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The Lack of Leverage Can Destroy Negotiator’s Abilities

“Leverage occurs in every negotiation, even when it’s not invoked.” -Greg Williams, The Master Negotiator & Body Language Expert

“We need to destroy their lead negotiator’s leverage to weaken his abilities to negotiate effectively.” Those were the words uttered during the planning stage of a pending negotiation.

When planning your negotiation, do you consider how the lack of leverage can destroy a negotiator’s abilities? Leverage adds weight to a negotiator’s efforts. It can be the difference between a mediocre outcome and one that’s substantially better.

Leverage Constriction:

The use of leverage can constrict the implementation of a negotiator’s plans. Therefore, be watchful of when its usage might be employed against you and how/when you’ll employ it. Since its implementation will alter the flow of the negotiation, you should calculate the timing of its usage to maximize the benefits derived from it. Be aware that all forms of leverage do not bear the same weight. Thus, always examine the different forms of leverage you’ll use, and determine which ones will be most impactful when assembling them.

Timing of Leverage Implementation:

There are several occasions in a negotiation when you should consider using leverage.

1. Ponder using it when you don’t wish to discuss points that will drastically alter your negotiation plan.

2. Use it on defense to inject a point as a challenge to the opposing negotiator from implementing his.

3. Consider how you can inject leverage as a surprise to observe the other negotiator’s reaction. That reaction may uncover hidden elements that you should discuss that your negotiation counterpart would rather keep undisclosed.

Combating Leverage Usage:

Park it – When thinking about leverage attempts used against you, consider whether you should address the premise that’s raised. In some cases, it may behoove you to say, “let’s put that aside for now.” If your request is successful, it will negate the need for discussion about the premise of the leverage attempt. Thus, it’s a way to deflate its charges.

When the other negotiator attempts to wiggle free of your leverage usage, you can use your first effort to pin him to a position. As an example, if you ask if he’d like to accept offer one or two, knowing both are bad, and he said no to either, then you could make another offer that was better or worse than the first one; your offer per better or worse would be dependent on what you were attempting to achieve by your offers. He could reject your third offer but then you could feign exasperation and state that you’re really attempting to be amenable; the implication being, his position is untenable.

Refute It:

I attempt to be transparent when negotiating. That means, while I attempt not to mislead, I don’t disclose every aspect of my negotiation position.

During your negotiations, realize that some negotiators will be as transparent as seeing through a stain-free glass. That will be the exception, not the rule. In some situations, your opponent will outright lie. Be prepared to refute his lies with bona fide rebuts that are greater than his. Using that form of leverage will heighten your position and diminish his if he’s willing to accept your pronouncements. That will cause him to think twice about pursuing that line of deceit moving forward.

In your future negotiations, consider how you’ll use leverage to enhance your efforts. The better you become at identifying when, how, and at what points you’ll employ its usage, the better your negotiation outcomes will be … 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/

#leverage #Destroy #Abilities #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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

How to Prevent Negotiator Anger Backlash that Kills Deals

“There are lots of ways to kill deals. Don’t let anger be one of them.” -Greg Williams, The Master Negotiator & Body Language Expert

“That offer angered me. They killed the deal by displaying that they had no respect for me. So, I shoved my chair to the wall, slammed my papers into my case, and walked away!” Does any of that invoke memories or stories of a negotiator’s actions that you’ve seen or heard?

Some form of anger is usually the tempest behind a negotiation’s demise. To prevent a negotiator’s anger and backlash that can kill your deal, always be mindful of your point of anger and that of the other negotiator.

Temper:

Losing your cool in a negotiation can make you run hot. That wasn’t meant to be funny. Too many times, negotiators forget to control their temper. When they do, they become irrational, engage in non-progressing actions, and infuse a degree of angst in themselves and the negotiation.

When you feel yourself getting upset during a negotiation, identify the cause. If your anger continues to rise, abate it by departing the environment and thoughts that are giving it life. Also remember that there’s another entity in the negotiation that you’re negotiating against. It’s your negotiation opponent. You should be mindful of your temperament as well as that of the other negotiator during the negotiation.

