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Category: Negotiations

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Entrepreneurship Negotiations Operations Skills Women In Business

“Trust Is The Most Important Factor In A Negotiation” – Negotiation Insight

“Without trust, the factor of truth becomes inconsistent.” -Greg Williams, The Master Negotiator & Body Language Expert

 

“Trust Is The Most Important Factor In A Negotiation”

 

People don’t realize; they’re always negotiating.

As the negotiation began, it was open and respectful. The two negotiators engaged with the honest intent of reaching an outcome that both parties could embrace. In part, the interaction was calm because the two negotiators were friends, and they had a high degree of trust for one another. Little did they know, within two weeks, their deal would unravel. It would be due to a factor that would strain the negotiator’s friendship going forward. And it would raise doubts about how they could trust one another in the future. The factor that threatened their future relationship was born out of a third party’s actions. Someone that wasn’t involved in the initial negotiation. The following is how you can protect yourself from having this happen to you.

 

Memorialize Agreement

When capturing the covenant of a negotiated agreement, do it as close to the party’s settlement as possible. Even if best of friends say, “we can do this deal on a handshake,” memorialize it. At best, you’ll have an audit trail of the agreed outcome. At worse, the documentation can serve as a guide to reinitiate negotiations.

In either case, no matter with whom you negotiate, document the understanding of what the parties are to do next. The document will be your roadmap. It can also be a factor that provides insights to draw upon for your future negotiations with others.

 

Consider How Your Deal Might Unravel

Question – when do you have a problem? Answer – at the problem’s inception. Question – when does a problem’s inception occur? Answer – when you’re made aware of it.

One moment, you have a deal, and then the next moment you don’t. The best deals can fall apart when it’s time to produce the results of the agreement. And agreements are most vulnerable between the period of understanding the deliverables and delivering them. And, many factors can play a role in disrupting what the negotiators agreed upon as an outcome. Factors such as trust can wreak havoc on a negotiated transaction (i.e., I wonder if the other negotiator will deliver what we agreed, third parties, etc.)

To guard your deal against unraveling, don’t become complacent while waiting for the deliverable of the agreement to occur. If you do, you may find yourself waiting for a disaster. Be proactive by reaching out to the other party. Ask if everything is on schedule. And question if there are any negative occurrences on the horizon that might affect the deal, etc.. What you’re seeking are signs that the deal might be coming apart.

Some negotiators think you run the risk of inviting the other party to renegotiate the deal when you ask if it is still on target. But, if the agreement is in the process of failing, you’re already in a renegotiation state. You’re just not aware of it.

Don’t wait for a problem to come to you. Go to it and address it on your terms. You’ll have more leverage in doing so because you’ll have greater control of it at that time.

 

Sounds of Broken Trust

If you listen intently when a negotiator speaks, you can hear the sounds he makes as he’s breaking trust. Those sounds will be in the form of the words he uses to explain why he can no longer commit to the deal. He may say things like, “I didn’t remember agreeing to that. Or, I thought you meant something else.” Regardless of the excuse, the documented agreement can serve as a refresher of what the two of you agreed.

In the situation mentioned in the opening, the third party that injected himself into the negotiation stated that the negotiator whose side he was on didn’t recall agreeing to the covenants that were specified. With that, he pushed the talks back to the two friends. That maneuver created angst in the partner of the third party.

The person negotiating without a partner noticed the quickness with which the third party wanted to conclude the conversation with him. And that set off a silent alarm. At that point, the lone negotiator suspected his friend would be breaking the trust they’d established about their agreement. That was confirmed when his friend offered a new deal. When asked what occurred with the prior arrangement, the response was a jumble of apologies. The lone negotiator’s regret was, he wished he’d recognized the sounds of broken trust sooner. That would have given him more time to salvage a deal that had already gone astray.

 

The Price of Broken Trust

No matter your environment, be it in a negotiation or a friendly exchange of information, when there’s a trust void, caution is at hand. And when people are cautious, they’re more measured with their thoughts and actions. Plus, broken trust can belabor a future negotiation due to the negotiators wondering when the other might break trust again. Accordingly, they’ll make offers and counteroffers tenuously, which will hinder the pace of the negotiation.

Always be aware that there’s a cost when you abandon trust. The best way to address that mindfulness is to heighten your awareness about what you agree to, and being willing to live with your agreement. Trust is a precious commodity. And thus, it something to be cherished.

 

Reflection

The two friends renegotiated a new deal because the lone negotiator wanted his friend to experience the win he was seeking. But what the third party and the other negotiator didn’t realize was the lone negotiator had a factor that would test their trust in the future. He thought a win is a win until it’s no longer a win. And since he knew that you’re always negotiating, he planned to reopen the negotiation in six months. You see, when trust is orphaned, it can become adopted by the person that embraces it, which enhances that person’s appeal. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#Trust #Factor #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

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

“This Is How To Win Comparisons In The Negotiation” – Negotiation Tip of the Week

“The value of what you compare lies in the value of what you’re comparing.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

“This Is How To Win Comparisons In The Negotiation”

 

People don’t realize; they’re always negotiating.

 

When people evaluate situations, they may not realize it, but they’re making comparisons. About that, you should raise your level of consciousness; because it’s a truism. In some instances, people compare a present situation to the ones that appear related to prior cases. At other times, they compare the current condition to the possibility of future outcomes. And that’s especially true during a negotiation. Regardless of the timeframe, when making comparisons, you’re evaluating the course of action to take. Thus, in your negotiation and other aspects of your life, when making comparisons, be aware of the impact that the following factors have on the outcome.

 

Listening

An intricate part of good communications in a negotiation, and other interactions, is the ability to listen well. To understand someone’s perspective, first, you must listen to what they say about the situation that’s before them. That’ll give you a mental picture of that person’s perception, and the opinion they have about it. That’ll also be the insight source that determines which comparisons to draw from later in the conversation.

If you’re astute, you’ll listen to the words they use to express themselves, the degree of excitement they share while doing so, and the pace at which they speak – word choice gives vision to someone’s thoughts. Thus, by being attentive to their word choices, you’ll gain a more profound sense of their emotional mind. And that’s the reason why you should listen for a deeper meaning than just the conveyance of their words. To do that, you must give that person the time and space they need to let their feelings be known, heard, and shared.

