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Best Practices Body Language Entrepreneurship Human Resources Investing Management Negotiations Sales Skills Women In Business

Negotiator: How to Detect Hidden Danger in a Handshake

“Danger lurks in many forms. Don’t let the concealed danger of a handshake endanger you.” -Greg Williams, The Master Negotiator & Body Language Expert 

“I didn’t come here to learn about handshakes. I came because I wanted to become a better #negotiator.” Those were the unfortunate comments of a seminar attendee. He didn’t realize that he’d overlooked a huge gambit in the negotiation process.

A #handshake conveys important information. The more people exchange them between one another, the more information they convey. It can say, I’m feeling overly optimistic today. It can say, my mood is somewhat deflated. It can also say that I’m going to dominate you because I feel superior today.

Very few people understand the value transmitted when they clasp someone’s hand. Are you aware of such messages when you shake someone’s hand?

After gaining insights from the following information, you’ll never look at, sense, or interpret a handshake as you’ve done in the past.

Wimpy:

Some people equate a weak or wimpy handshake with someone of the same character. Be careful of the assumptions you make.

A weak or wimpy handshake may send a silent message of subservience. It can also be the disguise of someone that’s significantly stronger in character than the handshake conveys. It’s one tactic that good negotiators use to dupe the other negotiator into perceiving a false sense of weakness. That’s done to acquire insight into what the other negotiator might do once she sensed that she was dealing with a mentally weaker opponent.

If you wonder about the validity of such a person, shake hands several times during your interactions. Note the slightest degree of change in the firmness of their handshake. To the degree change occurs, it’ll serve as a barometer indicating a change in character.

Bone-Crushing:

The delivery of a bone-crushing handshake can be an attempt to display strength and dominance. It can be someone’s lack of recognition of their strength related to the hand they’re shaking. It could also be an attempt to conceal weakness.

I recall a business associate telling me that I shook his hand too hard. I knew I possessed a firm handshake but I’d not considered it to be bone-crushing. My associate reiterated his statement a few times. After that, I was always more attentive to not shaking his hand with the prior degree of intensity that I’d used before.

The point is, if you do have a firm handshake, know when to moderate it based on the circumstances. If someone delivers a bone-crushing handshake upon you, and it’s painful, consider saying something. Then, note if any change occurs. If it does, the person is displaying more alignment with you. If it doesn’t, the person doesn’t care how you feel. In either case, you will have gained valuable insight into the person.

Releasing:

The person controlling a handshake is the one that releases it last. A handshake on average last about five seconds. Thus, the person holding the hand of the other individual the longest is stating that they’re not ready to release that person.

Take note when someone extends a handshake pass what’s normal for the situation. They may be sending a subliminal message that they’re superior. They might also be holding your hand longer to comfort you or themselves. Therefore, note when such occurs and the situation in which it happens. Doing so will allow you to gain additional insight as to why they’re committing that act.

Conclusion:

In every negotiation, note its beginning through the information sent via a handshake. If you become attuned to its intent, you’ll have greater insight into that person. That insight will add additional information about how you can negotiate better with them … and everything will be right with the world.

Remember, you’re always negotiating!

 Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

#Danger #Handshake #negotiator #BodyLanguage #Liar #Beware #Negotiate #Process #Power #Powerful #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #BodyLanguageSecrets

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Best Practices Investing Management Marketing Negotiations Sales

Does Your Sales Approach Blow Off Profits?

Many experts agree that selling with perspective/insight improves selling performance, but most ignore the role played by business acumen.  Business expertise is foundational to perspective selling success. Ignoring it is a mistake; best case, you can win some more opportunities, but at suboptimal margins.  Worst case: your insight selling investment won’t get you anywhere.

Perspective selling can be a huge difference maker. CSO Insights found that companies who incorporated perspective into their approach had 12% higher win rates.  This rose to 23% higher win rates for companies who master perspective. The data was conspicuously silent on profit margins of those won deals. Thus, selling with perspective can be powerful, but your mileage can vary widely, depending on how you implement.

Unfortunately, some sales training companies cover business expertise with little more than a vague hand wave. Their treatment: “Take your business acumen…you know, that business acumen that you have (right?)…and use it to provide some valued perspective”.  Apparently, hope is a strategy.

Others tell us to apply our business acumen to expose an unrecognized problem, unrecognized solution, unforeseen opportunity, or to bring a third party’s capability to bear.  Those are great suggestions for how to use already-established business acumen.

Business Acumen is a Serious Discipline, not Some Buzz Word.

I’ve heard business acumen (for sellers) described as “understanding how your customers make money”.  That’s a great start.  Adding “to the point you know how your offer can help them make even more” should become the standard for every customer-facing person in your organization.

SWOT (strengths, weaknesses, opportunities, and threats) analysis is better than nothing but doesn’t help a seller develop very meaningful insights.  It doesn’t help your people meet the standard above.
“Understanding growth drivers” sounds helpful, but don’t you need business acumen to for that level of understanding?

