There is a particular situation that many Polish companies are familiar with. An employee copes brilliantly with day-to-day communication in English — they write emails efficiently, deliver presentations without much stress, and speak up in meetings. But when it comes to negotiations — on prices, contracts, or terms of cooperation — suddenly something gets stuck. Their language becomes less precise, the pace of concessions increases, and the conversation ends with a result that could have been better with more confident communication.
This is not a problem with their knowledge of English as such. It is a problem of unfamiliarity with the language of negotiation — a specific set of phrases, techniques and conventions that, in the Anglo-Saxon business environment, follow their own rules. Rules that are not covered in a standard Business English course and that Google Translate cannot teach.
This article is aimed at HR professionals and L&D managers who want to understand why negotiating in English is a separate skill, what exactly employees need, and what effective training in negotiating in English looks like. You will also find ready-made phrases and expressions here that you can pass on to your team straight away.
Why are negotiations in English more difficult than a conversation or a presentation?
Negotiations are the only business situation where linguistic missteps have a direct financial impact. Wording that is too soft implies a concession you did not intend to make. Phrasing that is too harsh may alienate your partner and scupper the deal. A lack of precision when discussing contract terms poses legal and operational risks.
In their native language, employees intuitively sense where the line lies between firmness and aggression, between flexibility and weakness. In a foreign language, this intuition disappears — because it is built on thousands of hours of exposure to the native language, which simply does not exist with English.
Added to this is the specific nature of the negotiation culture in Anglo-Saxon countries. The British and Americans negotiate differently from Poles — they are more direct in certain areas, and surprisingly indirect in others. A refusal rarely sounds like a refusal. Agreement is rarely final at the first mention. Someone unfamiliar with these conventions may walk away from negotiations convinced they have agreed terms — whilst the other side considers the conversation still ongoing.
What employees need to negotiate effectively in English
Negotiation skills in English consist of three layers that must operate simultaneously.
The linguistic layer — knowledge of specific phrases and expressions used at every stage of the negotiation: opening, making proposals, responding to counter-proposals, seeking compromise and closing. This is the most obvious layer, but it is insufficient on its own.
Strategic layer — the ability to recognise the negotiation techniques used by the other party and respond to them in English. Different phrases are needed when someone uses the ‘good cop/bad cop’ technique, and others when a partner appears to back down, only to return moments later with a new demand.
Cultural layer — understanding how the Anglo-Saxon negotiating style differs from the Polish one and what specific phrases mean in a cultural context. ‘That’s an interesting proposal’ sounds positive, but in British negotiations it often means: ‘We’re not interested, but we’ll say it politely.’
Effective training in negotiating in English must address all three layers — not just teach vocabulary.
The structure of business negotiations in English
Every negotiation — whether it concerns product pricing, contract terms or a project budget — goes through similar stages. Understanding this structure and the appropriate phrases for each stage is a fundamental skill that employees should master before their first English-language negotiations.
Stage 1: Opening and setting the agenda
Stage 2: Presenting positions
Stage 3: Making proposals and counter-proposals
Stage 4: Seeking compromise and concessions
Stage 5: Conclusion and confirmation of agreements
I will discuss each stage using ready-made phrases.
Stage 1: Opening the negotiations in English
The opening minutes of a negotiation set the tone for the entire discussion. A good negotiator opens the meeting in a way that signals: I am here to find a solution that benefits both sides — but I have clear expectations.
Ready-made phrases for opening negotiations in English:
- Thank you for making time for this meeting. I’d like to discuss the terms of our potential cooperation and find a solution that works for both sides.
- The purpose of today’s meeting is to agree on the key terms of the contract. I’d suggest we start with pricing and then move on to delivery timelines.
- Before we begin, could we agree on the main points we’d like to cover today?
- We’re very interested in working with you and we’re open to discussing the details. At the same time, we have some clear requirements that I’d like to walk you through.
- We see a lot of potential in this partnership. I’d like to make sure we’re aligned on the key terms before we move forward.
- Following our previous conversation, I’ve prepared a revised proposal that takes your feedback into account.
- Based on what we discussed last time, I’d like to revisit the pricing structure.
