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Best Practices Growth Skills

Use Quotations to Enliven Your Writing

Sprinkling quotations into your writing is a very effective way to improve it. Doing this serves a number of functions.

  1. Quotations summarize a point you’re making in your work.
  2. They also emphasize this point.
  3. A quotation by someone both famous and respected gives confirmation to your ideas.
  4. They serve to break up large blocks of text.

Choosing Quotations

I’ve found that the most effective way to find quotes is to search for a topic. For example, if I want a quote from a successful woman entrepreneur, I use that term and put “quotations” in front of it. A number of sites come up, and I scroll through them.

I need to know what I’m looking for before I start reading them. I pick out several that come the closest to my goal for a suitable quote and compare them.

Several factors influence my decision.

How long is the quote? A one-sentence quote is ideal, two sentences if it really makes the point. If it’s any longer, it begins to diverge into something that looks more like text.

Is it accurate?  Random House copyeditor Benjamin Dreyer points out in the hilarious Dreyer’s English the need to verify quotes are accurate. He cites three sources for verifying or debunking quotes:

  • Wikiquote.com
  • Books.google.com
  • quoteinvestigator.com

Who said it? I tend not to use quotations by “Anonymous.” They may sound great, but they lack the additional clout of name familiarity.

I usually don’t use quotes by anyone I’ve never heard of. They have the same lack-of-clout problem. However, bearing in mind that I’m not swimming in the mainstream of popular culture, if the quote really has an impact, I may look the person up. If he or she is well-known, I’ll use it.

Sometimes the person’s name isn’t well-known, but her company is. For example, Debbi Fields is the founder of the Mrs. Fields company. If I saw a powerful quote by her, I would use it and name her company.

If I’ve heard of the author of the quote but think others may not have, I will, as in the case of Debbi Fields, add, “author,” “playwright,” or some other identification.

A different problem can arise if someone who is always quoted made the quote. Yes, Oprah, Bill Gates, and Elon Musk do have a lot to say, but I’d be cautious about quoting them. People might say, “Oh, another Oprah quote” and skip past it.

My rule of thumb here is: The more I see one name in my scanning of quotations, the less likely I am to use it.

I would also avoid using quotations by people who may have a polarizing effect, i.e., those who are on extreme ends of the political/social spectrum. This would depend on what I was writing.

Build a Quotations Collection

The other way you can work with quotations is to collect them so that you have many handy to put into your articles and books. File them in categories so that you can find them easily.

Sometimes you’ll get an unexpected bonus. A quotation may spark in you an idea for an article. You can deliberately activate this effect by going through your collection when you’ve run out of fresh ideas.

I close with this quotation:

A quotation in a speech, article or book is like a rifle in the hands of an infantryman. It speaks with authority.—Brendan Behan, Irish playwright

Pat Iyer is an editor and ghostwriter who helps authors shine. Contact her for a free consultation at patiyer.com.

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

How to Make Your Words Colorful to Inspire People

 

“To inspire people, touch their emotions. To touch their emotions, use colorful words that paint pictures in their mind’s eye.” -Greg Williams, The Master Negotiator & Body Language Expert

To inspire people, you must touch their emotions. To touch their emotions, use colorful words that paint pictures in the mind of those you seek to inspire.

Since words communicate feelings, they move people to action. To become better at inspiring people and moving them to action, take note of the following insights.

Colorful Words:

Some words are more vibrant than others. And the way you form them makes you appear more powerful. As an example, if I said, ‘we can achieve our goal’. Depending on the modulation of my voice, some people will become inspired and moved to action. But, if I said, ‘if we stand strong, united as a single force, we can overcome anything – we can achieve our goal!”, with the same modulation as the first example, more people will become inspired.

Here’s another example. “Through a forceful fight, devoid of fright, we can forge our way to victory!” Out of the three examples, you’re probably moved more by this one. I’m sure you can sense the sensational difference too. The last two examples where more moving, more inspiring, more colorful. They had more rhythm, too.

