 |
Concentrating on what you can actually control in a negotiation – the means, not the end – simply works. The so-called contrarian suddenly becomes common sense.
|
14 |
 |
It is absolutely imperative that you as a negotiator understand the importance of this point. You do NOT need this deal, because to be needy is to lose control and make bad decisions.
|
22 |
 |
While needy negotiators raise their voices, negotiators under control lower their voices. So lower your voice in times of inner turmoil. Slow down.
|
29 |
 |
We tend to overplay our hand, so to speak, but as negotiators we must control this instinct while letting it blossom in our adversary.
|
38 |
 |
Another problem with concentrating on money and power as a mission and purpose is that you’re scorekeeping, and scorekeeping means you’re thinking about results over which you have no real control.
|
78 |
 |
Your anger following an insult is not under your control, but your behavior is. You decide whether to strike back in some way or to turn the other cheek.
|
91 |
 |
…no one in his right mind would set a goal over which he had no control.
|
91 |
 |
…many more of us can [deliver results], but only if we understand the difference between a goal and a result, between what we can and cannot control.
|
92 |
 |
What you can control is behavior and activity, what you cannot control is the result of this behavior and activity.
|
93 |
 |
Who has control in a conversation, the guy listening or the guy talking? The listener, of course. If you want to maintain maximum control and leverage – and you do, of course – let your adversary do the talking.
|
107 |
