 |
…the relative negotiating power of two parties depends primarily upon how attractive to each is the option of not reaching agreement.
|
104 |
 |
Vigorous exploration of what you will do if you do not reach agreement can greatly strengthen your hand.
|
105 |
 |
Knowing what you are going to do if the negotiation does not lead to agreement will give you additional confidence in the negotiating process. It is easier to break off negotiations if you know where you’re going.
|
106 |
 |
The greater your willingness to break off negotiations, the more forcefully you can present your interests and the basis on which you believe an agreement should be reached.
|
106 |
 |
Knowing what to do when a jagged-résumé candidate enters the picture is the single biggest differentiator between leaders with a gift for picking winners – and those who keep wrong-footing themselves.
|
60 |
 |
…individual careers can benefit from the gritty work required to recover from a career stumble.
|
69 |
 |
Only when organizations have the courage to make judgments about potential do the odds of landing an eventual superstar increase.
|
75 |
 |
The assessors who do the best job of sizing up such candidates are the ones whose own life experiences speak to the traits they are seeking.
|
85 |
 |
If assessors all felt comfortable drawing insights from their own lives… organizations’ ability to make sense of jagged résumés would be far more advanced than it is.
|
87 |
 |
…it’s easy to say that [fringe] candidates aren’t worth the time it would take to assess them. Yet… ignoring all of these outsiders can mean squandering access to a vast amount of talent.
|
128 |