Sellers need a set of tools which help them understand how business works well enough to look at a prospect company with a “mechanic’s eye”:  ability to diagnose what’s working well, what’s not, and how their offer can help.  My business acumen framework covers a business in enough depth to help sellers do just that.  Here’s a diagram of the major parts of a customer’s world: What elements of their environment shape a business, internal elements that shape their world view.  On the right, is a list of some of the major outcomes you might be able to help them change.

Customer's World Business Acumen copy

Because this framework is about your customer’s world, it works with any sales training system or methodology. Contact me if you’d like to learn more about this overview.

Business Acumen Shapes an Entire Pursuit, it isn’t Just a Process Step

I’ve seen leveraging business insights to “provide perspective” and “provide insight” as one step in the selling process.  I reject this; such a suggestion shows a fundamental misunderstanding of business perspective.

Business acumen helps a seller throughout the arc of the customer experience:

  • Secure an initial appointment by showing that the seller has valuable business advice to give.
  • Shape discovery by uncovering new value and expanding known ones.
  • Expand the decision ecosystem by connecting unanticipated outcomes with your offer.
  • Expand the total value of your offer by adding outcomes all over the company.
  • Earn executive meetings by connecting to executive-level concerns.
  • Negotiate win-win pricing by walking your customer through the monetary value of all of the outcomes you help them achieve.
  • Explore even more outcomes as all of your people engage with a customer post-sale.
  • Capturing all of these value insights helps your marketing team produce content that targets the customer outcomes that win most of your deals, generating leads that self-qualify for your differentiation.

That’s why I promote a company-wide “value culture”.  In a value-focused culture, a lot of roles participate and several loops get closed.

How Business Acumen Fits into a World Class Sales Culture

Business acumen is a backdrop to a phased process, each phase of which blends into the next. Thus, Business acumen is foundational to professional selling.

Perspective selling 3 circles2

Initially, a seller should uncover needs, value gaps, and potential customer outcomes.  I have a tool called value networks which helps guide this process more efficiently (these are company-specific).  In this phase, sellers need to envision all of the parts of a customer organization the selling company’s offer might impact. As customers have become more siloed, this job has become more challenging.  My value networks help make this easier, and work with any sales training system or methodology.

During this process, a seller should be able to develop value (build the desirability of various outcomes) in the mind of various buying personas.  The diagram in this middle circle reminds sellers that they need to develop value while they can.  Once a prospect has decided you’re on the shortlist, it gets increasingly difficult to “sell value”.

Ability to sell value vs discounting

To begin the closing process, a seller needs to connect their solution to customer-validated outcomes, recap the value of those outcomes, and then position the solution based on that value. Pricing – even premium pricing– should reflect the value of those outcomes and share a win-win philosophy.  I have often experienced higher customer preference at premium prices once the customer-validated value is used alongside the price for context. 

Venn Diagram

Selling with Perspective is Good.  Selling with Value Perspective is Profitable.

Perspective selling is powerful.  It increases close rates and strengthens customer relationships.  With a few simple additions, it can do all of those things more effectively…and more profitably.  That is, you can close more deals at a higher – and more customer-appreciated – price. Since pricing power is profit power, those small adjustments make a huge difference.

Comment below.  If you found this valuable, like this article and/or share with your network.  If you’d like to learn more, please contact me.

To your success!

Categories
Best Practices Growth Investing Negotiations

Make an Agreement; Don’t “Cut a Deal”

What’s the Deal with Making Deals?

A new four-letter word has become quite pervasive in our vocabulary. It’s all over our social media headlines and feeds. We hear it daily on the morning news. The word in question? “Deal!”

“Deal” has historically been used to describe real estate transactions. Typically, each party is polarized and one must give in to reach a deal. One side negotiates more than the other, the other side caves in, and one side “wins”. There’s quite a lot of pretense on the front end that translates to retaliation on the back end.

Every deal has a winner and a loser. In the car industry, you try to negotiate a deal on a new car. In gambling, it’s the dealer’s choice, the dealer themselves, and the double-dealer you have to be on the lookout for.

Is this starting to sound contentious and competitive? Well, it is. The implication of a “deal” is far away from cooperation, reciprocity, and empathy. Those make up the recipe to a well-thought solution to the differing needs of stakeholders. This is why we prefer to say “agreement” instead.

A Better Term for All Sides

Even the word “agreement” sounds more positive. It implies that both sides won. Each side worked toward the same agreement—working together and making intelligent concessions to make the whole greater than the sum of its parts.

You “reach” an agreement. You “cut” a deal. Making deals has become aggressive, and has lately been reduced to a form of coercion, hostage-taking, or extortion. When you make an agreement, on the other hand, it symbolizes a beneficial, respectful, and constructive arrangement.