Rhythm:

The rhythm in which you deliver your words also impacts their perception. You may have observed the rhythm in the second example. The words stand, strong, united as a single force. They set the tone and rhythm for, ‘we can overcome anything – we can achieve our goal!’ Where rhythm is concerned, the more your words end on a beat, the better they sound to someone’s ears. Then there’s alliteration.

Alliteration:

Alliterations can also be impactful and lead one to become inspired. They can move a listener to action due to the rhythm and pictures they create. Forceful, fight, and fright, were the words used to alliterate and paint a picture in the third example. Those words were the backbone upon which life was given to, “Through a forceful fight, devoid of fright, we can forge our way to victory.” I’m sure that example conjured up more imagery in your mind’s eye. I bet it was more inspiring, too.

When it comes to inspiring people, the more colorful words you use, along with rhythm and alliteration, the greater the image you’ll paint upon the perception of their mind. That will also be the source by which you’re able to inspire them.

By taking note of what’s mentioned above and employing it during your efforts to inspire others, you’ll increase your degree of influence, be perceived as more of a leader, and become more admired. You will have reached a higher summit in your life … and everything will be right with the world.

What does this have to do with negotiations?

In a negotiation, words are the means through which you communicate your position. To be more impactful, you need to be aware of how to use those words to move the other negotiator to your perspective. By utilizing the examples mentioned, you’ll be well on your way to accomplishing that mission. Thus, if you want to win more of your negotiations, don’t take those insights lightly. If you do, you do so at your peril.

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/

#words #inspire #InspirePeople #Best #Thoughts #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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

What Moves You the Most Fear: Reward or Pain?

“The difference between fear, reward, or pain, is the emotional state that either creates in you.” -Greg Williams, The Master Negotiator & Body Language Expert

Do you know what moves you to action the quickest? I know it depends on the circumstance you’re in. But sometimes, we’re moved more by fear than reward or pain.

You should always be aware of what moves you to action in any situation. Doing so allows you to be more aligned with your decision-making process. And that allows you to understand why you choose to engage in certain actions.

The following are thoughts to consider when assessing how to decide about an action you’ll take. Being aware of those observations will also help you identify the source of motivation that’s controlling your thoughts.

Fear: Most people are motivated more by the fear of loss versus the reward of gain. You can test yourself by examining something that’s of value to you. Assess to what degree you’d feel pain if you no longer had it. Now compare that to other items (i.e. people, things) that you value. Now how do you feel? Through that quick simulation, you’ve prioritized what is of value to you. And, you’ve assessed the emotional state you’d be in if you no longer had it. You can make the same calculations when weighing the benefits of possibly acquiring something new versus not doing so because of where that process might lead. Also remember, something new carries intrinsic risks – it’s unknown – it has no history and thus no track record. It might look good in the beginning and be fraught with hidden dangers to come.

Reward: This can be a great motivator. But you should also note why you’re driven by a reward. If the driving force is to escape what you’re moving from, you should consider that fear might be the predominant source that’s motivating you. That’s important because you don’t want to think you’re driven by reward when the source is fear. The two motivators are directed by different mindsets within you.

The true motivation of reward might appear as you being happy and seeking more to enhance that feeling. As a result, you’re willing to take a risk to obtain what you seek. Always question when seeking a reward what the hidden risk is. Question to what degree it’s the loss of something that you’re familiar with. Thus, make your calculations appropriately to determine if you’re propelled by moving towards or away from something.

Pain: Pain can be a feisty motivator. On the one hand, most people attempt to avoid pain. Then, there are those that embrace it as a source to grow from. Either psyche may be the motivator that moves you to action.

Like the association that fear and reward have to one another, the avoidance of pain can be the conductor that divides one direction from another. That’s to say, if you’re predominately attempting to avoid pain, you may forgo the risk of reward. If you’re immune to pain, you may be more daring. Again, there’s a thin mental line that separates the mindset that’ll move you in one direction versus another. Know what that mindset is.