 

Tension/Apprehension

While you’re actively listening, note the comparisons someone makes while they’re speaking. In particular, observe the points about the tensions or apprehensions they’ve encountered. That’ll give you more clues about the pain they’ve experienced. Later, you’ll be able to employ that information as anchoring points of negativity or positivity during the negotiation.

Most people are moved to action by fear of loss, versus gaining something they don’t currently possess. Thus, if you hear someone speak about protecting what they have, catalog it for later use. At the appropriate time, make a comparison to a situation in which they lose something they have. Then, create a worse condition scenario than the first one. After that, offer your solution as the savior of their woes. By initially making comparisons to a bad situation and one that’s worse, your best-case offering will appear more pleasing, and more likely to be accepted.

 

Anchoring

Anchoring occurs when you set someone’s initial point of perspective. Thus, if someone said your price was too high, you might ask, compared to what? In their response would be the answer to what they were comparing your price. And there’d be gold in their reply. Because they will have given you their anchoring point about why they thought your price was high.

At that point, you’ll have a momentary advantage in the negotiation. That advantage will be in the form of thoughts, ideas, and positions from which to find a medium point. You might consider evoking some of the points you gathered while listening to the tensions and apprehensions that individual had in the past. Or, if warranted, you might instead employ something from the positive aspects of which they spoke.

The point is, you should seek to anchor that person’s perspective to the point that will best serve your purpose. In theory, that would be a position that was best for both of you. That would allow the perception of your point to become embraced as being more solvable to the challenge at hand. And that would mean your anchoring point would become accepted as an influencer to the proceeding that follows from there. Anchoring is a powerful tool when it comes to influencing someone’s views. Use it adroitly, and you’ll enhance your negotiation efforts.

 

Storytelling

The stories you tell are another factor that’ll serve as your ally when making comparisons in a negotiation. A well-told story injected into the conversation at the right time, can instantly alter someone’s position and the perspective they have about a situation. To tell a good story, consider the following components.

 

  1. When telling a person how he can acquire a goal that you see as obtainable, the story should have easily recognized components that the person perceives as being real, and not too difficult to achieve. Allow him to see himself bursting with new pride in the imagery of his new acquisition.

 

  1. Paint the mental picture you project with details you gleaned during the listening part of your interaction. Thus, if the person spoke about a dire time when he missed the chance to improve or maintain a situation, due to moving slowly, you might paint the image of someone being overly deliberate and missing an opportunity. Let him draw his conclusion between that situation and the position that he’s currently in.

 

  1. The timing and pace you tell a story will determine its impact. Therefore, to enhance the effect, recite your story’s depiction at a pace that’s easy to follow and consume. While doing so, observe the body language displayed by the person listening to it. In particular, note when they close their eyes, turn or drop their head, or show a momentary frown, as you mention what they may lose if they don’t act fast enough. The body language gestures mentioned will indicate a fear of loss. Cues such as those will announce the impact your story is having on that individual.

 

Reflection

First, realize that during your interactions with other people, you’re negotiating. And in a negotiation, you move someone’s perspective by the comparisons you make and the way you position those comparisons. Therefore, if you wish to win more negotiations when using comparisons, seek to evoke the level of emotions, positive or negative, in which you touch someone’s heart. Following these guidelines will allow you to do just that. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#Comparisons #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

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Entrepreneurship Human Resources Marketing Negotiations Sales Women In Business

“Do You Know How To Avoid Words That Cause Conflict” – Negotiation Insight

“People walking blindly into conflict should not be surprised when they’re greeter is regret.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

Click here to get the book!

 

 

“Do You Know How To Avoid Words That Cause Conflict”

 

“People don’t realize; they’re always negotiating.”

 

Two friends, a man and a woman were talking about an associate’s son. The man stated that the associate’s son had four kids, of which one was not his natural child. The woman said, “you shouldn’t say that’s not his natural child. Instead, you might say, it’s his adopted child.” The man retorted, “you know what I mean when I say it’s not his natural child. And since you know what I mean, you should accept my phraseology with the intent of its meaning.”

From there, their conversation disintegrated into conflict. The two friends had had thousands of discussions in the past. But this time, the two friends would be led to conflict due to the utterance of an objectionable word.

A countless number of people are dragged into conflict every day because of the phrases and words they use. And you’re one of them. If you’d like to know what some of those phrases are and how to avoid the conflicts that are caused by the words you use, implement the following strategies. Doing so will help you avoid the conflict that certain words create.

 

Mindset

You should always be aware of someone’s mindset when conversing with them. If one’s mind is irritated from a prior situation, that irritation might seep into your conversation. And with it may come disruptive emotional baggage. Thus, while you’re engaging that person in an attempt to highlight your points, that individual may be hearing sounds of the prior conversation that wreaked havoc on them.

Remember, past interactions can evoke previous emotions in current situations. If you sense that might be the condition in your case, address it at that moment. Please don’t allow it to fester into what could become an uncontrollable arbitrage. That would serve no one’s purpose.

 

Trigger Words

Words such as, always, you should/must, ridiculous, relax, chill out, etc., can serve as words that trigger someone’s emotions such that they become defensive. And from that position, your initial conversation may become derailed as the result of you discussing that something doesn’t occur all the time. After that, the discussion could further disintegrate. It could evolve into one were people defend their word choice, rather than the topic of their conversation.

Trigger words can lead to unwanted circumstances and outcomes, which is why you should be mindful of how and when you use them. If you know certain words will trigger someone to adopt a particular mindset, and you wish to avoid it, don’t trigger them. On the other hand, if you’re aware of that fact and you intend to do so, be cautious with your efforts. Once triggered, you never know to what degree your effects may have on someone. Thus, you run the risk of losing control if things get too far out of hand.

 

Baiting

Be mindful of when someone uses certain words. They may be attempting to bait you. It’s one way someone can alter your emotions and thought process.

Baiting occurs when a person uses a word that triggers a particular emotion or reaction. Someone can do it intentionally or unintentionally. When done intentionally, there may be a hidden agenda to rile you up, or done to evoke a mindset of compliance within you. In either case, you should be aware of how someone might be triggered to act based on the word choices you invoke during an interaction with them. That’ll be the source that determines the degree that the communication is amiable or fraught with disgruntlement.

