The role of every leader is to make valuable agreements for the organizations they serve. Whether recognized or not, every conversation where an agreement is required is a negotiation. These agreements extend to employees, shareholders, stakeholders, customers, communities and yourself.

The leaders who succeed set themselves apart by embodying essential values – values that enhance their emotional intelligence and define their character. As Qantas faces the backlash of its former CEO’s agreements, we are reminded of the huge cost when these essential values are lacking.

In negotiations, values act as shortcuts to remember who we aspire to be, guiding our behavior and reminding us of the impact we can choose to have. Observing these values ensures we remain on the right side of power versus force, leading to outcomes that are both positive and sustainable.

1. Value creativity

Making valuable agreements is impossible without creativity. Although we are encouraged to think outside the box, our work environment, risk appetite and often narrow perspectives limit our ability to discover new possibilities. Embracing creativity helps us to transform challenges into shared rewards, avoiding deadlocks and fostering positive, sustainable outcomes.

By leveraging diverse perspectives, brainstorming and remaining flexible, we can turn our obstacles into opportunities, ensuring all parties achieve their goals in new and effective ways​​.

2. Value connection

Connection goes beyond just building rapport; it involves recognizing our shared humanity and understanding how small acts of disconnection, like failing to communicate properly, can lead to dehumanizing behavior. When we neglect the value of connection, we risk damaging relationships, tarnishing our reputation and compromising our integrity.

Valuing connection means treating others respectfully and closing any open loops (not ghosting) with those we interact with. When we value relationships over transactions, we strengthen our connection with ourselves, our leadership and elevate the standards of communication we give and accept from others.

3. Value curiosity

The most effective CEOs excel in asking pertinent questions that help gather information and make decisions. This is equally vital in negotiation. High self-regard and emotional intelligence allow us to focus on asking vital questions that reveal underlying problems and facilitate optimal solutions.

Curiosity doesn’t just help with problem-solving; it helps us suspend judgment and prevents us from jumping to conclusions based on false assumptions. In conflict situations, choosing curiosity over judgment promotes understanding rather than quick judgments, and it means we explore deeper to solve smarter.

4. Value compassion

Compassion in negotiation is often misunderstood. While empathy is essential for understanding the needs and interests of others, compassion can sometimes be seen as a vulnerability, especially in competitive environments.

Yet integrating compassion brings a critical dimension to negotiations – when we drive every deal with understanding, it’s compassion that turns our empathy into practical steps that enhance outcomes for both ourselves and others. Compassion is actionable empathy, which elevates our humanity and fosters better long-term outcomes.

5. Value care

Have you ever pushed for results over nurturing your relationships with colleagues and stakeholders? In negotiations, genuinely caring means valuing both the results and the relationships you cultivate. This balanced approach is crucial because, while results are measurable, relationships are the foundation of long-term success.

Achieving results in a way that respects and considers all parties involved is just as important as the outcomes themselves. In negotiation, care is the art of valuing results as much as relationships – both are non-negotiable.

6. Value contribution

We often experience our greatest sense of value when we perceive our actions as contributing meaningfully to something greater than ourselves. In successful negotiations, the same holds true. There’s a significant difference between just showing up and making a real impact. Contribution is about how you present yourself in those critical moments under pressure.

By embodying the value of contribution, you aim to be impactful through your interactions, not just involved. This approach doesn’t just change the outcomes of the negotiation – it transforms you as a person. Being a contributor means looking beyond your immediate desires and considering how you can help shape a better future for everyone.

It’s about creating a legacy of positive change where your actions speak volumes. In negotiation, this is more than altruism – making a contribution in the way you interact and give value to others creates more sustainable and profitable outcomes over the long-term.

Negotiation, after all, isn’t just something you do but an expression of who you are through the process. By integrating these six values into your negotiation strategies, you will not only transform the value of the agreements you make, but also transform yourself and your business.