information and prevent unauthorized access or disclosure.
Exceptions from confidentiality obligations
Typically, NDAs include certain exceptions to the confidentiality obligations imposed on the receiving party.
Public Knowledge
If the information becomes publicly available (without breach of the NDA), the confidentiality obligations cease to bind the recipient and their affiliates.
Prior Knowledge
The entry of the information into the public domain (without a breach of the NDA) also releases the recipient and their affiliates from confidentiality obligation
Third-Party Disclosure (Including Affiliates)
When the recipient receives information from a third party who has the legal right to disclose it, they no longer need to maintain its confidentiality.
Legal Requirements
An important exception allows the recipient, affiliates, or third parties to disclose the confidential information through a court order or governmental request. Typically, the discloser should be notified before the information is disclosed to comply with the legal process.
Return/destruction of information
When the purpose of sharing confidential information is achieved, the disclosing party may request the return of the disclosed confidential information or the deletion/destruction of the confidential information if it remains in the possession of the receiving party.
For example, the disclosing party can request the receiving party to return copies, samples, and any other tangible materials containing confidential information; and to delete/destroy digital data containing confidential information.
In the current complicated IT setup of most companies, completely eliminating data can be either highly challenging or cost-prohibitive. For this reason, we advise to add wording similar to: parties agree
Specific laws might apply
Although NDAs generally cover confidentiality obligations, it is important o realize that specific laws and regulations may override or complement them in certain situations.
Examples are: secrecy laws, the GDPR, employment laws, and Trade Secret Regulations.
These laws & regulations can impose additional requirements or exceptions so do consider these obligations when agreeing or interpreting an NDA to ensure full compliance. Also see this article from Hogan Lovells on this subject.
Conclusion
While the title of this article ‘Don’t Sign That NDA Yet! Understand Your Obligations First’ might be a bit dramatic, it underscores an important point: NDAs are often underestimated.
Understanding confidentiality obligations under NDAs, particularly for the receiving party, is crucial.
It’s essential not to jump into signing these agreements without fully understanding the potential impact on your business and your ability to operate freely.
By carefully reviewing and understanding your obligations, you can protect your interests, avoid costly legal disputes, and ensure a successful partnership.
Please reach out to us via +31650608964 or lowa@amstlegal.com if you need more information or advice about this subject.
Six New EU Regulations – like the AI Act – Explained
1. Introduction – Why are these EU laws relevant?
A lot of new EU regulations will become relevant this year and next years. To make these six new EU regulations easier to understand, the International Association of Privacy Professionals (IAPP) have shared helpful resources on their website. You can find good summarizes and explanations there.
To provide a simple way of getting acquainted with these new regulations, we wrote this article ´Six New EU Regulations – like the AI Act – Explained´. We did it to raise awareness of the IAPP and their resources as well. Why is this important? These six new EU regulations are not only relevant for legal professionals. It is important for anyone working with data, be it in engineering, management or in commercial teams. Keep reading to learn more about IAPP, the short charts they developed and additional comments about these new EU Regulations.
The IAPP inspired us to write this Article to give you more information about these new (and one already existing from 2022) EU Regulations.
2. What is the IAPP?
The IAPP is a large global information privacy community with the aim to help define, promote and improve the privacy profession on a global scale. On their website you will find many helpful tools that are available for free, like the comprehensive explanations of the newest EU regulation regarding data.
3. The evolving landscape of technology and data
It is no surprise that everything revolving around data and technology is constantly updating. New technology appears, new solutions are thought of and used, which affects our everyday lives. Together with this exciting evolution of technology and many areas of data usage, a need for extensive regulation is needed to keep up with the developments. This will unfortunately mean additional work from organizations to be compliant with these regulations.