Verbal Signs

“Yeah, yeah, yeah, – I got all of that.” I’m sure you’ve heard such phrases in your conversations. They’re either signals that the listener is becoming tired of your pontifications or she’d like to speak. In either case, let her have the floor. And when you do, engage in active listening.

People make utterances to let you know that it’s time for you to move on. Pay attention to those signs. They can help you avoid the road of conflicts that come from speaking too long or using the wrong words.

Control

Depending on the environment, you can control the conflict that stems from the choice of words someone uses when they’re engaging you. If you’re in person or talking on the phone, you can abstain from participating in the conversation by leaving the environment; that would entail concluding the discussion at the point when things began to become uncontrollable. If you’re communicating via email, text messages, etc., you can respond after you’ve considered what the appropriate response should be and what reply might come from that.

The point is, realize that you have some control when conversations begin to turn sour, based on your ability to control the words that lead to conflict. Thus, be aware of your rising emotions, and those of the party with whom you’re communicating before you enact such control. But by all means, make sure you exercise restraint in such situations. The future of your relationship with the other party hangs in the balance.

Empathy

Some people think displaying empathy is a form of control. That may be true based on how someone perceives it. When attempting to alter the negative course that conflict has inflicted, empathy may be the salve that quickens the closing of that wound. But, I suggest you apply its use at the appropriate time. Because if you attempt to employ it close to an altercation, the bruised feelings that came from it may be too bear to stunt the emotional pain. Thus, if you let time elapse, the wound may be more receptive to the application of empathy. And of course, the timing depends on the situation and those involved.

Reflection

People stumble into conflicts by being unaware of the words they use and the disruptive cause their statements can have on someone’s mind. If you become more astute about your word choices, you’ll avoid the cause that ignites conflicts. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#words #cause #conflict #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

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Entrepreneurship Human Resources Management Negotiations Sales Women In Business

“This Is How To Bargain With Scary Negotiators” – Negotiation Tip of the Week

“Don’t become frightened by scary situations without knowing the source of your fear, less you be one from whom you’re hiding.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

 

Click here to get the book!

 

 

“This Is How To Bargain With Scary Negotiators”

 

People don’t realize; they’re always negotiating!

 

As soon as I saw him, I knew he’d be trouble. He looked like someone that could start an argument just by entering a room. He appeared smug and deadly. Without opening his mouth, I could tell he would be doubtful, degrading, demeaning, demanding, and would most likely attempt to leave me dumbfounded, and deflated. I thought, “he’s going to destroy me in the negotiation and leave me devastated.” He did appear to be devoted to being one scary negotiator. In my mind, he covered all the negative “D’s” in the dictionary. And he’d done all of that before our bargaining had begun. Have you ever had thoughts like that?

What makes a negotiator scary? To be more specific, what characteristics does he display that cause you to become afraid? And, when are you most frightened of a scary negotiator? Before you enter a negotiation, you should have those answers well in hand and dealt with effectively, so they don’t trouble you.

The following are characteristics of negotiators that you may view as scary in your negotiations. In some cases, their persona is nothing more than a façade to manipulate you into falling under their negotiation spell. Thus, when you negotiate, be prepared to deal with negotiators displaying the following traits:

 

Cheap

Some people may perceive the strict negotiator attempting to maximize his outcome as cheap, hard, or challenging. That may be due to his mannerisms, his façade, and his style of bargaining. Thus, when he haggles over the minutest of points to achieve his goal, you might be tempted to brand him as being scary. I would suggest you not apply that label because the name you assign to a person or situation classifies that entity. And that’ll influence how you act, react, and the frame of mind you place yourself in when doing so.

Instead of branding a negotiator with the moniker of cheap, view him as a person that wants the best deal he can get. Acknowledging his real trait will allow you to adopt better strategies from which to interact. Such stratagems as when you engage, to what degree you challenge him, and when you let him experience a win to feed his ego, are points you might consider. Adopting this mindset will also allow you to possess a clearer perception of the negotiator type you’re dealing with, which should reduce the impression of him being scary.

 

Lying

A lying negotiator can be one of the most challenging types of negotiators. Part of that is due to not knowing when, or if, he’ll abide by an agreement. And the other aspects of concern are his claims and the points of truthfulness he attributes to them. To that end, you may be right in your subscription to him being scary. An old cliché states, “if you lie, you’ll cheat. And if you cheat, you’ll steal.” Be mindful when dealing with this negotiator type. Even when he appears to be abiding by the covenants of an agreed negotiation, he may be scheming behind your back to take from one pocket what he’s allowed you to put into the other.

To offset this type of negotiator’s fiendish mannerisms, negotiate slowly. Insert gaps into the negotiation whereby he has to bring forth what you agreed to in the session that just ended. Only then should you proceed to the next phase of the talks. And maintain a tight rein to prevent him from wreaking havoc.

 

Lunacy

“Crazy is, as crazy does,” is a longtime phrase used to denote the actions of someone that appears mentally misaligned. That’s a long way of saying, some negotiators feign characteristics of lunacy to exact sympathy as an emotional toll. He’s trying to use empathy as a way to get you to bond with him.

Once, I was riding a subway in NY City when a disheveled man came up to me and began behaving erratically. I wasn’t sure of his intent, so I adopted his mannerisms and projected them back to him. Since I read body language, I could tell he became puzzled. He looked at me for a moment and then moved on to other people.

When dealing with negotiators portraying lunacy traits, you can act like them to see how they respond. If you sincerely believe they may not be using such mannerisms as a ploy, negotiate with a different negotiator. If that’s not an option, get them to document every aspect upon which you agree. Don’t leave any wiggle-room for future confusion.

 

Threatening

Okay, now it’s time to get scary. Some negotiators, usually bullies, will attempt to use intimidation as their tool of choice. They may imply some form of bodily discomfort will befall you. They may even suggest that a blemish may occur to your reputation or others with whom you’re involved.

Be prepared to adopt one of three possibilities when dealing with this individual.

  1. Seek to avoid him – deal with someone else.
  2. If you must engage, project a tough-guy persona – don’t appear as someone that he can easily manipulate.
  3. Call in your tough-guy group of negotiators to offset his persona. If he knows you have a crew to protect you, he’ll most likely drop his routine.