Always attempt to understand the sources that motivate you. They’re the lifeblood of your being. Thus, the more you know the process that controls its flow, the better you’ll be able to direct it … and everything will be right with the world.

What does this have to do with negotiations?

In a negotiation, you’ll be motivated to take action based on fear, reward, or pain. If you’re aware of the driving force that motivates you to action, you should be better positioned to control those actions. By being in greater control of yourself, you’ll be in greater control of the negotiation and the other negotiator. That means that he won’t be able to easily ‘push your buttons’ … 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/

#Fear #Reward #Pain #Negative #Stop #Thoughts #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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Best Practices Culture Entrepreneurship Industries Management Skills Technology

Solve Problems and Innovate as an Anticipatory Leader™

Anticipatory Leaders™ understand that we are at a unique point in human history, filled with waves of disruption and opportunity. We are doing things today that were impossible just a few years ago. If you look at the Hard Trends that are shaping the future, you can easily see that we will be doing things two years from now that are impossible today. That means the old rule, The Big Eat the Small, is being replaced by a new rule, The Fast Eat the Slow. They know this new reality is driven by the exponentially increasing rate of technology-driven change. Many wonder why so many established organizations of all sizes are moving so slow. The answer is simple: they think they are moving fast. But in this new era, they’re actually moving slower than they realize.

Young professionals are aware their organization’s pace is too slow as their mindset is less historical. They have looked around and seen others outside of their industry moving much faster. The best and the brightest of the younger employees often see the older leaders in their organization as almost fearful of making a bold move.

Anticipatory Leaders leverage the complementary strengths and weaknesses of all generations to enable the organization to move forward faster. They combine the wisdom and experience of the older employees with the out-of-the-box thinking and awareness of new technology that the younger employees have to accelerate innovation and growth. They use the confidence that comes from the certainty of Hard Trends to jump ahead quickly with low risk. They know that not moving faster and bolder is the bigger risk and that if they don’t take advantage of new technological capabilities, someone else will!

Here is a big insight that Anticipatory Leaders know: trying to keep up in today’s world will only keep you behind. The reality is that the company you are trying to keep up with is not standing still. It is most likely ahead because it is anticipatory and moving far faster, keeping a good distance ahead of you. It embraces the fact that in a world of exponential change, the advantage comes from jumping ahead of the change curve with the confidence that comes from high levels of certainty, and not relying on reacting quickly after the disruption or problem happens.

When we think of innovation today, we tend to think of the big innovations that disrupt industries or create a new product or service line. This type of innovation doesn’t happen very often in traditional organizations and often has long time frames from ideation to implementation. In addition, only a small percentage of all employees will be involved in the process. Anticipatory Leaders go beyond reactive innovation, even fast, reactive, agile innovation, and empower employees with two new types of anticipatory innovation: Everyday Innovation and Transformational Innovation.

Everyday Innovation empowers all employees to implement inventive solutions to everyday problems by providing easy-to-use methods for rapid problem-solving. This includes applying Problem Skipping and the Law of Opposites, as well as keeping their opportunity antenna up to look for potential problems to pre-solve before they happen. It’s amazing how innovative people can be when they know a few basic principles and are empowered to take positive action immediately.

Transformational Innovation involves identifying the Hard Trends that are shaping the future and using them to become a positive disruptor, jumping ahead with the low risk that comes from certainty and the knowledge that if you don’t do it, someone else will.

If you would like to go beyond agility and become an Anticipatory Leader, pick up a copy of my latest bestseller, The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage, and consider our online Anticipatory Leader System.

 

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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/

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

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Best Practices Growth Human Resources Management Negotiations Skills Women In Business

What is the Best Line to be In?

“There’s a thin line that separates the aspects of your life. To control those aspects, take note of when the line is fraying.” -Greg Williams, The Master Negotiator & Body Language Expert

Have you considered that you stand in many lines throughout your life? Some lines are long – some are short. But do you know what makes either the best line to be in – and why you should consider it? The answer is, lines lead to wherever you’re going in the next phase of your life. They also dictate how you feel as you enter that journey.