Knowledge of these regulations is not only important to avoid heavy fines, but also to be able to show customers and partners that you are taking this serious. Even if it takes a while before these regulations will be fully implemented, it is important to get to know the impact, especially if you are developing or deploying AI. We have already noticed while negotiating and drafting commercial contracts, that companies expect to discuss steps taken towards compliance. One way to start understanding the basics of the new EU regulations is by studying the IAPP’s 101 Charters on New EU Data Regulation and this article ‘Six New EU Regulations – like the AI Act – Explained’.
4. Six New EU Regulations – like the AI Act – Explained
Now, let´s give you more details about the six new regulations, like the AI Act, Digital Markets Act and the NIS 2 Directive. See this link to learn the differences between an EU Regulation and a Directive.
AI Act
Applicability details
Entry into force: 1 August 2024. From 2 February 2025 certain prohibitions will apply. Full applicability: 2 August 2026. For detailed timeline: See here for updates within the EU, here for Swedish updates and here for updates in the Netherlands.
Comments
One of the most discussed regulations from the EU is the AI Act. After numerous discussions and proposals, the first AI Act ultimately entered into force 1 August 2024. As AI technology continues to evolve, and organizations use AI on a larger scale, the AI Act will play a big role in the near future. How it will play out exactly is hard to foresee, as the regulation only has been valid for a short time.
According to the EU, it has developed the AI Act in line with its values and principles to protect citizens from unacceptable risks. AI is a great tool for a wide range of possibilities. However there is uncertainty of its development and it can be used in disadvantageous ways. Therefore, using AI safely and in a regulated way will be the future in the EU.
Short summary of the AI Act: “The AI Act lays down a comprehensive legal framework for the development, marketing and use of AI in the EU in conformity with EU values. It promotes the uptake of human-centric and trustworthy AI while ensuring a high level of protection of health, safety and fundamental rights, including democracy, the rule of law and environmental protections”.
For more information on the AI Act, see here.
NIS 2 Directive
Applicability details
Deadline for EU Member States to implement: 17 October 2024.
Comments
Next, it is important to mention the NIS 2 Directive replacing the NIS 1 Directive. As tech usage and data breaches increase for many companies, data security and cybersecurity should be a high priority. If your company handle data, that is especially important. Unfortunately, cyber threats are more common now, why it is important to prepare and improve the EU’s cybersecurity. The NIS2 Directive is an important part of this initiative. The NIS 2 Directive aims to achieve a high common level of cybersecurity across the EU.
Three main points of the NIS2 Directive are to ensure that:
- The Member States are prepared by being appropriately equipped with e.g. a Computer Security Incident Response Team etc,
- A Cooperation Group is set up, making cooperating and information sharing among EU-member states easy, and
- An overall security culture is incorporated into vital sectors of the EU-member states.
The NIS2 Directive is applicable to many medium to large companies that are involved in the handling of data. See the links below to check if your company is required to take appropriate security measures and notify relevant national authorities of serious incidents for example.
The IAPP explains the broad effect of the NIS2 Directive as follows “This chart explores the NIS2 Directive on measures for a high common level of cybersecurity across the EU, which further improves the resilience and incident response capacities of the public and private sectors, and the EU as a whole”.
See further information from IAPP on NIS2 Directive, via this link.
For information about the NIS2 Directive in the Netherlands (in Dutch: Cyberbeveiligingswet (NIS2-richtlijn)), see the official explanation by the Dutch government here. For information about the NIS2 Directive in Sweden (in Swedish: Cybersäkerhetslagen), see the official explanation by the Swedish government here.
Data Act
Applicability details
Entry into force: 11 January 2024. Applicable from: September 2025.
Comments
The Data Act is a complimentary Act to the below discussed Data Governance Act (DGA). The main goal with the Data Act is to:
- Enhance Legal Certainty for the use and sharing of data,
- Protection Against Unfair Contracts,
- Public Sector Access to Private Data, e.g. in case of emergencies, and
- Make it easier for customers to switch between data-processing service providers.