By referencing the desired outcome as an agreement, you avoid the egotistical pretense and angst that are implied in a contest-like “deal”. You set the stage for the friendly conversation during which stakeholders can collaborate effectively. And moving forward, you form a bond with the other party without grudges or regrets.

What’s in a word?

Absolutely everything! When you negotiate a business solution, anyway. Before, during, and after the whole thing, why shouldn’t you use a word that shows your respect for the other side and reinforces your belief that you’ll work together to achieve a beneficial relationship? It can open the door for future collaboration.

When it comes to Barefoot Wine, we always used “agreement” to earn national distribution and extended credit, and to connect with the right people at the right times. In our agreements, there were always at least two “winners”. It’s crucial to view the other party as a partner, not as an adversary. In real estate, the parties are finished when the transaction is finished. But in many businesses, agreements can symbolize the beginning of strategic partnerships that provide benefits well into the future.

No More Cutting Deals; Reach an Agreement

Let’s stop using the word “deal”—with all of its competitive and aggressive undertones. Let’s touch back into the reality that any kind of secure agreement is bound to lead to longtime partnerships. And let’s stop watching deal-making as a sport—being entertained by two enemies battling it out until there’s a winner and a loser.

If there is a loser, after all, both sides will lose eventually. The other side just can’t wait to get out of their “deal”. We’ve learned that, without trust, there’s no legally binding contract that can hold them to a certain level of performance. Yes, you can file a lawsuit and make both sides’ attorneys rich, but is that how you want to use your precious time and money?

According to the Japanese, it’s rude to talk about anything except the weather for the first few minutes of a business conversation. They use this “pointless” banter to establish a sense of agreement by understanding what they have in common with the other party. They know that being on common ground with the other side sets the tone for a respectful, productive discussion, paving the way for mutual, long-term benefits.

Don’t cut deals anymore—Start making agreements! Both sides can be winners!

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/

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Best Practices Economics Entrepreneurship Industries Investing Personal Development Sales Technology

Beyond Bitcoin: The Future of Blockchain Technology

Bitcoins were introduced in 2009 to great fanfare. Although there had been predecessors, Bitcoins were framed as the first form of cyber currency.

Shortly after Bitcoins were introduced, I labeled them a Soft Trend—one whose future was looking good, but not a future certainty. I also labeled cyber currency a Hard Trend that would continue to grow, predicting that there would be many more cyber currencies.

Since then, I’ve seen no need to change either designation, as there are now more than 100 different cyber currencies. At the same time, as Bitcoins struggled to gain widespread use, blockchain—the technology Bitcoin transactions are handled with—were growing.

Unlike bitcoins, blockchain development has shown no signs of slowing down and represents a Hard Trend that will continue to grow. The rapidly evolving technology of blockchain holds enormous promise for game-changing disruption across any number of industries and fields.

O’Reilly Media presciently noted in early 2015: “The blockchain is the new database—get ready to rewrite everything.”

Blockchain Explained—Security in Numbers

A blockchain is a system of decentralized transaction records. This means a transaction is created without any input from a controlling entity. A blockchain also employs cryptography to keep exchanges secure, incorporating a decentralized database, or “digital ledger,” of transactions that everyone on the network can see. This network is a chain of computers, needing exchange approval before it can be verified and recorded.

The Game-Changing Opportunity in Financial Transactions

Roughly $20 billion in gross domestic product is currently held in blockchain form, according to a study by the World Economic Forum’s Global Agenda Council. However, projections show blockchain use will increase significantly in the next decade as banks, insurers and technology firms embrace the technology to boost transaction speed and security, and trim expenses. This is already taking place, for example, with Swiss banking giant UBS and banks such as HSBC, Santander, and BBVA, which launched corporate venture funds to make equity investments in financial technology companies.

More Than Just Money

The future of blockchain is exciting. Outside of its use solely in financial transaction applications, it can transform several other industries. Other examples include:

  •      Data Storage—Current storage services using cloud technology are centralized around a single provider. A blockchain lets users store data and information via a decentralized platform, improving security and lessening reliance on any one provider.

 

  •      Voting—A blockchain voting network is inherently more reliable than paper or electronic ballots since changing one vote would require changing multiple votes simultaneously. A blockchain voting network has already been used—Denmark’s Liberal Alliance employed a blockchain for internal voting back in 2014.
  •      Military Use—The U.S. Department of Defense and NATO are actively investigating the use of blockchain. Among other applications, they’re interested in messaging platforms capable of transferring information by way of a secure decentralized protocol.
  •      The War on Terrorism—In May 2015, the Isle of Man implemented the first government-run blockchain project, leveraging it to create a registry of digital-currency companies operating on the island. The system also counters money laundering, helping prevent terrorist financing since the flow of money can be traced specifically to the source of the transaction.
  •      “Smart” Contracts—The idea behind a smart contract is that it self-manages the fulfillment of the agreement and is verified programmatically via the blockchain instead of a third party. Two or more parties agree on terms, program those terms into the blockchain, and allow for payments and other transactions once those terms are fulfilled and validated by the blockchain.
  •      Regulation—Because a blockchain cannot be changed without a majority of participants agreeing to do so, the underlying technology might be used in place of a variety of regulations, such as those mandated by Know Your Customer (KYC).
  •      Identity Management—Labeled the first comprehensive blockchain-based identity service, Onename allows users to create tamper-proof digital identities for themselves called Passcards that replace conventional usernames and passwords.
  •      The Music Industry—In October 2015, Ujo Music unveiled a working example of how blockchain-based technology would allow consumers to purchase registered works directly. We can also pre-solve the problem of legalities, where artists publish policies on how their music may be used to avoid legal action against misuse.