 

Vengeful

The vengeful negotiator is someone that can also be scary in your bargainings. He may attempt to sully your reputation as his way of claiming recompense for whatever purpose that motivates him. The scariest aspect of dealing with this person is, you never know when his ill deeds will haunt you.

To best deal with this individual, stay away from his wrong side. Do that by being fair, which is something you should practice in all of your negotiations. If you end up on his ‘bad list,’ seek his understanding of how you wronged him. If possible, make amends. If not, keep an eye out for the misdeeds he may attribute to you as his way of evening the score.

 

Reflection

When you bargain with a negotiator, it can be scary. But that’s true in any situation when you don’t know what motivates someone’s actions. Once you identify the source of a scary negotiator’s motivation, you can adopt strategies to best bargain with him. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

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Entrepreneurship Negotiations Operations Sales Skills Women In Business

“How To Avoid These Deadly Negotiation Mistakes” – Negotiation Tip of the Week

“Do errant actions derive from mistaken thoughts, or does a lack of thought feed thoughtless actions? Think about the way you think.” – Greg Williams, The Master Negotiator & Body Language Expert  (Click to Tweet)

Click here to get the book!

 

“How To Avoid These Deadly Negotiation Mistakes”

 

 

“People don’t realize; they’re always negotiating!”

 

The plan was to have one team member open the negotiation, and wear down its opposition. At some point, a hand signal would indicate when a different member would assume the leading role. This group of negotiators was going to play a version of good-cop, bad-cop. Because they’d negotiated with their counterparts in the past, and the negotiations had always been contentious. So when they planned the talks, they considered mistakes they might make, and developed alternative actions to control their concessions. They felt very confident as they entered the negotiation.

And then it happened! It occurred at the 37-minute mark in the negotiation. Their lead negotiator made a colossal mistake! He lost his composure, became irate, and missed the hand signal that was supposed to indicate a change in negotiators. Both sets of negotiators engaged in verbal altercations, which almost led to physical clashes.

It’s easy to make mistakes in a negotiation. They can occur for a multitude of reasons. Some stem from misperceived actions. But a lot emanate from what someone did not do. And those can be the trickiest of mistakes to address in a negotiation.

Guard against your negotiation from being knotted-up, by observing the following ‘nots’ – they’re not in any order of priority.


Not Realizing You’re Always Negotiating

Good negotiators know they’re always negotiating. That means they position themselves correctly to be perceived in a particular manner before the official negotiation begins. You’ll lose positioning perception if you don’t realize you’re always negotiating.


Not Planning Sufficiently For Pitfalls And Diversions

You should prepare for a negotiation to the degree you’re committed to its outcome. Thus, by not planning effectively, you’ll expose yourself to the whims of chance and luck. And that’s a recipe for a less-than-stellar result.


Not Checking/Managing Egos

Many negotiations have met their demise due to the egos of the competing negotiators. And, in some cases, the negotiators were on the same team. To safeguard your negotiation, remind everyone to keep their egos in check. And be prepared to bring them back in line before someone’s ego gets out of hand and wreaks havoc on the negotiation.


Not Knowing The Value Proposition

The value proposition a negotiator has is the perspective he brings to the table about the value of what he’s negotiating.

 

  • Not knowing your value – No matter your offerings, you should recognize how the other negotiator perceives value. Because if he’s negotiating with you, there’s a reason he’s doing so, and you should know that reason.

 

  • Not knowing the worth of your offering – Value is worth, and the perception someone assigns to worth is its value. If you don’t understand how valuable your offering is to the opposing negotiator, you could be setting yourself up for a significant loss – you’d do that by leaving more value on the table than you receive. Not only should you know the importance of what you have, but you should also be careful about who sets that value because that’ll determine its worth.

    Not Getting Researched Proof About Assumptions

An assumption is nothing more than a guess. To improve your outcomes, research your ideas. Seek to verify to what degree they’re valid. Doing so will give you leverage to refute some claims and reinforce others.


Not Considering Phases Of The Negotiation

Hopefully, you wouldn’t walk in dangerous environments without protection or support. And yet, by not considering where one phase of the negotiation leads, you could be moving into dangerous territory without protecting yourself. Moving without intent can leave you vulnerable to your negotiation counterpart. Always know the purpose of your actions, and where they may lead, when making offers and concessions during your negotiation.


Not Closing Correctly To Prevent Backdoor Escapes

Depending on its outcome, a negotiator may not like the deal. If so, he may seek ways to improve it later. That’s why you must confirm the covenants of the negotiation at its conclusion. You should also be aware of how the other negotiator appears as he’s responding to his understanding of what he and you will do next. If you sense any apprehension, address it sooner than later.


Not Recognizing Others You’re Negotiating Against

Some negotiators fall prey to the ploy of thinking they have a deal, and later discovering someone else has to make the final approval. At the beginning of your negotiation, verify that the other negotiator has the authority to conclude a deal. And inquire about those that are not at the negotiation table on whose behalf he may be negotiating. Don’t be blindsided by, ‘Oh, I forgot to tell you that I have to get approval from Miss Jones.’


Not Using Leverage Properly

Leverage gives you the ability to exact more influence in a negotiation than the capacity you possess alone. The opportunity to use it always exists. Once you identify it, to give it more potency, apply leverage when it gives you the highest return. To do otherwise is to weaken its value.


Not Projecting The Right Demeanor

When you’re negotiating, you’re role-playing. That means you should cast an effect that affects the behavior best suited for the talks. Doing so correctly enhances your negotiation efforts. To project the correct attitude, don’t under or over position yourself. Thus, the best persona should be one that assists you in reaching the goals you have for the negotiation.


Accepting A Statement/Offer And Not Assessing Its Premise

If I tell you a story, will you believe it? Your answer depends on the narrative, your belief system, and whatever additional information you choose to make your assessment. And that same thought process is what you should undergo before accepting someone’s premise as a truth. By not challenging someone’s statement, you exclude the possibility of other thoughts, offers, or solutions to a problem. Be careful of what you accept as the truth. Everything that glitters is not gold.

 

Reflection

So many mistakes can take a negotiation in the wrong direction. By observing the ‘nots’ mentioned, you can keep your negotiations from knotting up. In so doing, you’ll avoid the traps that ensnare most talks. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#Mistakes #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

Categories
Human Resources Management Marketing Negotiations Sales Skills Women In Business

“Beware Of The Ultimate Authority You Give To Authority” – Negotiation Insight

“Beware of the person that claims authority. For what they claim is only theirs if you grant it.” -Greg Williams, The Master Negotiator & Body Language Expert    (Click to Tweet)

Click here to get the book!