Knowledge of the Data Act is therefore especially valuable for organizations that access and use data in the EU, which includes most organizations. Using and accessing data while keeping the market competitive is in line with numerous countries’ national legislation and now also on an EU level. Ensuring free flow of data opens opportunities that otherwise could have been lost.
Short summary of the Data Act: “The Data Act creates new rules on who can access and use data generated in the EU across all economic sectors. It aims to ensure fairness in the allocation of value from data, stimulate a competitive data market, open opportunities for data-driven innovation and make data more accessible to all users”.
For more information on the Data Act, see links here: the IAPP, the European Commission and the Swedish government.
Data Governance Act (DGA)
Applicability details
Entry into force: 23 June 2022. Applicable from: September 2023.
Comments
The next part of the EU Data Regulation is the DGA. It is important to mention the DGA even though it has entered into force already. The DGA aims to increase trust and ease when sharing data while maintaining EU values and principles.
The method to achieve the aim of the DGA is through:
- better access to certain data from the public sector and data from citizens and business for society’s benefit, so called data altruism,
- easier ways to share date across borders,
- while ensuring ways of trustworthy data sharing.
The IAPP describes the DGA as follows: “The DGA seeks to foster public sector information reuse; to create a supervisory framework for the provision of data sharing services; and to establish a framework for voluntary registration of entities which collect and process data made available for altruistic purposes”.
Follow this link for further information from the IAPP on the DGA. See this link for explanations from the EU, this link for an explanation by the Dutch Government and this link for an explanation by the Swedish government.
Digital Markets Act (DMA)
Applicability details
Entry into force: 4 October 2022. Applicable from: 2 May 2023.
Comments
The previous new EU regulations, apart from the AI Act, focus on generallt promoting free flow of data. The DMA is different. It forces larger technology platforms, like Alphabet, Amazon, Meta etc, to allow smaller businesses to advertise on and use data gained from large technology platforms. Smaller businesses and consumers, as they are provided more options of better and cheaper services to choose from, receive more benefits from the DMA. As part of the “Digital Services Package” with the below discussed Digital Services Act (DSA), the two main goals are to:
- create a safer digital space where users’ fundamental rights are protected, and
- establish an even market in the EU and globally.
Most of the provisions in the DMA apply from 2 May 2023, but some has ben applicable since 1 November 2022. If you are involved in digital services within your business, it is important that you ensure compliance with the DMA.
Precisely like the IAPP lays it out, the DMA aims to do the following: “The DMA creates new obligations for big technology platforms acting as “gatekeepers providing core platform services” to create a fairer environment for business users that rely on gatekeepers, and to ensure consumers have access to better services and can easily switch providers”.
Follow this link for further information from IAPP on DMA.
Digital Services Act (DSA)
Applicability details
Entry into force: 8 November 2022. Applicable from: 17 February 2024
Comments
Hand in hand with the DMA, both constituting “the Digital Services Package”, the DSA aims to regulate online intermediaries and platforms, like marketplaces, social networks etc.
The special focus of the DSA is:
- preventing illegal and harmful activities,
- preventing the spread of disinformation while protecting the users’ safety and fundamental rights.
- strengthening of consumer rights online.
Along with the DMA, the DSA is intended to create a good online environment for both citizens and businesses. This became applicable from 17 February 2024. Thus, the DSA comes with regulation applicable for businesses that provide digital services to citizens in the EU.. However, this is only applicable for online platforms that have more than 45 million users per month in the EU.
The IAPP describes the DSA as follows: “The DSA aims to harmonize conditions for the provision of intermediary services and increases transparency requirements for online intermediaries”.
Read here for further information from IAPP on DSA and here for information from the Swedish government.
Final comments
Major changes are ahead as these regulation are applicable to all companies, private or public, that handle data. Staying compliant and being on track with these changes is important if you are affected. Hopefully this Article ´Six New EU Regulations – like the AI Act – Explained´ was helpful to you.