Stage 2: Outlining the position and expectations
This is the moment when an employee must clearly and confidently set out what the company expects — without apologising for their expectations and without unnecessarily ‘softening’ the message.
Ready-made phrases for stating your position:
- Our position is that…
- What we’re looking for is…
- Our main priority in these negotiations is…
- From our perspective, the key issue is…
- We would need… in order to move forward.
- The reason we’re asking for this is…
- This is important to us because…
- Based on current market rates, we believe that…
- Our experience with similar projects shows that…
- We have some flexibility on the timeline, but the budget is fixed at this stage.
- I’m afraid the price you’ve proposed is significantly above our budget. We’d need to explore alternatives.
- That particular condition is a deal-breaker for us — but I’m open to discussing other aspects of the agreement.
Stage 3: Making offers and responding to counter-offers
This is the crux of negotiations — and the area where a lack of the right phrasing costs the most. An employee who doesn’t know how to make a conditional offer in English often ends up making an unconditional one — and loses their negotiating leverage.
Ready-made phrases for making suggestions:
- If you can commit to a two-year contract, we’d be willing to offer a 10% discount.
- If we agree on the volume, we could look at reducing the unit price.
- We could consider a faster delivery schedule, provided that the order size meets the minimum threshold.
- We’d be prepared to include maintenance in the package, on the condition that payment is made upfront.
- I’d like to propose the following terms…
- Our initial offer is…
- Based on what we’ve discussed, we’d suggest…
- What we can offer at this stage is…
- Thank you for the proposal. Could you give us some time to consider it?
- That’s an interesting offer. I’d like to come back to you on the pricing element specifically.
- We appreciate the offer, but I’m afraid the timeline doesn’t work for us.
- We’re broadly in agreement, but there are a few points I’d like to revisit.
- Rather than X, we’d suggest Y.
- What if we approached it differently — instead of…, we could…
- As an alternative, we could propose…
- Would you consider… as a compromise?
Stage 4: Negotiating a compromise and managing concessions
Ready-made phrases for negotiating a compromise:
- We could move on the price, but only if you agree to the extended contract period.
- I’m willing to be flexible on the delivery date, provided that you confirm the order by Friday.
- We can accept those payment terms, as long as the volume commitment remains unchanged.
- If you’re able to increase the order by 20%, we’d be prepared to reduce the price accordingly.
- I think we’re closer than it seems — let me suggest a middle ground.
- Is there any flexibility on your side regarding…?
- What would it take for you to agree to…?
- Let’s see if we can find something that works for both of us.
- Perhaps we could split the difference?
- It seems we’ve reached a sticking point. Could we set this aside for a moment and come back to it later?
- I’d like to take a short break to consult with my team on this point.
- Perhaps we could agree on the other items first and return to this one at the end.
- I don’t want to lose the deal over this one point — is there any room to manoeuvre?
- I’m afraid that’s not something we’re able to agree to at this stage.
- That’s outside the scope of what we can offer, but I’d be happy to explore alternatives.
- I understand your position, but I’m not in a position to accept those terms as they stand.
- We’re not able to go that low on the price — but let me see what else I can do.
Step 5: Concluding the negotiations and confirming the arrangements
The conclusion is the moment that determines whether the negotiations were a success — and it is just as important as the course of the discussion itself. Agreements that are not clearly confirmed at the end of the meeting often become a source of misunderstandings and subsequent disputes.
Ready-made phrases to wrap up negotiations:
- I think we’ve covered the main points. Are we in agreement on the key terms?
- It sounds like we’re close to a deal — shall we summarise what we’ve agreed?
- I’m happy with where we’ve landed. Can we move forward on this basis?
- Just to confirm what we’ve agreed: [summary of points].
- Let me summarise the key terms: [list]. Does that reflect your understanding as well?
- So to recap — we’ve agreed on the price, the delivery timeline, and the payment terms. Is that correct?
- I’ll send you a written summary of today’s discussion by end of day.
- What are the next steps from your side?
- Could we agree on a deadline for signing the contract?
- I’ll have our legal team prepare the agreement based on what we’ve discussed.
- Let’s schedule a follow-up call for [date] to finalise the remaining details.
- Even though we haven’t reached an agreement today, I think this was a productive conversation. I’d like to stay in touch.
