Communication and negotiation

Question 1

Can you explain how you determined the client brief for a project you have worked on?

Answer 1

Depending on the clients

Question 2

Can you outline how you went about engaging in negotiations for the warehouse in Wandsworth?

Question 3

How do communication to a surveyor when engaging in dilapidations negotiations?

Question 4

Can you give some examples of when you have communicated effectively as a contract administrator to ensure all parties are suitably informed?

Question 5

What should a complaints procedure entail?

Question 6

Explain a time whereby you have presented information effectively to a client to allow them to make an informed decision.

Question 7

What make a good presentation?

Question 8

What information would you want for a comprehensive client brief? Use an example.

Question 9

How do you define the scope of your service? Give an example.

Question 10

What insurance requirements is your firm required to have?

Question 11

How do you identify key stakeholders within a project?

Question 12

How do you communicate with your clients? Give some examples.

Question 13

What is your firm’s complain handling procedure?

Question 14

What KPI s does your firm use to inform performance?

Question 15

How would you confirm a client’s brief - give an example

Question 16

How do you calculate fees for professional services?

Question 17

Have you ever dealt with a client complaint?

Question 18

How do you prepare for presentations?

Question 19

What is communication?

Answer 19

The imparting or exchanging of information by speaking, writing or using some other medium.

Question 20

What are your views on email communication?

Answer 20

• Need to take great care when sending emails to make sure that they are free of grammatical errors, are concise and that the recipients are correct to ensure sensitive information is not incorrectly issued.
• Despite emails appearing to be less formal that written letters, they can still have the ability to create contracts and form written instructions.
• Should always communicate in a professional manner even if the other parties don’t.

Question 21

What is negotiation?

Answer 21

Negotiation is a dialogue between two or more people or parties with the intention of reaching a beneficial outcome regarding one or more issues where a conflict exists.

Question 22

What would you do following a negotiation meeting where a verbal agreement was made?

Answer 22

• I would look to formalise the verbal agreement as soon as possible in written correspondence.
• For example I do this by issuing email correspondence following dilapidations negotiations meetings to set out what was discussed and the agreed actions required of both parties. I would then formally document the agreement in a settlement letter which would need to be signed by both parties.
• Another example would be discussing a final account with a contractor - I would issue email correspondence and request them to confirm the outcome by reply and then formally document by having me and the contractor sign a statement of final account.

Question 23

What are the main phases of negotiation?

Answer 23

• Preparation and planning: Effective planning is key to make sure you are confident ahead of the negotiation. Information should be collected on both your own and other parties positions to analyse for strengths and weaknesses. Consider concessions you are willing to make after working out ideal position and limits of negotiation.
• Opening: Establishes rapport of two parties and their prospective positions. Warm but tough stance should be taken to ensure calmness and that you mean business.
• Exploring: Learning about the other party’s position without revealing own. Leading questions can help gain small wins
• Testing:Where the real negotiation takes place. Important to test how firm the other party’s position is.
• Bargaining: Explore possible agreements. Never give concession without asking for something in return. Needs to be civil to protect long term relationships and aid future negotiations.
• Closing: Final agreement.

Question 24

What make a successful negotiation?

Answer 24

Preparation

• Look at both respective positions (e.g Scott schedule) to see what strengths and weaknesses there.
• Confirm with a client / yourself where concessions can be made and non-negotiable items.
• Prepare structure for the negotiations - confirm this to the other party prior to the meeting.
• Research or ask others in firm to confirm the character of the person so you are prepared.

The Meeting

• Meeting should be held in calm environment where both parties are given the opportunity to speak without interruption.
• Don’t dwell on items that cannot be agreed, come back to them later on when negotiations have progressed.

Post Meeting

• Formalise in writing what has been discussed, what has been agreed and then allow formal docmentation once each party has had time to consider and talk with respective clients (if applicable).

Question 25

Give me an example when you have handled a difficult negotiation.

Answer 25

• Dilapidations negotiations for a retail unit in Marlylebone, London.
• Tenant had elected to undertake all strip out works but none making good or reinstatement works.
• Issued Scott Schedule to the tenant’s surveyor.
• Received inflammatory response from tenant’s surveyor stating that we were claiming that numerous works had been undertaken by the tenant and therefore was offering half of the sum stated in the schedule of dilapidations (£15K).
• I calmly informed the tenant’s surveyor that I had inspected the site a day before and confirmed I was happy with the contents of the schedule.
• As our respective positions were so far apart I suggested a site meeting which would allow the surveyor to inspect the property in its current state and we could try and come to an agreement. The tenant’s surveyor wanted to conclude matters quickly so elected to have a MS Teams Call.
• Prior to the call I went through a separate version of the scott schedule and colour coded to show all items that I could concede on and those that would need to be held firm, added a new column and priced roughly each item to ensure the estimated settlement figure I had provided to my client would be achieved. I also collated all photos from my site inspection proving the major work items that still remained.
• The surveyor was inflammatory and bullish during the meeting scoffing a costs for some works. I remained calm and professional and confirmed where pricing had been taken from (with backing of a contractor for infilling of a goods shaft) and moved on from items that couldn’t be agreed. I also shared the photos of works that were still outstanding which the surveyor then agreed to.
• After substantial negotiations I managed to increase the tenant’s surveyor’s offer to £22,000. They pressured to reach a commercial settlement during the meeting, but I held firm that a settlement would only be made once the tenant installed facade that remained concealing the underlying demised portland stonework had been inspected by a contractor and priced following opening up works.
• As a result of me being calm and providing evidence to support my negotiations and waiting to received a tendered cost for the portland stone repairs (£5K) and achieved a settlement figure of £28,000, just £2k below the estimated recovery.

Question 26

What makes a good negotiator?

Answer 26

• Understanding the other parties perspective
• Respectful
• Calm and professional
• Understanding of the matter in hand - has the facts and is prepared and consideration of desired outcome at all times.