Beware Of The Ultimate Authority You Give To Authority”

 

 

People don’t realize; they’re always negotiating!

 

When does someone have power? Answer – when others relinquish it or have it taken from them.

 

I can’t ask him to increase his rate; he’s a lawyer. The doctor cast a stern look at the nurse, and the nurse sheepishly slinked away. The nurse had a humiliating feeling of belittlement, which led him to think, “I better not question the doctor again. That was very discomforting.”

How many times has someone with authority caused you discomfort? If the event envokes terrible memories, do you still have challenging times when dealing with authority figures? If so, you need to be mindful of how you interact with such people. One way to do that is to realize you have authority too. And there’s power in it.

When dealing with those that have authority, remember the following.

 

Setting The Stage

Every interaction you have with someone assists in creating the environment of your next encounter. And the more interactions you have with people possessing traits of authority, the more you’ll act the same with other individuals with similar characteristics. That’s why you should be cautious about your response to such individuals, especially if you supplicate yourself to them when negotiating.

To break a spiraling downward cycle of self-degrading, when dealing with people of authority, consider:

 

  • not supplicating yourself because of their perceived status

 

  • establish new relationships on mutual respect based on your value

 

  • Re-establish prior relations on the amount of value you’ve added to it; if need be, discuss how you may have received the low end of past deals.

 

  • highlight the benefit of longterm relations based on mutual respect

 

  • talk about the ‘value-add’ you bring to engagements and how that person’s influence will become enhanced by the outcome you assist in achieving

 

Remember, if you think you can’t challenge people with authority, you’re permitting them to continue their behavior. Thus, if you want them to alter their behavior towards you, you have to initiate that change in them. And the way you do that is by standing up for yourself.

 

Know Your Value

Before a negotiation begins, who determines the value of what the negotiation entails? And, what variables do you consider to determine an item’s value?  Do you ponder the authority someone possesses based on their credentials – the status conveyed by the letters behind their name, their degrees? If you give weight to your assessment, based on those variables, you may be needlessly heightening their credibility. Your perspective becomes worse when seeing yourself, as being incapable of refuting such individuals when negotiating.

When speaking with someone about your services or product, as long as they’re talking, they sense value. If you think, because they’re a lawyer, a doctor, or whatever, that you don’t have power in the engagement, you’re giving away power, which is a form of control. And the more control you relinquish, the higher the probability the other person will control you.

Before entering a negotiation, know the value of what you possess. If need be, be prepared to discuss how you arrived at your value proposition. But only do so, when a client or prospect is committed to addressing your value in good faith. That’s to say, don’t answer questions about how you arrived at it until the other person is committed to genuine engagement.

The point is, negotiations are about control. And the person in control is the one asking questions; that’s because receiving information can be more beneficial than giving it, depending on how you use it. Thus, you must be cautious about the information you provide, when you give it, and the timing of its release. If done too hastily, your response might become perceived as being flippant. If done with deliberation, the other person might view that as you not having much thought about it before he asked the question. Always be mindful of the degree of control you have in a negotiation. And that’s displayed through your mannerisms when asking or answering questions, along with the timing of those questions.

 

Positional Power

During a negotiation, power flows back and forth between negotiators. That means you have more power than your counterpart at certain times. It’s during those times when your influence is most substantial that you should press the other negotiator. Those opportunities may occur due to the positional power you have. And that may stem from your leverage during specific periods.

Therefore, assemble points of leverage to use during the negotiation before the talks begin. To do that, gather information about the party with whom you’ll be negotiating from your associates and his. You should look for points of information that will cause the other party angst or relief, depending on what’s called for in a situation.

An example of causing angst with a lawyer who’d reach out to you to solicit your business might be reminding him of the less-than-stellar reputation he has for not paying his invoices on time. After issuing that reminder, pause. Don’t be the first to speak. Let him experience the angst you just placed upon him. If you observe him becoming somewhat deflated, that’ll signal the momentary control he’s given you. And that will also be a point in which you’ll have authority in the negotiation. That’s the time to suggest an up-front payment for him to engage your services, which could be his beginning stage of relief.

 

Reflection

As you engage anyone with whom you initiate business opportunities, be it attorney clients, doctors, or whomever, never give unfounded authority to their status or station simply because of their perceived status. If you do, you’ll place yourself in a weak negotiation position. Always remember that you possess value when negotiating. Instead of supplicating yourself to someone with perceived authority, highlight the value-add you bring to the environment. That will strengthen your position. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#Authority #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

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Body Language Human Resources Management Negotiations Sales Women In Business

“These Are The Deadly Body Language Signs Of Anxiety” – Negotiation Insight

“Recognizing body language signs indicating anxiety is like taking aspirins before headaches occur.” -Greg Williams, The Master Negotiator & Body Language Expert  (Click to Tweet)

 

“These Are The Deadly Body Language Signs Of Anxiety”

 

“People don’t realize; they’re always negotiating.”

 

When reading body language, you must know the body language signs to observe to understand the meaning those signs convey. Without that insight, you’ll miss the full intent of the message. And that missed opportunity could have been the point to de-escalate a situation that then ignites into something more uncontrollable.

Anytime a situation becomes tense, it heightens the probability that it will escalate into dangerous territory. It’s for that reason alone that you should be aware of sharp tensions. And, while some symptoms are more meaningful than others, depending on the situation, the following are signs that indicate degrees of increased imminent danger, that can become enhanced by anxiety.

 

Clenching Fists 

When an individual begins flexing his hands into clenching fists, he is preparing for some form of battle. That battle may initially be the source of verbal escalation. Then, it may become heightened by the anxiety that’s fed by the rise in tension, which would only serve to increase the probability of it becoming dire. Thus, each time a cycle occurs, it provides the fuel to accelerate the process. If an interrupt doesn’t happen to short-circuit the process, physical violence can become the endpoint. Since this act indicates the closeness of physical danger, it’s a sign that should not go ignored. To do so could be at your peril.

