 |
’no’ is a real decision that induces the party across the table into actually thinking about why they’ve just said ‘no.’
|
45 |
 |
The responsibility for making a clear decision helps the adversary focus on the real issues of the negotiation.
|
45 |
 |
…it’s amazing how many negotiators want to be liked, want to save the adversary from making a tough decision. It happens every day.
|
58 |
 |
Making decisions based on a sense that the adversary seeks your friendship is misguided. They would much prefer your effectiveness.
|
63 |
 |
If agreements result from effective decision making, the odds are very good that there will be a long-term business relationship, regardless of whether you play golf with your adversary.
|
63 |
 |
…we live in fear of that wrong decision, and that fear binds us. Unnecessary fear of a bad decision is a major stumbling block to good decisions.
|
65 |
 |
When – not if, but when – you make a bad decision, you simply follow it with a better one. Understanding this simple lesson will liberate you as a negotiator.
|
65 |
 |
Take responsibility for a bad decision, learn from it, embrace the failure, and soldier on without fear because you are only one decision away from getting back on track.
|
65 |
 |
Effective negotiation is effective decision making, plain and simple, and the foundation of effective decision making is a valid mission and purpose to guide it.
|
69 |
 |
How many decisions will make things tougher today than they were yesterday but benefit you dramatically in the long term?
|
72 |