For further information about these regulations, contact us via lowa@amstlegal.com or visit the IAPP website or the links below for specific information on each EU Regulation.
Resources:
https://digital-strategy.ec.europa.eu/en/policies/regulatory-framework-ai
https://digital-strategy.ec.europa.eu/en/policies/data-act
https://digital-strategy.ec.europa.eu/en/policies/data-governance-act
https://digital-strategy.ec.europa.eu/en/policies/data-governance-act-explained
https://digital-strategy.ec.europa.eu/en/policies/digital-services-act-package
https://eur-lex.europa.eu/EN/legal-content/summary/digital-markets-act.html
https://eur-lex.europa.eu/legal-content/EN/LSU/?uri=CELEX:32022R2065&qid=1723653653789
https://www.eu-digital-markets-act.com
https://eur-lex.europa.eu/legal-content/EN/LSU/?uri=CELEX:32022L2555
https://digital-strategy.ec.europa.eu/en/policies/nis2-directive
Three Critical Elements of the new NBA Broadcasting Negotiation Explained
What is the NBA TV Deal About?
The NBA’s recent 11 year – $77 billion – broadcasting deal is a monumental shift in sports media, showcasing the complexities and high-stakes nature of modern contract negotiations. In this article ‘Three Critical Elements of the new NBA Broadcasting Negotiation Explained’ we will summarize what the NBA high stake negotiation is about.
This agreement with ESPN, NBC, and Amazon Prime Video. starting in the 2025-226 season, redefines how fans will engage with the sport. However, this NBA Broadcasting Negotiation also introduces significant legal challenges from TNT Sports. Let’s delve into the details of this historic deal and the ensuing legal battle.
Three Critical Elements of the new NBA Broadcasting Negotiation Explained
The new agreements of the NBA (including the WNBA) will be for 11 years and includes the following key partnerships:
- ESPN/ABC: Continuing as the home for the NBA Finals, with extensive coverage of regular-season and playoff games.
- NBC: Returning to NBA broadcasting, showing regular-season games, playoff matchups and the All-Star Game.
- Amazon Prime Video: Introducing a streaming-only package that covers critical playoff games, regular-season action and the In-Season Tournament.
As a result, this new approach aims to leverage diverse platforms to maximize fan engagement and accessibility. Looking at the size of these high-stake negotiations, the teams involved were skilled contract negotiation experts that we can learn from.
TNT Sports’ Legal Challenge
TNT Sports, a longstanding NBA broadcasting partner, does not agree with the new agreements. To summarize, it claims that it has a contractual right to match the terms of the new agreements. TNT will face the following legal challenges:
- Broadcasting Platforms: First, TNT’s contract contains both cable and streaming options, where Amazon’s offer is exclusively streaming-based.
- Audience Reach: Next, Amazon’s platform offers a broader audience reach than TNT.
- Financial Terms: Finally, Amazon’s upfront payment contrasts with TNT’s proposed line of credit, reflecting different financial strategies.
This disagreement underscore the evolving landscape of sports broadcasting rights and the complexities involved in negotiating such high-stakes deals.
Potential Legal Outcomes
In essence, the lawsuit from TNT could result in several potential outcomes:
- Extended Negotiations: Both parties might seek to renegotiate terms to avoid the complications and public scrutiny of a court case.
- Compromise Solutions: Additionally, possible adjustments to the agreements or financial settlements could resolve the dispute.
- Industry Precedents: Lastly, the resolution of this case could set significant precedents for future sports broadcasting contracts and disputes.
Implications for the Future
The NBA’s new broadcasting agreements highlight the increasing importance of digital platforms in reaching global audiences. By partnering with ESPN, NBC, and Amazon, the NBA aims to enhance the fan experience through more diverse viewing options and innovative content delivery.
However, the legal challenge from TNT Sports could delay or change the implementation of these deals. As both sides prepare for a potential courtroom battle, the sports media industry will be closely watching the outcome, which could influence the future of sports broadcasting negotiations.