 

Flexing Neck

An often-overlooked body language sign of anxiety is neck flexing. While the effort can be engaged to exercise the reduction of tension in one’s body, if the source of that tension stems from stress, the environment becomes more susceptible to escalating into threatening behavior. And that could enhance the probability that you and others could become the target of someone’s fiendish out-lashes.

When observing someone flexing their neck, recognize that act alone doesn’t indicate pending troubles. Like with body language gestures in general, to accurately assess someone’s intent, the more gestures you observe, the better the information you’ll have to obtain someone’s intentions correctly. With that insight, you’ll become better positioned to take corrective action should danger ensue.

 

Invading Personal Space

There’s a space perspective that people have to others that indicate how safe and comfortable they feel in that space. You’ll note someone’s discomfort if they back up, or use a gesture, such as extending their arm outward, to allow you to see the extended space that they’d like you to keep from them. If, after receiving a signal about the appropriate distance one would like to maintain is violated, further assessment needs to occur immediately about the violater’s intent.

Because when the vicinity of space becomes violated, the act might become perceived as a hostile gesture. And, if the anxiety of other harmful actions accompanies that gesture, a dangerous situation could be born.

Nevertheless, sometimes, people may want to be unusually close to you. In some cultures, it’s customary for people to engage one another in closer proximity than other cultures. If their closeness doesn’t cause you anxiety, let them feel comfortable by obtaining that closeness. But when it prompts uneasiness in you, say something before they have a chance to do something, that something being anything that might bring you further discomfort or harm.

 

Feet Movement/Placement

Of all the gestures that could indicate pending danger, depending on the space between you and someone else, feet placement is the one that you should initially observe. Because a person will use their feet to approach you, and the way they do so, will give you insight into the intent of their actions. Someone moving quickly towards you might be indicating that they’re happy to be in your presence. The reason for that may be what you should question. To make that assessment, you must observe other gestures. As an example, if the person has a scowl on their face and they’re slowly moving towards you, and they begin to smile as they get closer, you might interpret that action as being less threatening than someone clenching their fists as they approach you while not smiling.

Then, once someone is close to you, their feet will indicate their intention. As an example, if a person plans to exit your environment, one foot will point in the direction they plan to exit. If they intend to become more aggressive, they’ll move closer to you, and their feet may momentarily become aligned with yours. If an attack is imminent, before its occurrence, a momentary backward step may occur, followed by a thrust of energy to propel a fist, elbow, or kick. And obviously, you’ll know their intent to harm you at that instance. So, before things get to that point, pay attention to the body language that foretells its arrival.

 

Reflection

When I was a kid in early grade school, I remember playing a game called “what’s missing.” As the kids entered the classroom, the teacher had items placed throughout the room. The kids would take note of those items and their locations. After that, we closed our eyes. Then the teacher rearranged or removed some of the things. Once we could open our eyes, we had to tell the teacher what items were removed or repositioned.

I loved that game. It reminds me so much about reading body language signs. By noting what signs you saw one moment and observing how they’d changed into what they became, you can note when anxiety might be the motivator that caused that change to occur. Thus, by perceiving your environment via someone’s body language signs, you get a glimpse into the coming attractions. That means, by being observant of such actions, you’ll have more time to thwart the efforts that might lead to unwanted activities. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

Categories
Negotiations Sales Women In Business

“How To Never Again Be Derailed By Negotiation Distractions” – Negotiation tip of the Week

“Distractions can be the pleasures of life. They can also be the source of lost control.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

Click here to get the book!

“How To Never Again Be Derailed By Negotiation Distractions”

 

“People don’t realize; they’re always negotiating.”

 

He realized that he was in a tight spot in the negotiation. And he did not like being in that position. He thought, either way, I come out on the short end of the outcome. Then he remembered a negotiation tactic that he’d read about many years ago. The highlight of the article was how to derail a negotiation by using distraction techniques. The purpose of doing so was to escape talks in which you no longer wanted to engage or be committed.

If you’ve been in a negotiation that was to your disadvantage or felt the outcome might not be to your liking, continue. You’ll discover how to use distractions to escape or benefit your position in a negotiation. You’ll also uncover tools of interruption that you can use to prevent other negotiators from using this tactic against you.

 

Why are distractions used in a negotiation?

  • Distractions are used to thwart the initiative of the other negotiator – because the person with the initiative controls the flow of the negotiation for the time he has it. Someone can also regain control of a discussion by using distractions.

 

  • If you need time to consider other options, you can use distractions to facilitate your needs.

 

  • A negotiator uses distractions in an attempt to belabor the other negotiator’s concentration.

 

  • Distractions can be used to limit and confuse the options of the other negotiator.

 

  • They can also be used to psychologically wear down the emotional abilities of a negotiator’s opponent.

 

  • Distractions are also used as a tool to alter a negotiator’s position.

 

  • They can also be used to interrogate the other negotiator (e.g., you knew there was a price drop before, didn’t you?) Meanwhile, the conversation was about terms – the distraction was an attempt to shift topics to alter the thought process of that negotiator.

 

In the planning stage of your negotiation, assess how you might be distracted, and the possible reason that might be behind such efforts. Then, prepare a plan for how you’ll deal with them.

 

How might you be distracted?

A good negotiator may use distractions to draw your attention from a weak point in his offer, and thus cause your position to become more vulnerable. He may also use it to give the appearance that his proposal is better than it appeared. He might do that to give the impression that your options were limited.

There can be a myriad of reasons to distract a negotiator from the current path he’s on, disrupt the plan you have for the negotiation, etc. Note when someone attempts to distract you, the reason they may be doing so, and where they’re trying to take you mentally. Unless you’re able to control the distraction, don’t become distracted.

 

What makes some distractions better than others?

The answer, in short, is the situation. Some situations may be direr than others. Thus, the distraction you choose to implement will determine the outcome of that situation. And that’s what makes some disruptions more potent than others.

To assess the best course of action to adopt, consider your position, the outcome you seek from using a distraction tactic, and how the other negotiator might respond. Once you have that perspective, implement your action, and observe the initial outcome. If you’re successful, note what occurs going forward. A good negotiator may affect a charade to gain further insight into your ploy. If your efforts are not successful, use another strategy to interrupt what’s occurring and see if that one fairs better.

 

How might distractions be used?