If the opposing negotiator becomes irate, assess the validity of his mood based on what triggered it; he may be using anger as a ruse. If his anger is genuine, alter the mood in the environment by changing elements in it; that may mean departing the environment that you’re in. Don’t attempt to negotiate in such climates. You may acquiesce when such is to your detriment.

Observe Body Language Signals:

Body language signals can be an omen of anger that’s lurking slightly beneath a negotiator’s mental surface. Such signals expose themselves by the removing of one’s glasses and tossing them aside (i.e. I don’t believe what I’m seeing), pinching the bridge of the nose (i.e. it’s getting stuffy in here; I need fresh air), rubbing palms while frowning or pouting (i.e. I’m warming up in anticipation for battle). During such occasions, whether it’s your actions or that of the other negotiator, note body language gestures that may foreshadow anger. Some will not be as obvious as others (e.g. pounding the table with a fist(s), waving the back of the hand with power coupled with words of dread, sounding exasperated).

Deal Conclusion:

The way a negotiation concludes can be the opening of a deal-killer. If anger has permeated the interactions between the negotiators prior to a deal, there may be a lingering angst promoted by that residue. To enhance the probability that the deal will become consummated, address that residue. Be sure it’s completely abated before departing the negotiation table.

Deal-breakers are always seeking life to kill a deal. By being more vigilant to what gives life to anger, you can prevent its backlash from invading your negotiations. You’ll no longer fall prey to the profound and insidiousness that anger uses to rip at the negotiation process. You’ll be in control of yourself, the other negotiator, and the negotiation … and everything will be right with the world.

Remember, you’re always negotiating!

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

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

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Anchoring – How to Better Improve Your Negotiation Efforts

“In negotiations, anchoring can tie you down, but it doesn’t have to weigh you down. Used right, it can be the brisk breeze that sails you to greater negotiation ports.” -Greg Williams, The Master Negotiator & Body Language Expert

Anchoring occurs in every negotiation in one form or another. To enhance your negotiation position, be aware of when it occurs, the intent of it, the mindset you adopt when observing it, and what response you or your negotiation counterpart will have to it. Those ingredients will drastically affect the flow and outcome of the negotiation. Consider the following.

Anchoring Intent:

Know the intent of anchoring. It should align with your negotiation plans. In some situations, it may be prudent to let the other negotiator anchor his position first. The justification would be based on him displaying more of his position than you displaying yours. Regardless of the option you choose, remember the person that anchors first sets a mile-marker that establishes a boundary in the negotiation.

Anchoring Tonality:

When considering how to implant your anchor, consider the tonality you’ll employ to assist your efforts. As an example, if you state your position with a timid sounding voice, you run the risk of sounding unsure and weak. On the other hand, if you convey your intent with a rich and deep voice, you’ll project the perception of authority. You’ll be more believable, influential, and convincing; a deep voice is commanding; It projects authority. In either case, be mindful of the perception your tone of voice has on your pronouncements.

Anticipate Response:

Unlike other tools in a negotiation, you should use anchoring judiciously. It will become the cornerstone upon which an easy or tough negotiation ensues.

Before choosing when and how you’ll anchor your position, consider what the response might be to it. When planning, assemble actions that will buttress up and progress your position while keeping the negotiation away from quagmires.

You should always anticipate your counterpart’s next move. When anchoring, anticipate several future moves that he might make.  Since anchoring establishes the foundation from which you’ll move forward, be more diligent in your timing, thought process, and implementation.

Mental Mindset:

Be aware of your mental state of mind when attempting to use anchoring as a viable tool in negotiations. If you’re mentally weak about making your offer, per how you’ll anchor it, assess why you have that mindset; more than likely, it won’t serve the goals you’re attempting to achieve. If you can’t muster the mental fortitude to deliver your offer in a manner that supports your efforts, it may be better not to anchor it at all. You don’t want to worsen your chance of acquiring a better deal.

Counter Anchoring:

If you’re aware of what your negotiation counterpart is attempting to achieve by anchoring you to his position, and you don’t like the position it places you in, counter to the extreme opposite. The subliminal message you’ll send is, there’s a wide gap to overcome. It will also serve to message that both of you will have to make a significant movement to advance the negotiation. You can signal that you’re willing to attempt that broach if he is, too.

