Written by Marijn Overvest | Reviewed by Sjoerd Goedhart | Fact Checked by Ruud Emonds | Our editorial policy
Non-Negotiable — Definition, Examples and Advice
As taught in the Negotiation Course for Procurement Professionals / ★★★★★ 4.9 rating
What is non-negotiable?
- A non-negotiable deal is a deal that seems impossible to close or secure under favorable terms.
- Non-negotiable deals are challenging, but they offer insights or opportunities.
- Recognizing non-negotiable deals are important to held protect your interests and preserve your professional reputation.
What is Non-Negotiable?
Non-negotiable means any deal that is considered impossible to close or win. It is non-negotiable and it might be next to impossible to try to convince the other party to negotiate for this particular deal.
Of course, one also has to understand that there might be a reason why this deal is impossible to negotiate. It could be any of the following scenarios:
- The other party is dead set on a fixed price, no matter what.
- The other party has encountered multiple negotiations that all ended in failure.
- The other party genuinely has no desire to negotiate further.
- The other party could also be employing a hardball tactic to measure how much you are willing to offer.
- During the negotiation period, the other party feels threatened and is therefore using the words non-negotiable as a way to avoid negotiating further.
Turning Around a Non-Negotiable Deal in 7 Steps
Since we’ve already determined what a non-negotiable deal is, it’s time we talk about how to turn an impossible deal into possible negotiations. Some of the aspects of this article will be included in our Negotiation Course For Procurement Professionals, so if you’re not able to follow up, you can always enroll in our course for a more in-depth explanation.
Sometimes, a non-negotiable deal only becomes that because the problem can sometimes lie in us. We are oftentimes unable to turn an impossible deal around because we are too afraid to keep pushing the buttons for fear that it may lead to an even bigger frustration.
Take, for example, an argument over a relative or loved one regarding a straight issue, such as financial decisions. All of a sudden, the small argument blows up into a huge nuclear bomb of anger and frustration. Both you and your relative are unable to resolve anything because both of you are too emotional to think about the core and solution to the problem.
According to negotiation expert Daniel Shapiro, this is called vertigo – that state of mind where a negotiator gets so emotionally consumed in a conflict that they can’t see beyond the problem. And this happens to be true in some non-negotiable cases.
So how do you deal with so-called vertigo? Here are some very simple steps to think about any time you are about to approach a non-negotiable deal:
1. Watch Your Emotions
A key element in handling seemingly “impossible” negotiations is recognizing your emotional triggers and preparing to respond calmly when tensions rise. Emotions can distort judgment and turn discussions into personal conflicts. A helpful strategy is to keep your negotiation objectives visible, reminding you of the facts and goals whenever you sense your emotions escalating.
Example of how to manage your emotions
- Recognize Your Triggers – For example, if you notice that being interrupted consistently makes you frustrated, acknowledge this trigger and plan to assertively ask for your turn to speak without getting overly emotional.
- Take a Pause – When you feel tension rising—say, if a counterpart’s tone becomes overly harsh—pause and take a few deep breaths. This break helps you regain control before you respond.
- Keep Your Objectives Visible – Suppose you’re negotiating a job offer; you might keep a list of key benefits and salary expectations in front of you. This visual reminder refocuses you on your goals rather than letting personal feelings derail the discussion.
2. Calm Yourself
Building on emotional control, this step involves using specific techniques—like short breaks, conscious breathing, or temporarily leaving the room—to manage stress. Prearrange a “time-out” with the other party so pauses are not mistaken for avoidance. These moments of respite help prevent impulsive decisions and allow everyone to return to the table with a clearer mindset.
Example of how to calm yourself
3. Keep Your Focus
Setting clear, measurable targets is essential for maintaining direction during difficult talks. If the conversation starts to wander or old grievances resurface, politely but firmly steer it back to the core issues. Staying on topic saves time and fosters a more constructive atmosphere.
Example of how to stay focused
4. Watch What You Say
Using collaborative language—phrasing requests as suggestions or questions rather than demands—encourages cooperation. Regularly paraphrase what the other side says (“To confirm, you’re saying…”) to avoid misunderstandings. A poorly chosen word or raised voice can quickly trigger resistance, especially in high-stakes or emotionally charged situations.
