Transfer negotiations decide careers before the ball even rolls.
The ball is no longer just on the pitch. Decisions about players, millions and prospects are made quietly at the negotiating table. But what really happens there?
Introduction
A transfer, a contract, a new jersey and finally a photo for the public. This is what transfers look like from the outside.
What happens before that is hardly noticed by the public. Discussions take place, interests are aligned, talks are prepared. Clubs position themselves, advisors explore options, players have to make decisions about their future.
This is where the crucial preparation begins, which not only influences a player’s career, but also the strategic planning and economic development of a club.
This article provides an insight into the processes that shape transfer decisions.
It shows what really matters in negotiations and why a clear, professional approach at the table makes all the difference.
Before the first offer: The invisible phase
Negotiations begin long before an official offer is formulated.
Even before figures are on the table, an initial picture is forming. Not loudly, not officially, but noticeably.
Scouts gather impressions, advisors hold initial discussions in the background, club managers exchange assessments. Even small signals such as an interview, a gesture on the pitch or a post on social media are noticed, categorized and linked with meaning.
The starting point for subsequent conversations does not emerge in one fell swoop. It develops step by step through observation, interpretation and expectation.
And it is precisely at this point that the negotiation begins, subtly and indirectly. Three psychological mechanisms play a central role in this phase:
Priming
This term comes from psychology and describes how information placed early on influences our thinking and our expectations – without us consciously realizing it.
For example, if an agent casually mentions that the player has “recently attracted a lot of interest from abroad”, this automatically changes the perception of the other person. Even without concrete offers, the player is classified as “in demand”. This can have a positive effect on the dynamics of the conversation, negotiating position and assessment of market value.
Framing
Framing is about the targeted framing of information. The content of the message remains similar, but its effect depends heavily on how it is formulated.
Example: The sentence “He is open to a new challenge” sounds positive, constructive, development-oriented. The same content, framed negatively, would read: “He really wants to leave.”
Both statements express the same desire, but the first variant conveys openness and a willingness to talk, while the second creates pressure and provokes rejection.
Good negotiators choose their words consciously, not manipulatively, but with sensitivity to the situation.
Subtext
Subtext refers to everything that is not spoken but is nevertheless communicated, for example through tone of voice, body language, eye contact, pauses or deliberate silence. Example: If a sports director falters several times during a conversation, thinks about a question for a long time or deliberately hesitates, this can signal uncertainty or tactical restraint. Conversely, deliberate silence on the part of players can also create pressure or convey strength. If you are able to read such signals and use them in a targeted manner, you can conduct the conversation with more depth, often without formally dominating it.
Experienced negotiators know this: Those who influence communication, mood and expectations early on create a strategically advantageous starting position. It is not uncommon for key decisions to be made before formal offers have even been formulated.
BATNA: The underestimated source of real bargaining power
The same basic question arises in every negotiation: Who needs the deal more urgently?
This is where a concept comes into play that is given too little attention in practice:
BATNA – Best Alternative to a Negotiated Agreement.
In short: What is my best alternative if I don’t reach this agreement?
One example:
- A player with a current contract, a regular place and several options for the coming season can compare offers in peace , if necessary, stay.
- A club that is already in advanced contact with several players for a vacant position does not have to push through an offer at any price.
In both cases, there is a strong BATNA, i.e. a good alternative to negotiation. This creates composure, negotiating security and room for maneuver, an inner strength that is clearly noticeable at the table.
If you know your own BATNA and ideally can also assess that of your counterpart, you can negotiate with more calm, clarity and flexibility. Because they know: I have options.
And this is exactly what changes the dynamics of the conversation. Where there was previously pressure, clarity and structure emerge. Emotion is replaced by strategy.
Strength is not shown in loudness, but in real options.
Why many negotiations fail and how to do it better
Despite good prerequisites, many deals fall through and this is often not due to numbers, but to behavior.
A typical scenario: An offer is rejected, combined with indignation or devaluation. The other person feels unappreciated. The atmosphere changes. The door is closed.
It would have been so easy to react differently:
“Thank you for submitting the offer. In its current form, it does not yet reflect the value and prospects that we see in this constellation. However, we are open to further discussions.”
“Thank you for the offer. From our point of view, it does not yet fit in with the framework conditions we have in mind, but we are happy to remain in contact.”
Good negotiators know: Not every rejection is an end. It can also be a beginning if it is communicated with attitude, clarity and appreciation.
Negotiations rarely fail because of the content. They fail much more often because of how differences are dealt with at crucial moments.