The potential pitfall of responding to the extreme is to risk an impasse due to such a wide gap in anchors. Thus, you should be thoughtful about how you refute an anchor that’s established and whether you’ll set it first.

Anchoring is the persister that sets the boundaries that follow. It also foreshadows the strategies that will persist after its establishment. Used adroitly, it can be the first volley of an enhanced negotiation. Thus, if you use anchoring skillfully, you’ll be on a path to heightened negotiation 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.com

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

#Anchoring #Improvenegotiation #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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

How to Make ‘You’ a Better Negotiator

 “Small increments add up. Observe the small increments that make you a better negotiator.” -Greg Williams, The Master Negotiator & Body Language Expert

Did the word, ‘you’, draw your attention to this article? If you don’t think it did, think again. If not at your conscious level, subliminally, it did affect you. Knowing when to use ‘you’ in a negotiation can make you a better negotiator.

The Story:

“I’m canceling my monthly subscription”, stated an irate customer. “Why”, asked the service manager. “Because I didn’t like the way you resolved my issue”, replied the customer. With that, the service manager crossed his arms and retorted in a defensive tone, “what did you expect me to do? I told you we don’t settle that type of claim!”

‘You’ can be an insidious or gravely dangerous word if not used correctly in a negotiation. ‘You’ is very directive. It’s not me, or someone else, it’s directed at a single individual, you. When negotiating, be cautious about when and how you use that word.

The following are ways to use ‘you’ to enhance your negotiation efforts, while making you a better negotiator.

Using ‘You’ Strategically:

  • Consider the other negotiator’s demeanor. The opposing negotiator’s mood will affect his perception. In some cases, depending on his mood, the word ‘you’ can be perceived as being accusatory.
  • Inflection impacts the perception of ‘you’ (e.g. you need help? you need help!) – In either example, the question or statement could be perceived as being heartfelt or sarcastic depending on the inflection of how it’s posed.
  • Since ‘you’ grabs the attention of a person, use it to command attention (e.g. I need you to consider this, now.)

Using ‘You’ Haphazardly:

  • Some negotiations can become very heated. During such times, be aware that ‘you’ can ramp temperatures higher (e.g. you do it too!)
  • Not being strategic when using ‘you’ can dilute its value (e.g. do you mean that? You don’t mean that!) When ‘you’ is the first word in your statement or question it becomes more poignant.
  • Don’t overuse ‘you’. To make it more impactful, use it to stress and/or highlight a point (e.g. that is good versus, you are good.)

Body Language:

To assess the effect of ‘you’ during the negotiation, observe hand, head, and eye movements. Immediately after stating, ‘you’, observe your negotiation counterpart’s body language.

  • Hand – palms extended facing you, he’s defending himself against your proposal/accusation (i.e. whoa, not so fast.) – palms up and shoulder shrug (i.e. what do you want me to do?) – palms down, after having been up (i.e. rejection) – fist (i.e. anger)
  • Head – moving away (i.e. putting distance between you and your assertion) – moving toward (i.e. willing to embrace or confront (definitive action noted by demeanor)) – head tilted (i.e. in thought mode)
  • Eyes – narrowing (i.e. focused, attentive to what’s being conveyed and how it’s being stated) – wide (i.e. excitement, can be good or bad – assess meaning based on demeanor)

When seeking to enhance a negotiation, or threading the needle of doubt, consider how you can employ the usage of ‘you’. When used appropriately, you’ll expand your negotiation position exponentially. You will experience greater negotiation 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.com

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

#Opportunity #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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Best Practices Entrepreneurship Management Marketing Negotiations Sales Women In Business

Game Theory Finite and Infinite – How to Be a Better Negotiator

“The perceptional difference between finite and infinite can belie your thinking. Always be aware of the one that’s serving you and the one that’s not.” -Greg Williams, The Master Negotiator & Body Language Expert

When we play games, we engage in the wonderment of possibilities. When seeking to negotiate better via game theory, the perspective you adopt determines how you’ll plan for the negotiation and how you should engage in it.