More Reasons for Excitement

Blockchain use is largely restricted to private forms of transactions, but when looked at in an anticipatory way of thinking, blockchain could be used for anything that requires proof of identification, the exchange of goods or verification of contract terms.

One executive involved in the development of blockchain summarized its potential in a framework we can all appreciate: “‘Check it on the blockchain’ will be the phrase of the twenty-first century. It will be as commonplace as people saying ‘Google that.’”

When it comes to blockchain, get ready to rewrite everything.

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Best Practices Body Language Entrepreneurship Human Resources Investing Management Marketing Negotiations Sales Skills Women In Business

His Body Language Screamed “Alert: Gullible Liar!”

“Reading body language is like seeing someone’s thoughts. Reading body language accurately gives you the ability to know what those thoughts are.” -Greg Williams, The Master Negotiator & Body Language Expert

Something about his body language caught my attention. It screamed, liar!

A man entered my car on the train and announced to everyone that he needed $15 for a train ticket to get to his 13-year old daughter. He said she was at a location where the train ended. He went on to say that someone had already given him $2.

One person gave the requester $5. From there, the requester walked through the rest of our car seeking more contributions. One gentleman said to him, ‘sit beside me – I’ll buy you a ticket.’ The requester said, okay, I’ll be right back and kept walking – he made his way out of our car and into the next one on the train. The gentleman that offered to buy the ticket and I looked at one another and smiled. We knew the requester would not be returning, and he didn’t return.

 

What body language gestures do you think the requester might have displayed? The man that gave our train friend $5 was taken in by his story. On the other hand, the man that offered to purchase a ticket suspected the requester’s story was illegitimate.

When reading body language, be observant of your intuition and a person’s gestures. Your intuition is very attuned to detecting lies.

Intuition:

Intuition is a nonverbal silent signal that secretly conveys information. If the signal was audible, you’d liken it to a knock at the door, the ringing of the phone, or a loud noise. In all cases, it attempts to attract your attention – it seeks your higher sense of awareness.

When you have an emotional sensation whose source you can’t identify, don’t discard it. Instead, raise your sense of awareness to become more attuned to the message that’s seeking your attention.

Body Language:

For a perspective of someone’s intent, observe their eyes, head, hands, feet movements.

Eyes – The requester on the train searched people with his eyes to detect easy marks. He was looking for those that smiled and made eye contact. People that lie will go to the extreme of displaying too much or too little eye contact. They may display too much because they’ve heard that people who lie avoid eye contact. In the latter case, they’re not aware of that. So, since they know they’re lying, they attempt to avoid eye contact to conceal it.

Head – When the requester thought someone was empathetic to his plight, he locked onto that suspect and nodded his head in that direction. The head nodding was a subliminal message stating, you and I understand one another.

Hands – Always watch someone’s hands when they’re talking. In the case of the requester, I noted that his hands moved away from him when he professed the desire to get to his daughter. And they stayed there. Had he gestured in the distance where she was supposed to be and then drew his hands back to his heart or chest as he professed his desire to get to her, he would have been more believable. As it was, his gestures said, there is no daughter at the end of the line. He just wants everyone to think there is.

Feet – When it came to the requester’s plea, once he detected that those close to him would not assist, he made quick movements to get away from that area. When someone is lying, they’ll display feet movements that attempt to put distance between themselves and the lying environment they’re in.

Being able to read body language gives you an advantage in any environment – that’s especially true when negotiating. If you’d like to have x-ray type vision that allows you to see inside of someone’s mind, enhance your ability to read body language … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

 Listen to Greg’s podcast at https://anchor.fm/themasternegotiator

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

#BodyLanguage #Liar #Beware #Negotiate #Process #Power #Powerful #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #BodyLanguageSecrets

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Best Practices Investing Management Personal Development Sales

Selling Value: It’s No Longer Enough

Selling value is great, but it isn’t the solution it used to be.  The world – and customers — have changed around static solutions, and now we need to rethink the whole idea of selling value.  Selling Value can no longer be the responsibility of any single corporate function.  It needs to become a company-wide culture.  Specifically, we need value-focused culture, or simply Value Culture.