You’ll be boarding the plane shortly. The pathway to the entrance of the plane is separated by a thin hard-plastic strip. A sign on one side of the strip indicates that it’s for priority and first-class passengers. The other side says, economy. The boarding path is about 4-feet wide. That means the only thing that separates the boarding process between first-class and economy is that little hard-plastic strip. And it’s less than an eighth of an inch in width. Oh yeah, on the first-class boarding side, there’s a carpet with a sheen on it. Do you have a sense of priority about yourself, a sense that makes you feel first-class?

Change in Mindset:

Let’s change the scenario slightly. You’re still boarding through the first-class side. But you have 5 of your closest friends with you. Somehow, when you booked your flight, you were the only one that secured a first-class ticket. Thus, your friends are sitting in coach. How do you feel in comparison to them and how does that affect the relationships you have with your friends? Whatever it is, that line had an impact on it. It may be slight, but nevertheless, there was an impact.

In reality, the best lines you stand in throughout your life are the ones that protect your emotions while casting the status you wish to project. Those are the two factors that you can use to assess which is the best line to be in.

Here’s the point. Many times, I’m sure you obsess about being in a line that moves too slowly, or one that gives you a lower sense of status. But when all is said and done, the best line to be in is the one that makes you feel your best. And you’re the one that controls that feeling. So, if you know where you’re headed and you make the proper preparations to get there, the right line will avail itself to you. And even if it doesn’t do so at the time that you think is right, believe enough in yourself right then to know that the right moment will soon be right at hand … and everything will be right with the world.

What does this have to do with negotiations?

Depending on the strategy that you plan to implement during the negotiation, it may behoove you to be viewed as being aligned or misaligned with the other negotiator. That means, you must be aware of when and where you draw a ‘line in the sand’ – give the other negotiator a deadline – or make an offer that pushes him over the line. In every situation, you’re forcing him into a line of decision making. If that position doesn’t serve you, don’t jeopardize the negotiation by pursuing it. Check your line of thought and reasoning.

You should always plan your negotiation with clarity and a sense of direction in mind. The way you implement that process will determine the degree of success you’ll experience. And that hinges on the lines of thought that you invoke in the mind of the other negotiator.

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/

#Line #Best #Thoughts #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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

How to Use Micro-Expressions to Negotiate Better

“The mind conceals hidden thoughts. Micro-expressions expose them.” -Greg Williams, The Master Negotiator & Body Language Expert

Are you aware that you can see the thoughts of other people? It’s not a magic trick. It’s accomplished by observing micro-expressions. Microexpressions are displays of emotion. They last for less than a second. They occur before the brain has a chance to alter the displayed emotion. Thus, the display is a genuine reaction to the stimulus that caused the emotion to be displayed.

There are seven microexpressions that are generic to everyone on the planet. That means if a stimulus occurred to someone in Europe or Asia, or anywhere in the world, the reaction would be the same.

This article identifies the seven microexpressions and how their recognition can be used in a negotiation.

Fear – Why do we become frightened? In part, it’s a way we protect ourselves. But fear can be debilitating too. In a negotiation, accurately detecting fear will give you an advantage. To obtain that advantage, you must know what the other negotiator is fearful of.

When detecting genuine fear, look for raised eyebrows, widened eyes, and parted lips with the bottom lip protruding downward.

Anger – People become upset in degrees. When it reaches a point of nontolerance, that’s when it becomes anger.

When negotiating, always be mindful of the other negotiator’s temperament, as well as your own. In both cases, when one loses one’s cool, that person can become irrational. Manipulation can easily occur at that time. Thus, they’re opportunities contained in such a mindset if you know how to advantage your position.

There are two main differences between the displayed microexpressions of fear and anger. With fear, eyebrows are raised and they’re lowered when displaying anger. In addition, with anger, one’s nostrils will flare like what a bull might exhibit prior to charging.