There’s a heavy degree of mathematics involved in game theory. Two aspects I relate to negotiations are the perspectives of finite and infinite propositions. The one you adopt should be determined on the type of negotiator you’re negotiating against and how quickly you or he seeks an outcome.

Finite Negotiating:

Finite negotiations have fixed rules that both negotiators generally agree to. The negotiators may stray slightly outside of the boundaries but they’ll come inbounds in an effort not to have the boundaries expand beyond manageability.

Finite negotiations are good when seeking rigidity in a negotiation. There’s an approximate start and end time/date for the negotiation. Rules that dictate how the negotiators will engage in the negotiation must be established, too. Those rules should be rigid enough to maintain control of the negotiation and endowed with enough flexibility to overcome impasses.

Infinite Negotiating:

Infinite negotiations do not have specified end dates. They have mile-markers denoting deliverables at points in the negotiation. The negotiation itself is without hard rules. Thus, the negotiators know that either can change the rules; if not stated, it should be, so everyone understands the rule(s) of the negotiation.

An infinite approach to negotiating takes into consideration how either negotiator might advantage himself by altering the rules of the negotiation. Knowing that the negotiation doesn’t have a set end date means that each of them must consider long-term strategies. That also implies that the negotiation may encounter the changing of negotiators on both sides. This may occur a multiple number of times.

Finite Vs. Infinite Negotiation Strategy:

A finite strategy in a negotiation might entail negotiating with a major supplier, one that provides supplies to you and your competition. To get the best deal, so you can offer your product to the consumer at a lower price, you might make substantially larger purchases from that supplier than your competitor does in hopes of enticing the supplier to give you the best deal.

With an infinite negotiation strategy, you might start off adopting the same position as outlined with the finite strategy. The strategies then differ at the point when you decide that you’re occupying such a large share of the supplier’s business that you begin to dictate better prices than what you received with the finite strategy. At some point, you may even consider buying the supplier’s business or crating a business that competes against the supplier. In so doing, you’re aiming each maneuver at the competitor that you started the original negotiation with. The infinite approach becomes the longer activity you use to deal with your competitor.

Finale:

As the case in most negotiations, in game theory, a negotiator should negotiate from the assumption that the opposing negotiator will do whatever he can to maximize the outcome in his favor; you should view trust as a vestige virgin. Be prepared to thwart his efforts wherever possible. Thus, even when negotiating from a finite position, be ready to shift to an infinite style of negotiation. By doing so, you’ll prime yourself for a long-term negotiation, one in which you’ll have greater control throughout it no matter what course the negotiation adopts … 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/

#GameTheory #Opportunity #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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How to Uncover More Hidden Value Opportunities When Negotiating

“Opportunities are concealed in hidden value. Heighten your sense of value and you’ll uncover more hidden value opportunities.” -Greg Williams, The Master Negotiator & Body Language Expert 

“Did you really want those bananas?” That was the question asked as one friend watched another negotiate the price of a lamp. “Yes, I wanted them”, was the reply. “I love bananas, especially when they’re free!”

Bananas can be a metaphor for anything you get as a bonus when negotiating.

Two friends were at a flee market. One saw a unique USB lamp. He asked the seller for the cost. The reply was $7. The friend offered $5. The seller said he paid more than that. So, the friend offered $6. The seller still said no. With that, the friend turned and began walking away. As he did, he spotted bananas. He turned and said, I’ll give you $7 for the lamp if you’ll give me seven bananas and the lamp. The seller said, okay. He gave the buyer the lamp, along with seven bananas, and that consummated the deal. That occurred even though the seller had the bananas listed at sixty cents each.

Objective:

When you negotiate, do you note your real objective? In the situation above, the objective was not to get the lamp for less than $7, it was to maximize the purchasing power of the $7. The bananas added value to that purchasing power. That recognition helped the friend bring the deal to fruition.

Hidden Value:

When contemplating the objective of a negotiation, consider the hidden value that might provide added value to the outcome. That will afford you more flexibility in achieving your objective. It will also stave off possible impasses in the negotiation. Not only should you consider what you might seek as added value, you should consider the same for the other negotiator. Considering his perspective of added value will give you a possible bargaining chip to overcome a point of contention.

