Tell your team the limits

Obviously, you don’t go into a negotiation and announce your bottom line, such as the most you’re willing to pay. But you do need to tell your teammates about the limit you have set (and remind them not to let those specifics slip to the opposing side). Just as important, make sure that everyone understands the reason and agrees with the limit that has been set. You (or someone else) haven’t just pulled an arbitrary figure out of the air. It’s an important limit that will not be crossed.
By the same token, don’t be afraid to make adjustments if someone on your team makes a compelling argument to change the limit before the negotiation starts. Also, if — and only if — you gain new information during the negotiation, you can adjust your limit. But the new information can’t be, “Gosh, the negotiation won’t close unless I change my limit.” That’s why you set your limits, in writing, in advance. Don’t fall into the trap of “having” to close the deal. If the other side isn’t willing to settle within your acceptable range, find someone who will.
In almost every area of your life, it’s good to articulate your limits to the people you interact with. You would never sit silently as your child went out the door at 9:30 p.m. if you wanted him or her back by 10 p.m. You would state your expectations, clearly, nondefensively. Give your co-workers the same courtesy. If you are being pestered with questions from the person in the next cubicle, just say, “Let’s set a time to go over all of these questions at once.” No use getting irritated if you haven’t even tried to set some ground rules.
Sometimes setting “rules” for your co-workers is a bit difficult. They don’t “hear” you. That is, they hear the words, but it doesn’t sink in. If that’s the case, try taking their hands, looking them straight in the eye, and saying whatever you have to say, directly without apology. You won’t even have to tell them how important it is. Your manner of delivery will say it all.