A lecture for organisations · 90 minutes · On site / Online
Negotiation Skills in the Workplace and Business
Most of the negotiations that decide your week happen inside the building, over budget, headcount, priorities and deadlines, and nobody was ever trained for those. Negotiation courses are usually written for procurement and sales, so those teams get a method and everybody else improvises. This lecture takes the other side of the problem, the manager who concedes early to protect a relationship, the professional who cannot ask for scope or pay, and the cross department fight that comes back every quarter. Alex Slutsker, a business consultant, keeps it practical, and keeps it clear of tactics that feel like manipulation.
The content is matched in advance to your audience and goals on a short fitting call.
- Duration
- 90 minutes
- Format
- On site · Online
- Built for
- Employees, Managers
What your audience takes away
- ▸Prepare an internal negotiation over budget, headcount or scope before walking in.
- ▸Say no to a request without damaging the working relationship behind it.
- ▸Spot the moment you are about to concede, and hold instead.
- ▸Negotiate payment terms and deadlines with a supplier who keeps slipping.
- ▸Run a hard conversation even if you genuinely dislike confrontation.
Who this lecture is for
Aimed at HR managers booking for mid and senior management, and at procurement, supply chain, finance and legal teams who negotiate daily with no shared method, so outcomes depend on who happens to be in the chair. Sales and account teams treat it as a revenue skill. It is written just as much for the buyer this market skips, the owner of a small or mid sized business who negotiates with suppliers, landlords and clients personally, with no procurement function standing behind them.
Who delivers the lecture
Alexander Slutsker
Business consultant, entrepreneur and founder of Mobius Business Solutions
- ✓14 years of entrepreneurship and consulting, dozens of businesses and managers accompanied in Israel
- ✓MBA in Hi-Tech and Entrepreneurship
- ✓BBA in Marketing and Finance
What organisers say
Alexander's lecture is simply a must for every pre-army programme or youth centre. Our young people received an amazing, practical toolbox for adult life. The content is delivered in a fascinating way, at eye level.
How booking works
- 1
Get in touch
Send a WhatsApp message or use the form, with the date, the audience and the setting.
- 2
A short fitting call
On the call the content and examples are matched to your audience and goals.
- 3
The lecture is delivered
On site or online, 90 minutes, questions from the room included.
Worked with
- Google for Startups
- הבית לעסקים של עיריית שדרות
- Microsoft Reactor
- GameReady
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
Want this lecture at your organisation?
Send a message with the date and the audience, and a short fitting call matches the content to your organisation.
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Frequently asked questions
Our people negotiate mostly inside the company, over budget and priorities, not with suppliers. Is that covered or is this a procurement course?
Internal negotiation is the spine of this session, not an appendix. The hardest negotiations most employees face are with another department, with their own manager, and with a colleague whose cooperation they need and cannot order. Supplier and client situations appear as examples where they help, but the default room is your own building.
Will employees leave this session and immediately come asking for a raise?
Some will ask sharper questions about scope and workload, which is usually healthy. On the pay side the emphasis is preparation and evidence rather than pressure, so the conversations that do happen tend to be more concrete and considerably shorter. Organisations that fear this question are often the ones where it is already being discussed, just not with a manager in the room.
Some of our managers think negotiation means being aggressive and it clashes with our culture. How is that handled?
It gets raised early, because that objection quietly kills the session if it stays unspoken. Aggression is a symptom of poor preparation rather than a technique, and the people who concede most are often the ones performing toughness. The work is on preparation, options and what happens if there is no agreement, none of which requires raising your voice.
Do participants practise on their own real cases, or on invented scenarios?
Real ones work far better, and people walk in carrying them anyway. A live case someone is dreading next week produces more honesty than any invented scenario about buying a car. Sensitive material stays in the room, and anyone who prefers a neutral example is free to use one.
What do you offer the person who genuinely avoids confrontation?
Most of the room is that person, which is why negotiation is not framed here as a contest of nerve. Preparation carries the weight, deciding in advance what you are asking for, what you are willing to trade and where you stop. Someone who dislikes conflict but arrives prepared routinely outperforms the confident improviser.
Part of the audience is experienced and part is new. Will it work?
Yes. The depth is set in advance on the fitting call, examples are matched to the sector, and the base assumes no prior knowledge. Audience questions give the experienced their room too.