In part, you can entice the opposition to possess a red herring; a red herring would be something that you professed as having value. Feign extreme hardship at forgoing it, to give it added value. Offer it as a trade for what you’re seeking, or to help bridge the gulf between what the other negotiator seeks from the negotiation.

Know the Needs:

To employ the use of added value successfully, know what added value is. Per the way the other negotiator perceives it, obtain insights from conversations and her writings before the negotiation. Do that by acquiring foreknowledge from friends and associates of hers. For your own means, consider everything you might want from the negotiation and how obtaining it would add value to your outcome expectations. For either of you, that can be in the form of financial, prestige, or perceived as being fair. Whatever it is, know what it is and use it appropriately.

Before you set out to negotiate, consider the different ways you might enhance the negotiation. Consider the possibilities that might present themselves as an added value to the outcome. Some may be things that you don’t really want. Nevertheless, you can use them as chits to enhance the probability of getting more from every negotiation you’re in. By uncovering more hidden value opportunities when negotiating, you’ll enhance your negotiation position, power, and outcome … 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/

#HiddenValue #Opportunity #Power #secrets #HiddenOpportunities #Mistakes #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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How to be More Powerful When You Negotiate

“Don’t let your obsession with imperfection deposit your dreams in the graveyard of despair.” -Greg Williams, The Master Negotiator & Body Language Expert

“Wow! That was a fantastic negotiation! It’s almost like you had him dancing on a string. How did you learn to become such a powerful negotiator?” Those were the admiring sentiments bestowed on a senior member of a negotiation team by his junior.

Do you know how to be more powerful when you negotiate? There are strategies and techniques you can employ to accomplish that goal. Discover how to implement the following strategies in your negotiations and you’ll become more powerful when you negotiate, too.

Pre-Negotiation:

  • Planning

In every negotiation, your degree of planning determines your degree of success. In your planning stage, think about the strategies you’ll implement and what might cause them to become altered during the negotiation. Consider how you might challenge the opposing negotiator to make him alter his strategy too; the purpose is to get him off his game plan so that he’ll be more susceptible to following your lead. To do this, compile alternative strategies that allow you the flexibility to adapt to unexpected challenges. That’ll help you prioritize their possibility.

  • Practice

It’s stated that practice makes perfect. That’s a half-truth because imperfect practice will only serve to make you more imperfect.

To enhance the possibility that you’ll have a winning negotiation outcome, practice implementing your plan. When possible, practice with individuals that possess skills comparable to the opposing negotiator(s). Attune your attention to things you’d not considered and modify your plan accordingly.

Conflation:

Always be aware of how you arrive at your decisions. In your thought process, don’t conflate disparate situations. If you do, be aware that you’re doing so and why.

By accepting conflated dissimilar information as being valid, you might lend more credence than what’s warranted to the skill level of the other negotiator. That will cause you to negotiate differently than if you’d not assigned him such benefits.

As an example, don’t over inflate your opponent’s skills, just because he’s negotiated multi-million-dollar deals. That doesn’t mean he can out negotiate you in your current situation. Don’t disadvantage yourself by thinking he can.

Mental Agility:

  • Mindset

When considering the mindset you’ll adopt for a negotiation, consider the style and type of negotiator you’ll compete against. Consider the demeanor and mindset you’ll adopt to negotiate with that type of negotiator (i.e. soft, middle, hard). In considering the demeanor you’ll adopt, view yourself as being worthy to negotiate with your counterpart and project the image.

  • Subconscious

Your subconscious mind speaks. Do you know what it’s saying when it does? Pay close attention to the feelings and intuitions you have during a negotiation. In some cases, those feelings will emerge from subconscious thoughts you’re having. That might stem from micro expressions your sensing (Note: Micro expressions last for less than one second. They’re insights that reveal the unrevealed thoughts of someone.)