The Importance of Well-Crafted Contract Negotiations
This case highlights how critical well-crafted contract negotiations are. Not just in high-stakes sports deals like this, but in everyday business transactions.
Even billion-dollar deals aren’t immune to contract disputes or legal battles. The NBA’s recent broadcasting agreement proves that clear language is crucial, no matter the stakes.
This underscores the need for clear, precise language and comprehensive terms in contracts to minimize misunderstandings and legal disputes.
In addition, from business agreements to personal contracts, the principles of clear communication and mutual understanding are vital. What we can learn from this case is that, as legal professionals, it is our goal is to draft agreements that withstand scrutiny and prevent conflicts. Parties should have a shared understanding of their rights and obligations.
Lessons for Everyday Negotiations
The key takeaways from this monumental NBA deal for our everyday lives.
- Clear and Precise Language: Ensure that all terms are clearly defined and agreed upon to avoid misunderstandings. This means that is it is important to use unambiguous contract language to prevent disputes.
- Consider All Platforms and Options: Just as the NBA considered both traditional and digital platforms to maximize reach, explore all available options and platforms in your negotiations to ensure the best possible outcomes for all parties involved.
- Financial Transparency and Stability: Financial terms should be transparent and feasible. he NBA preferred Amazon’s upfront payment over TNT’s line of credit, highlighting the need for clear and stable financial agreements in negotiations.
Conclusion
The NBA’s $77 billion broadcasting deal represents a significant milestone in sports media, reflecting the high-stakes nature of modern contract negotiations. Hopefully, this article ‘Three Critical Elements of the new NBA Broadcasting Negotiation Explained’ helped make clear why this deal is so important.
While the new agreements promise to enhance fan engagement and accessibility, the potential legal battle with TNT Sports adds a layer of complexity to the situation. As the story unfolds, it will provide valuable insights into the dynamics of sports broadcasting rights and the legal intricacies involved in negotiating such monumental deals.
By understanding the details and implications of this historic agreement, it will be easier to understand the evolving landscape of sports media and broadcasting. Also, this serves as a reminder of the importance of meticulous contract drafting and negotiation in avoiding costly legal disputes and ensuring smooth, successful partnerships.
Sources:
Why Saying “That’s Right” Is a Great Negotiation Strategy
Introduction – Starting With The Basics
When negotiation, the ability to build trust and rapport with your counterpart is of huge importance. Negotiations are about connections between people, so do not loose sight of this when negotiating prices or a contract.
Do not forget is it even one of the basic principles of the Harvard Negotiation Principles. When building this connection with your counterpart, it is one of your best strategies to achieve a “that’s right” reaction from the other party. This simple yet powerful affirmation can significantly shift the dynamics of a negotiation in your favor as your counterparty will feel heard and understood, which will in turn lead to a better negotiation.
Getting to the “That’s Right” Moment: Building Trust and Understanding
As we have seen in daily practice, and as highlighted by Chris Voss in his book “Never Split the Difference, one of the most effective strategies to building rapport is the art of eliciting a “that’s right” moment from the other party.
To be successful in receiving or giving this reaction, you will need to actively listen, empathize, and demonstrate a deep understanding of their position. By using techniques like mirroring, labelling or paraphrasing, you can set out the foundation to make the counterpart more receptive. This acknowledgment can break down barriers and invite a more honest and cooperative dialogue. It shows the other party that you value their perspective, resulting to a more collaborative negotiation process.
In negotiations, achieving a “that’s right” moment means that the other party feels heard and understood. This feeling of being understood is a fundamental human need and, when met, can transform the negotiation landscape. When the other party says, “that’s right,” it indicates that you have accurately captured their concerns, desires, and motivations. This not only builds trust but also encourages them to be more open and flexible in finding a mutually beneficial solution.
