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Many times, the adversary does not even know its own decision process as it directly concerns your negotiation. You will have to help them figure it out.
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204 |
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…be ready for unearthing multiple decision makers, and be able and willing to negotiate with each and every one of them.
|
208 |
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Once you have determined who the real decision makers are, it’s often hard to get to them because of the blockers standing in the way. If you can’t go around or over the blockers, you’ll never get your deal.
|
209 |
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Great leaders surround themselves with great blockers who love the game. You can count on this. Prepare for the person in a negotiation who loves the game.
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209 |
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…the purchasing office should never be in a negotiation… The more power the old team gave to purchasing, the less effective they became.
|
210 |
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Don’t just get around the blocker, but also get a useful introduction from the blocker. This is much easier to do when you understand what the blocker is really doing, which is trying to feel okay.
|
212 |
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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 |
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A great exercise is to sit down and think about a ‘typical’ negotiation in your field – if there is such a thing – and draw up a list of wants along the way.
|
231 |
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In most negotiations, at some point one of your wants will be some numbers – prices, quantities – but always remember that numbers are limitations. Avoid them until the time is right.
|
232 |
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Recent experiments show that having even one negotiator who brings a scientist’s level of humility and curiosity improves outcomes for both parties…
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106 |
