 |
Most of us can smell hidden agendas a mile away, and we don’t like them.
|
143 |
 |
Your ability to identify the greatest problems and then to bring them into the negotiation head-on by way of an agenda will exponentially improve your record.
|
216 |
 |
Our agendas must do better. They must provide a clear path through the negotiation thicket.
|
217 |
 |
The only agenda that is valid for purpose of negotiations – the only agenda that will produce results – is the one that has been negotiated with an adversary.
|
217 |
 |
Without a clear understanding and picture of what we want at every point in the negotiation, we can’t put it on an agenda. And if we can’t put it on an agenda, we have no right to ask for it.
|
227 |
 |
…if we want to stay in control to the extent possible – as we do – what we want must be part of every agenda. (Want, not need. We don’t need anything, of course.)
|
228 |
 |
People who can set their own agenda, wisely and productively, are invaluable.
|
244 |
 |
In most organizations, the expectation of instantaneous responsiveness pushes everyone into reactive mode, making it difficult to stick to any agenda.
|
221 |
 |
To succeed in this volatile environment, leaders must be creative and concerned, yet neither creativity nor concern is high on the agenda of many corporations…
|
177 |
 |
You should always shift your agenda to your customer’s requests if you can.
|
088 |