There are four reasons why selling value is no longer good enough.

Sales Have Lost the Handle on Full Value

For many years, companies have delivered sales training to sales organizations, and salespeople have improved how they sell. The sales training industry has established “world class sales” is something that exists inside of the sales silo. Now, we have extensive research on what “World class sales performance” looks like…but only viewed within the arena of sales, sales ops, and sales enablement.

The business world has shifted around the sales performance industry, though.  For the past few decades, though, companies have splintered their customer interface into many specialized roles:

Sales (hunters), account management (farmers), business development, inside sales, technical sales, demo specialists, sales development (appointment setters), installation, customer success, tech support, customer support, operations, finance, underwriting…

Salespeople don’t contact — much less have credibility with – all of the customer personas these specialist roles work with constantly.  “Sophisticated” companies train their specialists to deliver a great “customer experience”: customer interactions which promote the brand promise— or at least, eliminate weak links in the customer arc.  That’s not remotely what’s needed. Customer experience training doesn’t equip anyone to discover any of the value gaps from their unique vantage point.

Any company not training every customer-facing role to uncover potential value is failing to leverage potential competitive advantages.

Selling Value Has Come To Mean Less and Less

Even for Selling organizations who haven’t splintered, selling value has become less and less effective.

Customers have splintered and siloed themselves as well.  Your product or service touches more customer specialties than it used to…even if it didn’t become more sophisticated and capable.  Dividing your total value proposition into narrower and narrower customer slivers can reduce the total value your salespeople sell.  Every specialty your sales people fail to bring into the buying decision represents less value offered.  Selling value doesn’t have the same impact it used to.

Sales organizations need to navigate more complex customer organizations.  Meeting this challenge means raising the level of business acumen in your selling organization to find more “value leverage points”.  Sellers need to combine business acumen with customer acumen to find those leverage points in each organization they encounter.

Value Selling Seldom Leads to Value-Based Pricing…

 Frankly, I’m not very impressed with many current “value selling” methodologies.  Average sales training teaches reps to apply benefits to each single persona. The best value selling methodologies only teach reps to sell beyond benefits, to customer outcomes…which is value. I haven’t run across any (OK, anyone else’s) value selling methodology which influences a customer to build their own cost impact statement of those outcomes.

Current value selling helps win sales, but is only short putt away from selling at a profitable price. I love winning a deal as much as the next guy, but I’ve help P&L responsibility: what’s the point of winning a barely-profitable deal?  Your company lives on profits:  a profit stream – not a revenue stream – is what funds innovation, investment, all of your fixed costs…and yes, commission checks.

Pricing is Profit.

If your value selling initiative doesn’t draw a clear, bright line to selling at a value-based price, you’re dropping out of the race with the lead…in the home stretch.

Hoarding Value Insights Cripples Your Company

Value uncovered by the sales organization …used to win sales…even at a value-based price…can represent a few open loops in a company.  An organization-wide value culture closes these loops.

Value insights gathered via value discovery need to inform many other organizations in your company:

  • Marketing. First, content can be tightly focused on the value your company is uniquely positioned to offer.  Clicks and opens relating to those value points are worth infinitely more than those on more generic click-bait content.  Leads that germinate from outcome-based content are gold.  Crap content generates crap leads.  Second, you have persona-focused value insights which can drive tightly targeted, highly relevant sales support content. Collaterals that focus on specific “buying journey sticking points” are deal-movers.
  • Product Management and product training. Product training that describes persona-specific outcomes is the gold standard that few organizations practice.  Roadmaps and product strategies informed by a rich database of value insights are also far too uncommon.
  • Innovation. The virtual call center, a staple of today’s world, was invented at a cost of zero (OK, we had to develop a few new powerpoint slides), simply by combining two products together.  The key to this innovation was a value insight.  When product developers have a deep well of value insights to draw from, inventions and innovation are radically improved.

Your World has Changed. How Will You Respond?

To combat these evolving challenges, you must establish a value-oriented corporate culture.  Culture crosses silo boundaries, countering the unintended consequences of specialization.  There are techniques, tools and technologies that can help.

If this resonated, or spurred some thoughts, like, comment or share. If you’d like to talk further, contact me.

To your success!

Categories
Best Practices Entrepreneurship Human Resources Investing Management Marketing Negotiations Sales Skills Women In Business

How to Use Stop-Loss Brackets When You Negotiate

“Knowing when to stop can be a life-saver. Using a stop-loss bracket helps to identify where you are in that process.” -Greg Williams, The Master Negotiator & Body Language Expert

When you negotiate, do you use a stop-loss bracket to control your emotions and the flow of the negotiation? You should, because if exercised properly, it prevents your emotions from hijacking your decisions during the negotiation.

It’s important to have a stop-loss bracket in place because, if you’re not sure about the lowest offer you can accept, you may not maximize the negotiation’s potential. If you’re unsure of the top bracket, you run the risk of losing what you’ve gained and/or upsetting the other negotiator.