The Power of Admitting Mistakes: Gaining Respect and Trust
At AMST Legal we even go further: you should also actively work towards saying ‘that’s right’ to your counterparty. Admitting that the counterparty made a good point or that she found an error in one of your documents is a powerful message.
Admitting mistakes and acknowledging the validity of the other party’s points is a powerful tool in negotiations. When you say “that’s right”, you show that you are not just in it to win but are also willing to concede and find common ground. As I have seen in a number of negotiations, this approach can disarm even the toughest negotiators and build a foundation of mutual respect and trust.
Don’t be hesitant admitting that your counterparty made a good point. At AMST Legal we say: works towards it!
This vulnerability can humanize you in the eyes of the other party, making them more likely to trust and respect you. This, in turn, can lead to smoother negotiations and better outcomes for both sides.
Practical Strategies for Implementing “That’s Right”
To effectively use the “that’s right” strategy in your negotiations, consider the following practical steps:
- Active Listening: Truly listen to the other party without preparing your counterarguments in your head. Show that you understand by summarizing their points accurately. This involves not just hearing their words but also understanding their underlying concerns and motivations.
- Empathy Statements: Use phrases like “I understand how you feel” or “It sounds like…” to convey empathy and acknowledgment. These statements can help the other party feel validated and understood, which can reduce tension and foster a more collaborative atmosphere.
- Reflect and Validate: Reflect on what the other party has said and validate their feelings and perspectives. This does not mean you agree, but that you understand. Validation can be a powerful tool in building rapport and trust, as it shows that you are paying attention and taking their concerns seriously.
- Admit Your Mistakes: If you realize you’ve made an error or there’s a valid point from the other side, acknowledge it openly. Saying “I was wrong” can be powerful when building trust. Admitting mistakes can also show that you are confident and secure enough to own up to your errors, which can enhance your credibility and respectability.
- Seek Win-Win Solutions: Frame your negotiations around finding mutually beneficial outcomes. Show that you’re willing to make concessions for the greater good of both parties. This approach can create a more positive and productive negotiation environment, where both sides feel like they are working towards a common goal.
Other Experts confirming this Strategy
In addition to Chris Voss in his book Never Split the Difference, other experts have emphasized the importance of trust and understanding in negotiations. Please see below a list of three other leading Negotiation Experts confirming this approach.
The 7 Habits of Highly Effective People
Stephen Covey discusses in his book the principle of “Seek First to Understand, Then to Be Understood” as a fundamental habit for effective interpersonal communication. This aligns perfectly with the concept of achieving “that’s right” moments by demonstrating genuine understanding and empathy.
“When you show deep empathy toward others, their defensive energy goes down, and positive energy replaces it. That’s when you can get more creative in solving problems.” – Stephen R. Covey. Read more about Covey’s principles at FranklinCovey.
Getting to Yes: Negotiating Agreement Without Giving In
Roger Fisher and William Ury highlight in their book that changed the world of negotiation the importance of separating people from the problem and focusing on interests rather than positions. Understanding the other party’s interests can lead to more effective and amicable negotiations.
“Understanding the interests behind the positions helps negotiators find common ground and create win-win solutions.” – Roger Fisher and William Ury. Learn more from the Harvard Negotiation Project.
How to Win Friends and Influence People
Dale Carnegie’s timeless advice on building relationships and influencing people underscores the power of making the other party feel valued and understood.
“The deepest principle in human nature is the craving to be appreciated.” – Dale Carnegie. Explore Carnegie’s teachings at Dale Carnegie Training.
Conclusion
At AMST Legal, we have witnessed firsthand how these strategies transform negotiations. By striving for “that’s right” moments and being willing to admit our own mistakes, we foster an environment of trust and respect. This approach not only smooths the negotiation process but often leads to more sustainable and satisfactory agreements for all parties involved.
