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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.
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69 |
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…if you develop and adhere to a valid mission and purpose, how can you go off the track? It’s impossible.
|
69 |
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If you have a valid mission and purpose, and the result of your negotiation fulfills this mission and purpose, it’s a good and worthwhile negotiation.
|
69 |
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You must develop the habit of referring to [your mission and purpose] on matters great and small, because it gives you crystal-clear guidance in all cases.
|
70 |
 |
Mission and purpose are just as important for negotiations in our private lives as in our businesses and careers.
|
74 |
 |
If you’re not working on behalf of your own mission and purpose, you’re working on behalf of someone else’s. That gives everyone pause.
|
75 |
 |
Setting the mission and purpose in the constituents’ or the customer’s or the adversary’s world allows all of them to see clearly the features and benefits that you and your product or service have to offer them.
|
79 |
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Mission and purpose drives vision for all parties, and vision drives effective decision making for all parties. It’s as simple as that.
|
85 |
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This mission and purpose must always be written… Important matters are written down for a reason, and it’s not to create busywork. So pick up your pen…
|
85 |
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As you set a valid mission and purpose in place, you will discover that the picture of what you are trying to accomplish becomes crystal clear and you eliminate all confusion.
|
88 |