Setting Stop-Loss Brackets:

You create a stop-loss bracket in the planning stage of a negotiation. Below the bottom bracket are offerings you can’t accept. Above, is the upper bracket point that you should consider not exceeding – That’s due to the potential subjection of losing the gains you’ve acquired. If you exceed the upper bracket, you might appear as being greedy.

To set the brackets, assess your worse and best-case scenarios. Do this for the least and most you think you can obtain from the negotiation. Do the same per the thoughts you believe the other negotiator has about his brackets. You can assign a probability to each bracket to increase its potentiality (e.g. 40% chance of losing if I go above/below bracket). You’d make that appraisal based on the information you’ve gathered per the needs, reasons, and wants the other negotiator has for negotiating with you.

Once you’ve made your evaluation, test it in a mock negotiation with a counterpart that understands the needs of the party you’ll be negotiating with. That process may uncover thoughts you’d not considered. If they do, consider altering your brackets to reflect the new insights you’ve gained. You may flirt with adjusting your percentage probabilities, too.

Controlling Negotiation Flow:

As you engage in the give-and-take of the negotiation, test the other negotiator’s bottom bracket by making a ridiculously low offer – this will also help set his expectations for what he can achieve. Be careful not to insult him. To avoid that, prior to making the offer, you might consider saying, “Please understand that I’m under tight guidelines per what I can offer in this situation.” Having stated that, you’ve prepared him for what’s to come. Once you make the offer, observe his reaction.

If he accepts your low offer, consider lowering what you thought his lower bracket would be. If he immediately rejects your offer without giving it real consideration, you may have to test him again or think about slightly upgrading his lower bracket. Throughout the process, he’ll be assessing your brackets, too. So, consider how you’ll respond to his offers. The exchanges that both of you have with one another will control the negotiation flow.

Conclusion:

Stop-loss brackets are excellent to control yourself and a negotiation. Since you know what you can accept before you sit at the table, you don’t have to involve your emotions.

To make the process work better, know when you’re near your lower and upper brackets and those of the other negotiator. Once you reach your upper bracket, test it by asking for something slightly above what you’ve acquired – do it gently. As an example, you might say, “I really appreciate the effort that you’ve put into nearing the agreement that we’re about to make. I’d like to ask you for ‘x’ if you can do it.” If he grants it without making a counter-request, you’ve just received something in addition to what you had. If he requests something in return, you know you’ve reached your stopping point. Either way, you’ll be in a better position … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com 

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

#Persuasion #StopLoss #Bracket #Negotiate #Process #Power #Powerful #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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Embracing the Power of Blockchain Technology

During the digital transformation, we have witnessed traditional forms of physical media fall out of favor as users abandoned their treasure trove of CDs, DVDs, books, magazines, and even photo albums to partake in an entirely clutter-free life. Digitally optimizing our lives has enabled us to remove shelves, cabinets and dust magnets while we get our entertainment fix from the likes of Netflix, Spotify and the endless list of streaming alternatives.

We often forget just how much technology has changed our lives in the last few years. Therefore, it should be no surprise that our love of cold hard cash could be the next twentieth-century casualty to fall by the wayside.

Over in Europe, Denmark and its Scandinavian neighbors Norway and Sweden are leading a charge toward a cashless society that will see the end of tooth fairy payments for children but will equally wave goodbye to a world of money laundering, fraud, and tax evasion. The bonus of replacing scrambling around for loose change for a purchase, or riding public transportation with contactless payment by swiping a card or smartphone, is incredibly appealing for most users.

The concept of handing over a handful of silver coins in exchange for any product or service can feel quite primitive in our modern world dominated by technology. However, contactless and smartphone payments are not the end-all, be-all payment options, as there is another game changer in the form of cyber currency. But does this technology disruptor have the power to transform our traditional banking system?

Blockchain is the digital ledger software code that powers Bitcoin. As this system has grown in popularity, the CEO of Digital Asset Holdings, Blythe Masters, has her sights set on changing the way banks trade loans and bonds in a way that could dramatically change the way we look at both business and banking. Blythe delivered a massive wake-up call to finance leaders when she compared the influx of changes to the arrival of the internet when she advised, “You should be taking this technology as seriously as you should have been taking the development of the internet in the 1990s. It’s analogous to email for money.” The speed in which technology trends can go viral illustrates how an internet of finance could become a reality sooner rather than later.

The interesting aspect of Bitcoin is the ability to buy and sell without the need for an intermediary. This represents a paradigm shift in the management and structure of the financial services industry. However, adopting innovation and changing entire ecosystems is not something that the notoriously cautious financial industry and affiliated regulation committees are famed for.

Because this technology has the potential to reduce the role banks play in the lives of individuals, it is understandable why financial institutions are skeptical. However, these developments cannot be written off just yet. They could save consumers and the financial industry billions of dollars while also removing their reliance on middlemen to offer a speedier, modern and more efficient banking experience.