- I appreciate the constructive discussion. We’ll review the terms on our side and come back to you by [date].
- Thank you for your time and flexibility — I look forward to working together.
The cultural nuances of negotiating with Anglo-Saxons — what a dictionary won’t teach you
There are several conventions in Anglo-Saxon negotiations that are counterintuitive to Polish employees, and a lack of awareness of these can lead to costly misunderstandings.
‘Let me think about it’ does not imply interest. In Polish negotiations, such a phrase is often a prelude to further discussion. In a British business context, it may signify a polite refusal — particularly if it is followed by a lack of contact in the days that follow.
Silence is a tool, not awkwardness. An Anglo-Saxon negotiator knows how to remain silent after making a proposal and wait. Polish employees tend to fill this silence — and often do so with a concession they hadn’t planned. Training should include exercises in managing silence during negotiations.
American directness does not mean the same thing as British directness. The American negotiating style is louder, more enthusiastic and more direct. The British style is seemingly more polite, but often much more veiled. ‘That’s quite interesting’ said by a Briton may mean something completely different from the same sentence spoken by an American.
Humour as a tool for breaking the ice. Anglo-Saxon negotiations often involve
How HR can prepare a team for negotiations in English
Being aware of the problem is one thing — designing an effective response is another. A few specific steps for HR and L&D departments.
Identify who negotiates and in what situations. It is not only salespeople who negotiate within a company. The procurement department negotiates with suppliers. Project managers negotiate scope and budget with clients. HR negotiates terms with candidates and agencies. Each of these groups requires different vocabulary and a different context for exercises.
Book a simulation-based training session, not a standard course. You cannot learn to negotiate in English from a textbook. Simulations are key — role-playing, recording and analysis, working with feedback from a trainer or a native speaker with business experience. The training should be designed around real-life scenarios from your industry.
Combine language training with negotiation training. The best programmes combine language work with work on negotiation strategy. A business English course alone is not enough — just as training in negotiation techniques conducted in Polish alone will not prepare an employee for a conversation with a foreign business partner.
Measure results through specific situations, not through placement tests. Follow-up work with managers after the training should include questions such as: do employees feel more confident in negotiations after the English
FAQ — Frequently Asked Questions about Negotiations in English
How can you say ‘no’ in English during negotiations without alienating the other party?
The key is to use a conditional or alternative refusal — not a categorical “no”. Instead of saying “We can’t accept that”, say “We’re not able to accept those terms as they stand, but I’d be happy to explore alternatives.” A refusal that leaves the door open for further discussion preserves the relationship and often leads to a better solution than a direct confrontation.
What should you do if, during negotiations in English, you don’t understand the other party’s proposal?
Never pretend you understand — that’s the quickest way to get into trouble. Say: “Could you clarify what you mean by…?” or “I want to make sure I understand correctly — are you saying that…?” In Anglo-Saxon business culture, asking for clarification is seen as a sign of professionalism, not weakness.
How can you cope with time pressure when negotiating in English?
If your counterpart is putting you under time pressure (“We need an answer today”), you can calmly defuse the situation by saying: “I appreciate the urgency. I want to make sure we get this right for both sides — could we have until [date] to confirm?” Asking for time to consult is perfectly normal in negotiations.
How do you ask for a discount in English without losing face?
Does the style of negotiation in English vary depending on the country of the person you are talking to?
Significantly — and this is worth bearing in mind during training. Anglo-Saxons, Germans, Scandinavians and Asians conduct negotiations in completely different ways, even though they all use English as their language of communication. A good training programme should cover the basics of cultural differences in business negotiations.
Summary — Negotiating in English as an investment with a measurable return
Of all the language skills required in a business environment — email, presentations, conversation — negotiation skills have the most direct impact on a company’s financial results. An employee who negotiates confidently and effectively in English can literally earn or save money in the course of a single conversation.
If your employees regularly negotiate with international partners — clients, suppliers, contractors — and do so in English, it is worth asking: do they have the right tools for the job? Have they ever undergone dedicated training in negotiation in English — not a general Business English course, but a programme designed around real-life negotiation scenarios?
At Worldwide School, we design such programmes individually — based on your industry, job roles and your team’s actual negotiation situations. Get in touch with us and let’s discuss how we can support your team.