Incorporating the “that’s right” strategy into your negotiation toolkit can significantly enhance your ability to build trust, foster cooperation, and achieve successful outcomes. It emphasizes the importance of understanding, empathy, and humility in negotiations, which are key components in building long-lasting and mutually beneficial relationships.
7 böcker för att förbättra dina förhandlingsfärdigheter
Inledning
Att förhandla är en färdighet som kommer lättare för vissa människor men kan verka svår för andra. Att lära sig hur man förhandlar kan öppna många dörrar av möjligheter och göra dig överlag mer lycklig och framgångsrik i livet. Ett sätt att börja lära sig hur man förhandlar är att fördjupa sig i några av de bästa böckerna om ämnet skrivna av experter. För att visa ett sätt att börja lära sig eller förbättra sina förhandlingstekniker presenterar denna artikel en lista med 7 böcker för att förbättra dina förhandlingstekniker, åtföljd av en kort sammanfattning av varje bok.
Fortsätt läsa artikeln för att få veta mer och kick-starta din resa i att lära dig förhandla eller fortsätta finslipa dina förhandlingstekniker. På AMST Legal hjälper vi företag att förhandla bättre, förhandla affärsavtal, kontrakt och lösa tvister.
Böcker vi rekommenderar
Det finns flertal böcker om att förhandla på marknaden vilket gör det svårt att veta var man ska börja. För att förenkla det har vi sammanställt en lista med 7 böcker för att förbättra dina förhandlingsfärdigheter. Böckerna hanterar olika aspekter av att förhandla som beskrivs nedan.
1. Getting to yes: Negotiating Agreement Without Giving In
(flera versioner finns, senaste är från 2011) av Roger Fisher, William Ury & Bruce Patton
Utgångspunkten för det nya och förbättrade sättet att förhandlade började vid förhandlingsprogrammet på Harvard Law School. Boken syftar till att identifiera en metod för att nå bra överenskommelser, dvs principstyrda förhandlingar eller intressebaserade förhandlingar. Metoden är indelad i fyra delar som är relevanta under hela förhandlingsprocessen.
Metodens fyra delar är följande:
- Separera människorna från problemet,
- Fokusera på intressen snarare än positioner,
- Generera en mängd olika alternativ innan man enas om en överenskommelse, och
- Insistera på att överenskommelsen baseras på objektiva kriterier.
Boken är utmärkt för att lära dig grunderna för att bli en bättre förhandlare.
2. Never Split the Difference – Negotiating as if your life depended on it
(2016) av Chris Voss and Tahl Raz
I Voss och Raz bidrag till en annan bok som lär ut förhandlingstekniker är målet också grundläggande förhandling. Innehållet härrör från Voss erfarenhet som gisslandförhandlare inom FBI, vilket är anledningen till att tipsen är baserade utifrån sådana situationer. Tipsen kan dock tillämpas generellt när man lär sig eller förbättrar sina förhandlingstekniker för andra ändamål.
Bokens huvudpunkter är följande:
- Lär från historien,
- Prioritera aktivt lyssnande,
- Visa empati och förståelse,
- Det stärkande ordet ”nej”,
- Kraften i formuleringen ”det stämmer”,
- Avslöja dolda behov genom icke-linjära förhandlingar,
- Ställ kalibrerande frågor,
- Förstå motpartens förhandlingsstil och hur man kategoriserar dem, och
- Omfamna det okända.
3. Good for you, Great for me: Finding the Trading Zone and Winning at Win-Win Negotiation
(2014) av Lawrence Susskind
Som Fisher och Ury argumenterar i sin banbrytande bok (Getting to Yes), går Susskind ett steg längre och fokuserar på så kallad ”win-win”-förhandling. Det syftar på hur de flesta förhandlingar utspelar sig, som ett sätt att nå en överenskommelse baserad på att hitta det mest fördelaktiga resultatet för båda parter. Susskinds bok syftar till att visa hur man kan bli vinnaren i win-win-förhandlingar, eftersom resultatet kan bli bättre än bra, vilket är målet med win-win-förhandlingar.
