There’s a concept that changed how I think about every high-stakes conversation. It’s called a BATNA — Best Alternative to a Negotiated Agreement. In plain terms: what will you do if this conversation doesn’t go the way you hope?
Most people don’t think about this. They go into negotiations hoping for the best outcome, without seriously considering what happens if it doesn’t materialise. And that hope — unconscious as it often is — weakens their position before the conversation even begins.
When you don’t have a strong alternative, you negotiate from need. And need is visible. It shows up in how quickly you agree to things, how little you push back, how easily you accept terms that don’t quite work for you.
When you have a strong alternative, everything changes. Not because you become aggressive — but because you become genuinely calm. The other side senses that you can leave. And the ability to leave, credibly, is the most powerful thing you can bring into any negotiation.
So before an important conversation — whether it’s about a salary, a contract, a partnership, or a scope of work — spend time on your BATNA. What else could you do? Who else could you work with? What would you build or pursue instead? Make it real, not imaginary. A weak BATNA you’ve thought through is still better than no BATNA at all.
One important note: having a strong alternative doesn’t mean broadcasting it. You don’t need to say “I have other options.” Your composure says it for you.
Preparation gives you options. Options give you leverage. Leverage gives you clarity. And clarity, more than anything else, is what makes a negotiation go well.