External Affairs Minister S. Jaishankar's recent comments about US-India trade negotiations being "beyond the middle" offer a masterclass in strategic negotiation positioning. His measured approach—expressing cautious optimism while acknowledging "there is another party involved"—reveals sophisticated planning power that sales and procurement professionals can learn from.
When Jaishankar states they're "beyond the middle" of negotiations, he's demonstrating what RED BEAR calls strategic aspiration management. Rather than offering false certainty or setting unrealistic timelines, he's anchoring expectations at a progress point that maintains momentum while preserving negotiating room.
This mirrors Mistake #1 from our planning framework: avoiding aspirations that are safe rather than strategic. International trade negotiators understand that setting targets too conservatively limits what's possible, while being overly aggressive can damage credibility.
Jaishankar's emphasis on finding "meeting ground" shows sophisticated counter-positioning analysis. He's clearly considered both nations' positions, constraints, and political pressures. His reference to India's unique diplomatic leverage—being able to "pick up the phone and talk to Russia and Iran"—demonstrates thorough preparation for how India's alternatives strengthen their negotiating position.
This directly addresses Mistake #2: skipping counter-positioning analysis. Professional negotiators must anticipate how the other party will frame value, leverage, and alternatives.
Perhaps most instructive is how Jaishankar frames India's power sources. Rather than relying on vague assertions, he provides specific evidence:
This exemplifies Mistake #3: forgetting to plan for your power. Jaishankar has clearly inventoried India's power sources and prepared how to activate them strategically.
Notice Jaishankar's communication approach: diplomatic yet direct, optimistic yet realistic. He avoids overpromising ("I can't guarantee it") while maintaining forward momentum ("Watch this space over the next few days"). This demonstrates Mistake #5: ignoring communication styles in planning.
He's matched his messaging to the international diplomatic context while speaking to multiple audiences—Indian stakeholders, US negotiators, and global observers.
1. Anchor Progress, Not Timelines: Like Jaishankar's "beyond the middle" positioning, frame advancement without boxing yourself into specific deadlines.
2. Acknowledge Complexity: His recognition that "there is another party involved" shows sophistication that builds credibility.
3. Reference Relationship History: Citing consistent relationship improvement across five presidencies demonstrates pattern recognition and long-term thinking.
4. Maintain Multiple Power Sources: India's diverse diplomatic relationships mirror how businesses should cultivate multiple alternatives and relationships.
5. Communication Precision: Every word choice serves strategic purpose—avoiding guarantees while maintaining optimism.
What separates successful international negotiations from failed ones isn't just political will—it's methodical planning power. Teams that inventory their leverage, anticipate counterpart positions, and sequence their communication strategically consistently achieve better outcomes.
Whether you're negotiating supplier contracts, customer deals, or internal agreements, the same principles apply. High-stakes negotiations are won in the planning phase, not at the negotiating table.
Ready to negotiate like a diplomat? Contact RED BEAR to learn how our planning methodology can transform your team's negotiation outcomes—from preparation through execution.