Disgust – In a negotiation, this is a temperament that we see when someone is not in agreement with our statement, offer or counteroffer. The other negotiator may say yes to the offer. But if he has his upper lip lifted and his nose turned up in a wrinkle while doing so, he just displayed the microexpression denoting disgust. It’s important to note the distinction between his words and actions because his statement of agreement is not as firm as his body language is indicating.

Surprise – Expressions of surprise can be good or bad (e.g. That’s better than I thought, or there’s no way I’d go for that.) You can recognize surprise by raised eyebrows, wide eyes, and a mouth that’s agape. Fear and surprise have these characteristics in common.

When negotiating, note if the expression of surprise stems from happy or sad expectations. If the other negotiator is too happy about an offer you’ve extended, you might consider reducing it.

Contempt – This gesture is conveyed by a sneer with one corner of the mouth turned upward. The meaning is, “I’m not enamored with this – I might think it’s insulting.’

Take note when you observe this gesture because it can lead to disgust and then anger.

Sadness – When sadness is displayed it’s done through drooping eyelids, lips turned down, and a change in the voice’s inflection and tonality.

If a negotiator displays sadness, it may stem from him realizing that you have the upper hand and there’s no negotiation wiggle room. If that’s a reality, don’t beat him up. You don’t want to turn that into anger, which might lead to unimagined responses.

Happiness – You’ll see this in the form of wide-eyes, a smile, raised cheeks, and a degree of exhibited gaiety.

When perceiving happiness, take note on what caused it but don’t let your guard down. If it’s genuine, you’ll sense an easy flow in the negotiation. If contrived, it may be an attempt to lull you into a false sense of security.

Negotiators look for advantages in every negotiation. Being able to accurately detect microexpressions can be the advantage you need. So, if you want greater advantages during your negotiations, look for the advantages that microexpressions offer. You’ll be a greater negotiator with greater outcomes … 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.co 

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

# microexpressions #Power #Powerful #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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

Do You Know How to Stop Your Negative Thoughts?

“Either you control your negative thoughts, or your negative thoughts will control you.” -Greg Williams, The Master Negotiator & Body Language Expert

He worried about the worst-case scenario and his stomach became queasy due to his negative thoughts. He thought, “I’m through if this doesn’t work.”

I’m willing to bet that you’ve had such occurrences in your life – I know I’ve had them. Have you thought what causes us to focus on negative thoughts?  Do you know how to stop your negative thoughts from pummeling your mind?

What causes people to have negative thoughts?

Negative thoughts stem from our brain attempting to protect us. Thus, if it senses something that caused us angst in the past, we become guarded. We may do that even if our latest perceived threat is only loosely associated with a past occurrence. If we become obsessive, our thought may become negative.

To thwart the thoughts of past negativity, consider the fact that you survived whatever trauma came from it. More than likely you learned something new, something about yourself, and a new way to cope with negativity. I’m not suggesting that you haphazardly discount negative thoughts, I’m suggesting that you not allow them to debilitate you.

You can prevent negative thoughts from overwhelming you by:

1. Focusing on something more positive.

2. Getting drunk! You’re probably shocked I said that. I’m just joking. But that’s an example of how you can alter your thoughts. You can shock your mind, which will take it off the negative thought. While this may be temporary, you can do this over a longer period. Just keep thinking of more shocking thoughts.

3. Preparing for a worst-case scenario, know that you’re prepared if it occurs, and ridding your mind of the negativity associated with that thought.

4. Focus on what’s positive in your life. While doing so, negativity will take a back seat.

5. Use negative thoughts as a source of motivation. If something is nagging at you, realize that it’s doing so for a reason. Something is probably lurking in the subconsciousness of your mind. Elevate it to your state of consciousness. Then, you can deal with it. Once done, banish it to an island of loneliness.

Negative thoughts are the killer of wellbeing and advancement in life. Once you learn to deal with your negative demons, you will have slain a hidden source that prevents you from moving to higher points in your life … and everything will be right with the world.

