 |
…remember, try for a lot – it will help you settle for what it is you really need.
|
86 |
 |
Setting out to know someone inevitably means understanding what their problems or needs are.
|
68 |
 |
Armed with knowledge about a person’s passions, needs, or interests, you can do more than connect; you’ll have an opportunity bond and impress.
|
70 |
|
…remember, try for a lot – it will help you settle for what it is you really need.
|
86 |
 |
As your community grows, partnering becomes more of a necessity. It becomes a matter of efficiency. One contact holds the key to maintaining all the other relationships in his or her network.
|
142 |
 |
Inattention to results occurs when team members put their individual needs… above the collective goals of the team.
|
189 |
 |
The need for listening is obvious, yet it is difficult to listen well, especially under stress of an ongoing negotiation.
|
36 |
 |
The most powerful interests are basic human needs. In searching for the basic interests behind a declared position, look particularly for those bedrock concerns that motivate all people…
|
50 |
 |
As fundamental as they are, basic human needs are easy to overlook. In many negotiations, we tend to think that the only interest involved is money.
|
50 |
 |
Instead of constantly worrying about what can go wrong, talent-spotting specialists often need to think about what could go right.
|
11 |
