Book Titles

As a rule, the bigger the organization the more complex and confusing the decision-making process can be.

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.

…be ready for unearthing multiple decision makers, and be able and willing to negotiate with each and every one of them.

We know we are replaceable, because we’ve seen the company plow ahead even if the CEO drops dead, but we want to mean something in the bigger scheme of things. We want to make a beneficial difference.

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.

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.

…the purchasing office should never be in a negotiation… The more power the old team gave to purchasing, the less effective they became.

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.

In all fields, the most successful people deal with the most difficult problems directly. Negotiation is no different.

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.