What does this have to do with negotiations?

If you’re focusing on negativity during a negotiation, you’ll be more likely to play defense. You’ll be less likely to go on the offense and take advantage of momentary openings. The latter will be due to your hesitation to act at that moment. More than likely, you’ll get stuck in an analytical mode. Before you realize it, the opportunity will have passed.

When you find you’re focusing too much on negativity during a negotiation, take a break and clear your head. Assess the cause and source of your thoughts. Create a strategy to deal with negative occurrences. Above all, never negotiate while in a negative frame of mind. Stop your negative thoughts.

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/

#Negative #Stop #Thoughts #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions

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An Anticipatory Leader™ Turns Disruption and Change into Opportunity and Advantage

An Anticipatory Leader™ understands that technology-driven change is accelerating at an exponential rate. They have learned from a large list of high-profile Fortune 100 companies that were great at both agility and execution but experienced dramatic downturns. Reacting to problems and digital disruptions, no matter how agile you and your organization are, is no longer good enough.

Anticipatory Leaders know that a high percentage of future disruptions, problems, and game-changing opportunities are predictable and represent unprecedented ways to accelerate growth and gain advantage. They understand that there is no shortage of trends or good ideas, and they ask which trends will happen and which ideas are the best to invest their time and resources in. They have overcome these challenges by becoming anticipatory. This happens by using the methodology of separating the Hard Trends that will happen because they are based on future facts from the Soft Trends that might happen because they are based on assumptions about the future. Then they apply these Hard Trend certainties to their innovation and decision-making processes, allowing them to accelerate innovation and jump ahead with low risk.

Anticipatory Leaders know that it’s better to solve predictable problems before they happen, and that predictable future problems often represent the biggest opportunities. They know that being anticipatory means creating strategic plans that are dynamic and then elevating their strategic plans to keep them relevant and stop them from becoming obsolete before they are implemented.

They have discovered the power of using the certainty of Hard Trends to give the people that report to them the confidence to make bold moves. They know that if what they are saying is seen as opinion, listeners will want another opinion, but if they speak in future facts that are undeniable future truths, there will be far less debate and much more forward progress.

They fully understand that we are at the base of a mountain of increasing disruption that does not happen just once. It comes in waves, giving every organization and professional only two options: to become the disruptor or the disrupted.

By using the Anticipatory Model and methodology to identify the disruptive Hard Trends that are approaching, they now have the opportunity to make a strategic choice to be the disruptor. They know there is no longer a middle ground.

Anticipatory Leaders know that disruption is often seen as something negative, because it happens to organizations and individuals, forcing them to react by changing quickly or face increasingly negative consequences. Disruptors, on the other hand, are creating change from the inside out, giving them far more control of their future. Disruptors are often using technology to eliminate problems or to reduce the friction that creates a less than desirable experience. I refer to them as “positive disruptors” because they tend to use technology to improve a process, product or service. They enhance the customer experience, and in most cases they transform it!

Anticipatory Leaders know the advantage  a shared Futureview® has when it is based on the Hard Trends that are shaping the future – a windshield view versus a rearview mirror view. The Futureview principle states “How you view the future shapes your actions today, and your actions today will shape your future. Your Futureview will determine the future you. ”Change your Futureview, and you will change your future.

For example, it’s clear that Sears, which is closing over a hundred physical stores, has a different Futureview than Amazon, which is opening over three thousand brick-and-mortar retail stores and over a hundred physical bookstores. These two companies’ Futureviews will shape their future.

Anticipatory Leaders elevate their organization’s shared Futureview, based on the Hard Trends and transformational changes that are shaping the future. They know that their Futureview will change, and in many cases they transform the future of the organization for the individuals involved for the better.

Become an Anticipatory Leader™

If you would like to go beyond agility and become an Anticipatory Leader, pick up a copy of my latest bestseller, The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage, and consider our Anticipatory Leader System today.