We often assume that landing a deal, getting approval, or making something happen depends on the power of the company name behind us or the perfectly crafted formal email. And while those factors can help, they are rarely the deciding force. More often than not, success comes down to something far more human—the relationship between the people communicating.
Companies Don’t Negotiate, People Do
Even when two large corporations are involved, the actual decision-making happens between individuals. No matter how big the brand, at the end of the day, the person on the other side of the table (or email) is just that—a person. They have their own pressures, goals, and constraints. Understanding that reality is key to moving things forward.
Why Your Communication Style Matters
The way you engage with the other person plays a much bigger role in success than most people realize. Being able to:
Build rapport – A deal is rarely just about facts and figures. If the other person trusts and respects you, they’re more likely to find a way to say yes. Research has shown that strong interpersonal skills are crucial for successful negotiations, as they help build trust and positive feelings that lead to better outcomes (UC Berkeley, Conflict Resolution & Negotiation).
Empathize with their position – What pressures are they under? What would make this an easy yes for them? Studies on perspective-taking in negotiations have found that when individuals take the time to understand the other party’s needs, they reach agreements more efficiently and with better long-term results (Maddux et al., Psychological Science).
Read between the lines – Sometimes, an initial rejection isn’t really a no—it’s a signal that the timing or conditions need adjustment.
Make it easy for them to say yes – The more you understand their needs, the better you can frame your proposal in a way that works for both sides. Research highlights that clear and effective communication is critical in negotiation success (Karrass Negotiation Research).
Instead of relying solely on corporate weight or formalities, focus on human connection. Ask yourself:
Have I made it clear what’s in it for them?
Do I understand their constraints and pressures?
Am I making it as easy as possible for them to agree?
Because at the end of the day, deals don’t happen just abecause two companies align. They happen because two people find a way to make it work.
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