Distractions may be employed to position an uncertain opportunity to cast dought on that outcome. As an example, if a negotiator thought the result of the negotiation might cast him in a bad light with others, he may intentionally detract his ability to negotiate effectively. That would be the setup for him to later talk about how the process was unfair. In so doing, he’d get ahead of a potentially adverse event, while providing a reason for it before it occurred. That might also be the justification he needed to reopen the negotiation while aborting the agreement that came from the initial deal.

 

Protecting Yourself From Distractions

The best way to protect yourself from distractions is to understand the intent of the action. If you’re involved in an intense negotiation, and your counterpart suggest you take a break and discuss other matters, his intention may be honorable. But keep in mind that a good negotiator can also use a timeout tactic to change your mood for his purposes. Thus, you must be mindful of the current climate of the negotiation, question how it got to that point, and have an idea about how to alter it. That way, you can use the timeout to your advantage, or not accept the offer and continue plowing ahead.

Once again, distractions can be advantageous to your position. But only if you control what occurs during the disturbance and where it leaves you when it’s over. Also, you can invent a distraction for any reason that suits your purpose. You’ll gain insight per how the other negotiator responds in that situation, which will also give you more insight into the actions he may take to thwart your efforts. That by itself will be invaluable information to use during the negotiation.

 

Reflection

Always know your capabilities in a particular negotiation, know the environment, and know the abilities of the other negotiator. Having that perspective will help you avoid the distractions that might derail your negotiation. With those assessments, you’ll know your strengths, the other negotiator’s weaknesses, and the best time to negotiate. With that knowledge, you will have enhanced your negotiation efforts. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

Categories
Negotiations Sales Women In Business

“How To Avoid Risky Anchoring Mistakes In A Negotiation” – Negotiation Tip of the Week

“To prevent mistakes from slowing your negotiation, place your anchors carefully.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)     Click to get the book!

 

“How To Avoid Risky Anchoring Mistakes In A Negotiation”

 

 

“People don’t realize; they’re always negotiating!”

 

He entered the negotiation and informed the other negotiator that his best offer was $10,000. The other negotiator said, “sorry, the asking price is $75,000 – we’re too far apart to continue unless you’d like to make a reasonable offer.”

With that, both negotiators had anchored the negotiation. And one of them wondered to himself if he’d made a mistake. He questioned whether he’d just placed himself in a position to swim in quicksand. Continue, and you’ll find out why he had that thought.

 

How Anchoring Works

Anchoring is a negotiation maneuver that negotiators use to set the expectations of the other party. That’s its sole purpose – to set guidelines in which aspects of the negotiation will occur. By establishing those standards, negotiators create boundaries in which the negotiators will haggle.

 

What Makes Anchoring Risky

Some negotiators are not aware of what they should offer, how to make counteroffers, or how to position themselves. And since they’re not sure of what they might encounter from the other negotiator, that negotiator doesn’t know which tactics to employ. That uncertainty sets him up to become maneuvered. And anchoring is the factor that determines the degree that he might become maneuvered.

When a negotiator invokes anchoring, he sets a proverbial marker in place. And that marker establishes a boundary. While it can be artificial, for the time it exists, it defines an aspect in which the negotiation will occur. And not until one of the negotiators makes an offer are new boundaries set. But the interaction that goes into reframing those boundaries is what can determine the flow and outcome of the negotiation. Thus, negotiators must always be cautious about the anchoring techniques they use in their attempt to control the interaction and actions of the other negotiator.

In the opening dialogue between our negotiators, one made the initial offer of $10,000. The statement, “we’re too far apart to continue unless you’d like to make a reasonable offer,” rebuked him. Embedded in that response was, your offer is ridiculously out of bounds, get serious. The statement also risked initiating bruised feelings, which can have negative implications for the negotiation going forward.

Suffice it to say. Anchoring occurs naturally as the result of the offers exchanged between negotiators. But the way someone makes an offer determines how well the negotiators will engage one another. Do that incorrectly, and a mistake will occur that will impact the outcome of the negotiation.

 

Anchoring Quicksand

The challenge that makes anchoring dicey is the boundaries it sets and the emotions it can evoke. There are many nonverbal signals conveyed in the offer made to anchor the opposing negotiator. Some messages can create the impression that a negotiator lacks seriousness or one in which he feels the other negotiator views him as being ‘less than’ capable of ‘playing’ in an environment. He might imply that as stating, that he’s not ready for the big leagues – come back when that changes. From there, bruised feelings must be attended, which incorporates an entirely new set of challenges.

The other challenge with anchoring is, if your initial request is too high, you run the risk of not getting an offer. If it’s perceived to be too low, others may question the validity of your offer’s value, or you may leave an opportunity on the table. In both situations, you’ve harmed your negotiation efforts. Thus, before extending an offer, be mindful of the position the offer will place you in as you engage the other negotiator. Because, even if you back away from your initial anchor offer, which is what occurs in most negotiations, you’ll have to do so in a manner that doesn’t place you in an unfavorable position from which to continue your efforts.

 

Anchoring Attempts To Be Mindful Of

  • Concealed – I’m going to be fair with you. Will you do the same for me? An attempt to anchor one negotiator to the perspective of fairness became initiated. Since no one defined ‘fair,’ a concealed message resided in it. While the request can convey sentiments of being open-minded, it can also transmit other thoughts. When a negotiator makes a statement about being fair or any nebulous appeal, question the exact meaning they’re applying to their request. In so doing, you’ll have a greater understanding of what that person is requesting and to what degree you can agree to it.

 

  • Backdoor – This type of anchoring ploy is employed when a deal is close at hand, and one of the negotiators makes a statement such as, “I just remembered, I’m not allowed to exceed the limit of your offer. I need the authorization from my superior to meet your request. And that might take days, weeks, or months.”

An emotional game has occurred in that situation. One negotiator thought the deal was in the process of being consummated and whoosh, it disappeared before his very eyes. That can be the mental shove that causes that negotiator to make concessions to avoid the timeframe it would take to get the deal approved. If you’re the negotiator that’s being maneuvered by this ploy, don’t make an initial concession. Probe by asking questions about how the other negotiator forgot his limit, why you should believe that he’d have authority to conclude an agreed-upon outcome, etc. You need to put that person on the spot to prevent him from using the same tactic again. Plus, you must display through your actions that you will not blindly accept an excuse that may be flimsy or a tactic he’s using.

