Someone was making allegations and using misinformation about a public figure. I listened to all the arguments and couldn’t believe what this person was saying. I don’t think you would have believed it either.
So I asked, quite innocently, “Where do you get your information?”
The answer? Let’s just say the “sources” were dodgy. Not experts. Not credible institutions. Just people handing out opinions. Which is fine—if you’re gossiping over a braai. But not when you’re trying to win trust or strike a deal.
That got me thinking: if people are willing to negotiate on the back of bad information, no wonder so many discussions fall apart. Information can be powerful—but only if it’s solid. Garbage in, garbage out.
Here’s the thing: information is slippery. It dates quickly. It depends on where it comes from. You can’t walk into a negotiation quoting something your cousin saw on Facebook and expect to be taken seriously.
So, what kind of information actually matters?
First, your own. Know what you want, what you can’t live without, and where you’ll walk away. If you don’t have that, you’ll fold the moment the other side pushes back.
Second, theirs. What do they really need? What pressures are on them—financial, reputational, political? Sometimes their own annual report tells you more than they’d like. The CIPC filings or even a quick look at the Government Gazette can tell you a story if you care to read it.
Then, the context. What’s happening in the market? Prices? Supply chain hiccups? Interest rates? You don’t need a thick McKinsey report. A glance at the Reserve Bank’s latest review or a Stats SA bulletin will already put you ahead of most.
And yes, books and research help too. Getting to Yes and Never Split the Difference are still worth their shelf space. Some South African business schools pump out case studies that can be useful—though let’s be honest, with corruption and academic decline, take those with a pinch of salt.
Finally, there’s news and social media. Handle with care. Sure, LinkedIn can give you hints about a company’s priorities, and local outlets like Business Day or Moneyweb often break useful stories. But never forget: what’s “trending” today might be disproved tomorrow. Always trace back to something official before you quote it across the table.
Here’s the bottom line: information isn’t power. Reliable information is power. And it’s only useful when you know how you’re going to use it. Walk into a negotiation armed with shaky “facts” and you’ll get exposed. Walk in prepared with credible, up-to-date, and relevant information, and suddenly you’re the one setting the pace.
Because in a negotiation, the real power doesn’t come from bluster or bravado. It comes from knowing your facts better than the other side—and using them to steer things towards an outcome that works.