The ultimate goal is to move payments globally much faster while simultaneously becoming more transparent and lowering costs. We will likely begin to witness early adopters making waves in the private market before the ever-cautious big players speak of standardization and implementation. However, there are already a few of them dipping their toes into the water.

According to the PwC, there are already over three hundred technology startups developing ideas that will allow blockchain to revolutionize the financial industry. Big players like Visa and Nasdaq are already investing heavily into a blockchain startup, and there are also plans to modernize the London Market. Lloyds is looking to blockchain technology to improve its data access and reduce costs associated with administrative paperwork.

There are daily stories of heavyweights within the financial industry becoming increasingly eager to capture the tamper-proof benefits offered by a future web-based cryptocurrency. Technology leaders such as Microsoft also have thrown their hats into the ring to demonstrate the possibilities that blockchain technology can offer.

There is exciting potential to completely revolutionize the way in which the finance industry works. But in its infancy, many will continue to exercise great caution before rushing into a shiny electronic cash system that is fully peer-to-peer. The future of cash and pockets full of loose change is indeed looking numbered, as many wonder if in just a few years we will be looking back at our quaint primitive payment methods in the same way many do with physical media now.

Cryptocurrencies that thrive in a transparent environment might seem like a foreign concept today, but the rise of blockchain technology is one Hard Trend that will quickly prove to be impossible to ignore.

Finance trends can be anticipated – when you know how to look. The Anticipatory Organization Model has the power to shift an organization’s operating mindset from the default of reacting and responding to changes coming from the outside in, to a place of empowerment by anticipating and shaping the future from the inside out.

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Best Practices Investing Management Marketing Personal Development Sales

The Secret of Selling … and Business: Mind the Value Gaps

Selling — and business — isn’t about what your customer says they want as much as it’s about what they value. Sure, translating from the first to the second takes skill, but that’s the reality. Customer value is at the heart of sales, marketing, customer experience, innovation, operations…everything in your business.

Value is the energy – the unseen force behind all business. Without value received in each direction, no transaction would take place. More profoundly, it drives every part of a customer’s buying process, like reading an advertisement, clicking on a web link, or agreeing to take a sales call. Nothing happens unless a prospect considers each next step worth his/her time. That is, they perceive a value gap: the expectation of a desirable outcome.

For most of the past decade, I’ve taken a deep dive into the craft of selling. However, I’ve always viewed selling not as a siloed corporate function but as a part of a bigger whole, combining my general management, value and pricing expertise with knowledge in sales and marketing. When you treat sales as its own silo, you leave a lot of potential growth and profits on the table.

Customers Buy…to Fill Value Gaps 

Selling skills and methodology training all takes different paths to the same goal: uncovering value gaps, then showing the customer to fill them. These could be gaps the customer understands and describes…or those they don’t know to ask for. The sellers that confine themselves to customer-described value gaps are the ones that look –and sell — like everyone else…and compete on price.

Your expertise in your product or solution means nothing if you aren’t also an expert in your customer’s business. Only then can you help your customer achieve creative, differentiated outcomes.

The Way We Sell Today Leaves Value Gaps Ignored.

Companies silo themselves into functions. This is both good and bad. Silos are centers of specialized expertise, but they are also fertile ground for tribal dysfunction (according to anthropologists who study organizations). Think of all of the functions in your own company who regularly contact your customer. Now think about how many value gaps those “non-sales” roles uncover on a daily basis, but don’t do anything with. Finally, ask yourself what value-creation opportunities you are wasting.

Everyone who comes in contact with a customer should be considered a seller. Then, every seller in your company needs to be attuned to looking for value gaps. More important than closing such gaps when they can: carrying any/all value insights “back to the hive”. When your organization gathers a more holistic view of a customer – and all their value gaps – you put yourself in a better position to compete.

Customers Don’t Help.

Selling companies aren’t the only ones who silo themselves. Even more important, customers try to buy in silos. For example, a piece of hospital lab equipment might be sold to the lab silo, assisted by resources in purchasing, contracting, and perhaps facilities. However, if that piece of equipment fails – or even worse, starts giving incorrect results – think of all of the silos who are impacted. The list includes doctors, nurses, patient records, billing, legal, scheduling (for re-tests), loss prevention, finance, administration…and of course, purchasing, contracting, and the lab silo. Think about it this way: when that equipment is running properly, all those departments are still impacted and are potential areas for innovation and value creation.

Most B2B offers deliver value company-wide, but many sellers are oblivious to anything outside of the conventional selling box. Business acumen helps sellers analyze how an offer benefits to other areas of the company. When all of your sellers have business acumen, they’re equipped to sell outside of a customer’s compartmentalized buying mentality.