 

Reflection

Mistakes naturally occur in negotiations due to anchoring misperceptions and their application. To reduce the conflicts that such mistakes can have in your negotiation, consider how you’ll use anchoring and the possible impact it’ll have throughout the talks. Yes, negotiators make mistakes in their negotiations, but anchoring doesn’t have to be one of them. By controlling how you employ anchoring, you’ll enhance your negotiation efforts. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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

 

 

#mistakes #csuitenetwork #thoughtcouncil #Bodylanguage #readingbodylanguage #Negotiation #NegotiationStrategies #NegotiationProcess #NegotiationSkillsTraining #NegotiationExamples #NegotiationTypes #negotiationPsychology #HowToNegotiateBetter #ReadingBodyLanguage #BodyLanguage #Nonverbal #Negotiate #Business #SmallBusiness #Negotiation #Negotiator #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #BodyLanguageExpert #CSuite #TheMasterNegotiator #ControlEmotions #GregWilliams #success #Howtowinmore #self-improvement #howtodealwithdifficultpeople #Self-development #Control #Conversations #Howtocontrolanegotiation #howtobesuccessful #HowToImproveyourself

 

Categories
Negotiations Operations Sales Skills Women In Business

“This Is Why You Should Be Aware Of Anxiety Signs” – Negotiation Insight

 

“Anxiety can be food for motivation. It can also be the liquor of despair.” -Greg Williams, The Master Negotiator & Body Language Expert  (Click to Tweet)

Click to get the book!

 

 

“This Is Why You Should Be Aware Of Anxiety Signs”

 

“People don’t realize; they’re always negotiating.”

 

He yelled at the top of his voice, “I’m not going to take this anymore!” To which the other negotiators that were at the table looked in amazement and said, “gosh, all we said was, good morning.” That’s a little tongue-in-cheek. But I point it out to highlight what can occur when anxiety besets you in your negotiation.

Since you’re always negotiating, anxiety affects the interactions you have with other people. And that’s the reason you should be aware of the signs that indicate the rise of uneasiness in you and others. It can create a mindset that undermines the activities you and they engage in, which can lead to diminished outcomes, leading to a state of depression. And you don’t want that to happen to you, do you?

The following are signs that signal anxiety and what you can do to beat-back its attempts to wreak havoc on your opportunities.

 

Anxiety Challenges

Yes, it’s true. Anxiety can fuel your efforts. But too much tension is like being overly caffeinated. It can be the cause of your lack of proper functioning. You may have heard about performance anxiety. It relates to worrying about whether you’ll be able to perform so much that your performance becomes hampered.

Suffice it to say, when you sense the signs of anxiety, initiate controlling factors to reckon with it. That will allow your early warning system to gear up to determine how you’ll respond to what you’re experiencing. It’ll also put you in a heightened state of preparedness to control the direction you’ll take anxiety in, and not the uncontrolled path that it might take you.

 

Mental Anxiety

  • The psychological, mental manipulation that occurs in the mind of someone experiencing anxiety can lead that person to misperceive the intent of other people. And that can lead to a lack of trust, which can lead that individual into believing he doesn’t fit into some environments. That perception can destroy relationships, which might decrease future opportunities.

 

  • Misperception of reality can be a side effect of mental anxiety. That condition can cause the person afflicted by it to imagine an unrealistic perspective of what’s occurring in his environment.

 

  • Stress and mental anxiety are associates that feed one another. That’s to say, fear, a stimulant of anxiety, feeds nervousness. And that fuel feeds stress. Thus, another benefit of controlling anxiety is the benefit that stems from less pressure, less strain, and less tension.

 

Sleep Problems

How do you feel when you’re sleep-deprived, groggy, irritable, short-tempered, tired? Do you consider how that will affect that day’s activities? Sleep deprivation can be the cause of negative thought processes. It can also enhance the degree of angst you experience, which is another reason you must be vigilant of the signs that announce anxiety’s arrival. Thus, forsaking good sleep habits exposes you to more stress, which leads to more anxiety.

 

Concentration Difficulties

“I can’t focus! And that’s bothering me.” Many people have spoken those words. Those that did were expressing their bouts with concentration. I’m sure you’ve made such comments. Because a lack of focus has most likely happened to you more than once in your life. Slow cognitive abilities, due to a lack of concentration, can be a sign that anxiety is belaboring you. It can also be the driver that takes you deeper into a state of fear, dread, and despair.

When you experience a lack of concentration, examine the signs that led to it. Thoughts to consider are, did it occur due to sleep deprivation, an overload of activities, the feeling you don’t measure up in your environment. You can’t solve a problem if you don’t know the source of it. Thus, identifying its source gives you insight into what to address. That alone should begin to decrease your lack of focus because you’ll have the awareness needed to correct the situation.

 

Excessive Worrying

He told his 45-year-old daughter that she should address a different course of action to remain safe. She rebuffed him by stating that she’d exercise caution. But that didn’t decrease the dread he felt for her safety. She attempted to reassure him again with her statement. But it only added to his anxiety because he could not stop the strangling thoughts that stifled his mind. One thing led to another, and father and daughter agreed to decrease the conversations they had with each other. The thought being, if the father didn’t know about his daughter’s activities, he wouldn’t worry about her because he’d be unaware of what she was doing.

Do you find yourself obsessing over aspects of your life, due to events that you can’t control? When do you feel besieged by problems? Do you note when it occurs, versus when it doesn’t? It’s essential to make and be aware of that assessment. Because, as already stated, by identifying when any form of negativity occurs, you have a better chance to address it before it becomes more uncontrollable. Be kind to your mind. Note the signs that indicate excessive worrying. Release the unnecessary pressures that build on you. To lead a more fulfilled life, remove the mental weights that weigh you down.

 

Reflection

When addressing signs of anxiety, first, recognize those signs exist. Then, you can begin to address them. And, to alter your perspective of something you see as overwhelming, consider looking at its less significant parts versus its whole.

Addressing smaller segments of a challenge allows you to see yourself making progress. That should motivate you to tackle the next aspect of it. The implementation of this tactic will lower your anxiety, which should allow you to drive forward faster with a less cluttered mind. 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 like to know. Reach me at Greg@TheMasterNegotiator.com

 

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