4. Getting to yes with yourself: How to Get What You Truly Want
(2016) av William Ury
Förhandlande är inte bara ett fenomen som uppstår i affärsförhandlingar mellan män i fina kostymer. Det kan lika gärna äga rum och vara av betydelse var som helst och för alla i deras dagliga liv när de interagerar med andra människor. Ury försöker förklara hur man förhandlar i olika sammanhang genom att fokusera på dig och dina handlingar, vilket kan vara det som saboterar goda resultat från förhandlingar i ditt dagliga liv. Hans mål är att undvika sådana fallgropar och säkerställa din framgång i livet.
5. Harvard Business Review (HBR) Guide to Negotiating
(2016) av Jeff Wess
Fortsättningsvis presenterar Weiss fler tips för att förhandla framgångsrikt samtidigt som relationen med den andra parten upprätthålls i alla situationer i ditt dagliga liv, oavsett situationen och den andra parten. Weiss pekar ut åtta områden som du kommer att få mer djupgående kunskap om och förbättra dina färdigheter om du gör följande:
- Identifierar de verkliga frågorna som står på spel,
- Förbereder material i förväg,
- Sätter rätt ton i början av samtalet,
- Hanterar känslor när du förhandlar,
- Tämjer en skicklig motpart,
- Vet när du ska avsluta,
- Hanterar förhandlingar mellan flera parter, och
- Säkerställer att ditt avtal är verklighetsförankrat.
6. Sign here: The enterprise guide to closing contracts quickly
(2021) av Alex Hamilton
När ditt mål är specifikt affärsrelaterat kan Hamiltons bok vara mer lämplig eftersom dess fokus ligger på den kommersiella kontraktsprocessen i samband med tekniska lösningar. Några insikter som du kan få mer djupgående kunskap om inkluderar:
- Vikten av tempo i kontraktsprocesser,
- Att det inte finns någon universallösning som passar för varje problem,
- Att förändringar tar tid,
- Hur du sätter tydliga och rimliga villkor, och
- Hur du ska prioritera.
Bokens grund kommer från Hamiltons praktiska erfarenhet inom området, vilket är varför den är utformad som en praktisk guide.
7. Contract Law – Text, Cases and Materials
(2014) by Ewan McKendrick
Sist men inte minst har vi McKendricks bok ”Contract Law” som i och för sig inte ger praktiska förhandlingstips. I stället täcker den relevanta juridiska insikter om t.e.x oskälig styrka mellan parterna. Sådana avtalsrättsliga regler är bra att känna till både för företag och privatpersoner, om du eller den andra parten kan anses vara starkare eller svagare. Om så är fallet finns det skyddande lagregler för att justera ojämlikheten i förhandlingsförhållandet.
Slutsats
Som presenterats i den här artikeln finns det olika typer av böcker om att förhandla som täcker olika områden. Detta utgör alltså bara en introduktion av vad som kan vara till hjälp när du lär dig eller förbättrar dina förhandlingsfärdigheter. Förhoppningsvis kan detta vara till nytta vid överväganden om val av bokinköp för att omfamna den effektiva och viktiga färdigheten att förhandla.
Om du behöver rådgivning, träning eller djupgående praktisk kunskap från en riktig förhandlingsexpert och avtalsrättsrådgivare, kontakta oss på AMST Legal.
Källor:
https://www.pon.harvard.edu/shop/good-for-you-great-for-me
https://lifeclub.org/books/getting-to-yes-with-yourself-william-ury-review-summary
https://www.vantagepartners.com/insights/hbr-guide-to-negotiating
https://www.lovelawrobots.com/five-things-i-wish-i-learnt-from-sign-here-by-alex-hamilton
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en
https://calvinrosser.com/notes/start-with-why-simon-sinek
https://readingraphics.com/book-summary-never-split-the-difference