Even if you don’t buy into lofty goals like feeding customer-focused innovation, think narrowly and tactically. Silo-limited customers with narrow buying processes lock salespeople into poorly differentiated selling processes. The same organization scheme that focuses on expertise and drives efficiency restricts a broad exploration of solution impacts. If your offer delivers out-of-single-silo results (most do), limiting yourself to within-silo selling is an act of self-commoditization.

If You Invest in Differentiating Your Product/Service, You Gotta Pay for it

When a business generates value for a customer through a differentiated offer (product, service, or solution), a sale is made. Generate enough value and the seller can charge more than their costs. They can then reward their employees for building differentiated products, forge strong relationships with valued suppliers, invest in even more differentiation, and yes, share profits with investors.

As you can see, focusing on value gaps closes a lot of loops in an organization. Your sales silo can strengthen those loops or break them. Unfortunately, some metrics make a sales organization still look good while still delivering profit/value dysfunction. I regularly see scoring systems which focus inside-the-sales-silo only, instead of holistically.

It’s About Uncovering and Closing Value Gaps.

By “it”, I don’t just mean sales. I mean “a world-class business”. All sellers (everyone who touches a customer) should participate in uncovering gaps. Every function in your company participates in closing gaps. Don’t let how you’ve siloed your organization stands in the way. And don’t let your customer’s silos limit the value you bring.

If you want to talk about it some more, contact me. As always, share and/or like if you found this article worth your time.

To your success!

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Entrepreneurship Investing Management Marketing Negotiations Operations Sales Skills Women In Business

Persuasion – How to Use It in the Negotiation Process

“To become more persuasive, magnify your subject’s needs. Also, know how and when to give or take those needs away.” -Greg Williams, The Master Negotiator & Body Language Expert

“I attempted to coddle him as a method of persuasion. It didn’t work! He told me to put my offer where the sun doesn’t shine. I was speechless!”

What forms of persuasion do you use in your negotiation process? Every negotiator attempts to motivate her opponent through persuasion.

When considering how you’ll persuade another negotiator, you must consider her personality type, the situation you’re in, and the negotiation environment. Those variables will have a large impact on your use of persuasion in the negotiation process.

The following are a few thoughts to consider when deciding how you’ll address those variables in your negotiations.

Personality Type:

In the opening scenario, it appears the negotiator used the wrong form of persuasion – and was harshly admonished. Here’s something to consider when attempting to persuade someone based on their personality type.

  • Takeaway – Most people are more motivated by a fear of loss. That means, they’ll protect what they’ve gained rather than risking its loss for greater gains.
  • You can assess someone’s risk adversity by extending an offer of something they want, making it conditional upon their immediate acceptance, and taking it off the table if they decline. Later in the negotiation, make reference to that offer and observe their reaction. If they give an inkling of wanting it, they’re displaying the effect that the takeaway had. Even if they do accept the offer, you will have gained insight into the degree of risk adversity that they’re willing to undergo. You can use that insight throughout the negotiation.

Negotiation Situation:

Every negotiation is shaped by the value sought. That means the degree of effort applied is based on the perceived value and expectations of the outcome. Thus, if there’s a low expectation of value, the need to persuade or dissuade will be in direct correlation to that expectation. Keep that in mind when utilizing the following thought.

  • What losses have the other negotiator incurred in the past and what effect did they have on him – Having this insight allows you to invoke the painful memories of what occurred in the past. Your subconscious suggestion is, you don’t want that to happen again, do you? You can also use that information as a lever to persuade him from not straying into dangerous negotiation waters.
  • Different situations will influence the need to project different behaviors. Understanding the conditional behavior that shapes that mindset will indicate whether to use coddling or disdaining tools of persuasion.

Negotiation Environment:

The negotiation environment plays a huge factor in your ability to persuade someone. You can use surroundings to summon past emotional experiences. To do so consider these questions …

  • Who else is in the environment and what influencing persuasion is their presence casting on the other negotiator?
  • What has been the experience in the past that the other negotiator has had in environments like this?

Subliminally, we’re moved to adopt certain actions based on the environment. Thus, some actions would not be adopted if the surroundings were different. Having control of these variables allows you to project a greater degree of persuasion.

Other Things to Consider:

There are other things to take into account when assessing how you’ll be more persuasive in your negotiation. Such as …

  • Ethnicity
  • Gender
  • Culture
  • Position (superior vs. subordinate)

I will address the above variables in a later article.

As you can see, there are many ways to use persuasion in a negotiation. Above are just a few of those ways. There’s one thing that’s irrefutable, if you misuse your efforts of persuasion, you’ll diminish your negotiation efforts. To lessen that probability and to enhance your chances of having a more successful negotiation outcome, consider implementing the thoughts above … and everything will be right with the world.

Remember, you’re always negotiating!

After reading this article, what are you thinking? I’d really like to know. Reach me at Greg@TheMasterNegotiator.com

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.themasternegotiator.com/greg-williams/

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