Using Psychological Levers Effectively
Successful negotiation means taking the lead. The course of a negotiation can be actively shaped by applying psychological principles that skilled negotiators use deliberately.
Strong negotiators don’t leave conversations to chance. They understand which psychological mechanisms are effective in critical moments and use them purposefully to steer discussions, build trust, and influence decisions. This is not about manipulation, but about conscious, well-directed leadership. The following principles are among the most effective tools in professional negotiation practice.
Set an anchor
The first numerical proposal in a negotiation acts like an anchor. It sets a mental framework within which the rest of the conversation takes place. Even if completely different sums are discussed later, the first figure remains in the room as a silent reference point. Whoever mentions this number or allows it to be on the table first influences the other person’s perception and orientation right from the start. The more consciously this anchor is set, the stronger its effect – strategically and psychologically.
Reciprocity
Anyone who shows concessions in a negotiation, be it through a factual concession or a clever gesture, often triggers an impulse in the other party to move towards something as well. This reciprocal willingness creates trust and movement. Reciprocity is one of the most effective dynamics in negotiations if it is used in a targeted and authentic way.
Loss aversion
People perceive potential losses more strongly than equally large gains. This can lead to objectively good offers being subjectively perceived as a risk and rejected. If you understand how fear of loss influences decisions, you can formulate offers in such a way that they emphasize security and development rather than potential sacrifice.
Timing and silence
Not every effect is created by arguments. Sometimes it is deliberately placed pauses that steer the conversation. A moment of silence, a brief pause or deliberate hesitation can have more impact than many words. Particularly in sensitive negotiation phases, it becomes clear that presence is not only created by what is said, but also by what is deliberately left unsaid.
These means are not tricks, they are tools. And like any tool, they only work well if they are used correctly: consciously, in measured doses and with integrity.
The contract – more than term and salary
A contract is not just a result. It is an instrument. Properly designed, it is a career plan in legal form.
What is on the agenda today goes far beyond traditional elements. In addition to salary, bonuses and contract duration, tailored components are increasingly being negotiated, both in the professional sector and for young talent.
Common and professional examples are:
- Performance-related bonuses for goals, assists, appearances or promotions
- Clauses on automatic renewal after a certain playing time
- Buy-out options or fixed exit clauses
- Buy-back clauses, especially for loaned or changing talent
- Matching rights, the right to match an external offer
- Resale interests for the selling club
- Bonuses for national team nominations or U-squad appearances
- Loan agreements with guaranteed playing times or recall rights
- Additional care packages for family, school place, language courses, visa And these are just a few examples.
In truth, there are hardly any limits to contract design, at least not if you think creatively, bring experience to the table and negotiate outside the box.
Good negotiators recognize where individual agreements create real added value, for the player and for the club. They combine sporting prospects, economic planning and personal life realities to create a contract that is not only legally sound, but also strategically effective.
Those who only rely on standards miss out on opportunities. Those who negotiate creatively, with foresight and tactical skill will get the best out of it.
Understanding the perspectives of all parties involved
Transfer negotiations do not follow a fixed procedure. They are an interplay of different interests, roles and dynamics:
- Players think about development, playing time and recognition.
- Parents want security, care and trust.
- Coaches are looking for characters who fit into the system and into the dressing room.
- Sports directors juggle budgets, squad structures and long-term The focus is always on the sporting and financial success of the club.
- Club managements consider image, sponsor impact and media resonance.
- Agents shape careers – strategically, protectively and with vision.
Anyone who recognizes, takes seriously and integrates all these perspectives is not just conducting a negotiation, they are moderating a decision.
Communication: The game outside the table
Negotiations do not end in the room. They continue in public, in the media, in the cabin.An interview at the wrong time, a leaked interview content or a polarizing social media post can cause more damage than any rejected offer.
That’s why negotiation also includes:
- Communication strategy
- Media management
- Clarity internally and externally
If you don’t communicate consciously, others will define the meaning for you.
Conclusion: Negotiating means shaping and is about much more than numbers
Transfer negotiations are now part of the strategic core of professional soccer. They are a decisive lever for career planning, team development and, above all, for the sporting and economic direction of a club
Good negotiators on both sides – the club and the player – make the difference.
They not only achieve better results, but also create solutions that are sustainable.
Anyone who negotiates unprepared or unstructured is missing out on enormous potential, both financially, strategically and in terms of sport. It often depends on the quality of the negotiation whether a change enables the next step or whether it becomes apparent afterwards that potential has been wasted.
Because in the end, “You don’t get what you deserve. You get what you negotiate.” Chester L. Karrass.