Example of how to be mindful of what you say
5. Know the Decision Maker
Identifying who truly holds the decision-making power can prevent unnecessary delays and miscommunication. Negotiating with someone lacking real authority often perpetuates the illusion of an unachievable deal. By targeting the genuine decision maker, you can tailor your approach to their interests and responsibilities, increasing the likelihood of a breakthrough.
Example of how to identify the decision-maker
6. Focus Only on the Negotiations
Separate your personal stresses and career concerns from the immediate discussion. While you may be juggling tight deadlines or professional ambitions, concentrate on the facts, data, and concrete evidence that support your arguments. The more objective and transparent your case, the harder it becomes for the other side to rely on emotional or subjective counterarguments.
Example of how to focus only on negotiations
7. Learn When to Quit
Finally, recognize that walking away can be the wisest choice if the other party proves unwilling to find a mutually acceptable compromise. Having a well-defined BATNA (Best Alternative To a Negotiated Agreement) will clarify your threshold. Once that line is crossed, persistently pushing forward can waste time and damage relationships. Treat each dead-end as a lesson for the future, refining your approach and bolstering your skill set for the next negotiation.
Example of how to know when to quit
The Non-Negotiable Variable
Since we’ve finished talking about how to turn around a non-negotiable variable into a negotiable one, it’s time to think about what you can do if you’re dealing with a non-negotiable variable.
Despite your efforts, there will always be deals that you can’t turn around. It’s either the other party has ultimately decided to not negotiate anymore or nothing you say or do will turn it around.
In this case, the only way you can do is to leave the negotiation table. We even wrote an article about leaving negotiations and this is one of those perfect scenarios. There is no shame in admitting defeat. What you can do after this is to have a good self-reflection and check what you should have done that may potentially have turned things around.
Don’t linger around the negotiation table. Quickly just stand up, wish the other party good luck and leave. In the case of a non-negotiable variable, leaving not only saves your reputation but will also remind the other party that you do not like wasting time.
The Pros and Cons of Walking Away
You should not be sad whenever you walk away from a negotiation, especially if it does not benefit you as much as you expected. Here are some of the pros and cons of walking away from a non-negotiable negotiation:
In negotiation, if you see that the other party is not willing to compromise for both of you to mutually benefit in negotiation, then it is time for you to walk away. Remember, it is better to walk away than to commit to something that will put you at a great disadvantage.
My experience with non-negotiables
CEO/Founder of Procurement Tactics
LinkedIn Profile: https://www.linkedin.com/in/marijn-overvest/
“Personally, I don’t like to stop or pause negotiations, but I did it many times when negotiating with suppliers. I’ve been in multiple situations in which I chose to -temporarily- walk away from negotiations.
Examples of these situations were when suppliers did not come up with a new proposal although they promised me so. When suppliers did not move at all in the negotiations.
When suppliers were asking for an unreasonable price increase, or when I had the feeling I was not dealing with persons that have authority. When facing one of these issues yourself in your negotiations, don’t hesitate to walk away!”
Conclusion
Non-negotiables are important to understand because this is where a good negotiator draws the line.
Good negotiators know if something is worth negotiating or not and the way they gauge this is with their non-negotiables.
If their non-negotiables are left untouched then that means the deal is worth negotiating but if their non-negotiables are poked and prodded at it’s an easy red flag to spot.
This article emphasizes that good negotiators are firm in their non-negotiables and are willing to walk away if these are breached. This makes a negotiator powerful and harder to bully around by the other party.
Frequentlyasked questions
What is Non-Negotiable?
Non-negotiable means any deal that is considered impossible to close or win.
How to negotiate a non-negotiable?
The only way to negotiate a non-negotiable deal is to do your research on why the deal is impossible to win.
When is something non-negotiable?
Sometimes, a deal becomes non-negotiable when emotions are always invested during the negotiations. It is important to remove any emotions first before a deal can be done.
About the author
My name is Marijn Overvest, I’m the founder of Procurement Tactics. I have a deep passion for procurement, and I’ve upskilled over 200 procurement teams from all over the world. When I’m not working, I love running and cycling.