Reading Body Language:

When deciphering body language, you must establish a baseline to compare to. You can establish the baseline of the other negotiator by observing gestures he emits in non-stressful environments. Look for gestures that indicate his happiness (i.e. the degree of felicity), sadness (i.e. stooped shoulders, down-turned face), indecisiveness (i.e. hand to forehead, slight erratic movement). If you can’t establish his baseline, due to whatever prevents you from doing so, compare his actions in the negotiation to what’s normal in such situations. Once you establish that baseline, you can use it to compare his future actions/reactions.

In every negotiation, there are advantages to be had. If you know how to enhance those advantages by the strategies you implement, you’ll have a greater chance of a successful negotiation outcome … 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/

#Power #secrets #hiddensecrets #Mistakes #Fight #Negativity #cyber, cyberbullying #Management #SmallBusiness #Money #Negotiating #combat #negotiatingwithabully #bully #bullies #bullying #Negotiations #PersonalDevelopment #HandlingObjections #Negotiator #HowToNegotiateBetter #CSuite #TheMasterNegotiator #psychology #NegotiationPsychology

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How to Get More Hidden Secrets When Negotiating

“To uncover hidden secrets, get others to disclose them. The real secret is knowing how to entice them to do that.” -Greg Williams, The Master Negotiator & Body Language Expert

“Why were you blathering in there? You disclosed our secrets!” Such were the words of one exasperated negotiator to her team member.

When was the last time you disclosed too much information? Were you aware of doing that? The methods good negotiators use can expose hidden secrets. They know how to silently probe your mind and get you to divulge those secrets when negotiating.

Continue reading to discover what those techniques are, how you can use them, and how you can prevent them from being employed against you.

1. Broad Perspective

Begin your hidden interrogation by speaking from a very broad perspective; I’m talking about ‘side of the barn broad’. The intent is to arouse suspicion that you might be on to something greater than what you’re portraying. Hang just enough bait to get the other negotiator talking. Note what he talks about, how he does it, and any mood and/or body language alterations that occur as he’s speaking. Look for displays of calmness versus tension. 

2. Known Unknowns

Consider citing unknown knowns. Cite information the other negotiator doesn’t think you have. You’ll get his attention. Enhance this ploy by making proclamations that are slightly off the mark. That will loosen his tongue. Observe what that tongue divulges. Even if you think it’s the truth, state otherwise. Note the degree that he’s consistent and convincing. Repeat this process if his words remain suspect.

3. Images and Words

While engaging in the negotiation, invoke conjured thoughts from the images your words create. The effectiveness of this ploy will appear in glazed eyes, him retreating into a dazed like state or one in which he’s melancholia. During that state, pose probing questions to uncover hidden secrets. You should know what questions to ask based on what you suspect is undisclosed.

4. Pattern Interrupts

Introduce confusion into the negotiation by saying or doing something unexpectedly; for the best effect create an impression that’s random. The purpose is to jolt his mind away from his current thoughts and instead focus on something that’s superfluous. Then, ask him to resume where he left off. No matter what he says, provide your assessment of what you thought he was saying before the interruption occurred. Present a perspective that’s aligned with an outcome you’re seeking. Watch what he says in response and how he says it (i.e. lean away/look to the side = putting distance from himself and your words, focusing his eyes on you/leaning towards you = aligned with the intent of his words). Based on your assessment, challenge him with your version of the story and observe how he reacts. If he alters his position, even slightly, you’ll be at the threshold of hidden information.

5. Pace/Sounds

Sounds and the deepness/richness or lack of can lead to different thought processes. Seek to understand the sounds and pace that move your negotiation counterpart to experience different thoughts. Then, employ those sounds as your assistant to uncover deeper/hidden thoughts; you should also consider using a cacophony of sounds to disrupt her current thought process.

If she’s stymied in thought, use the ‘universal focus’ or ‘infinite depth of field’ approach to assist her in liberating those thoughts (Note: In some movies, multiple scenarios occur simultaneously. The viewer decides which one to focus on.) Observe the one she chooses and assess the degree of hidden information that’s contained in that choice.

In your very next negotiation, attempt to uncover hidden information by utilizing the above strategies. You’ll be amazed at what you uncover … and everything will be right with the world.

Remember, you’re always negotiating! 

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

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

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

Beware of the 7 Most Deadly Mistakes Negotiators Make

“People that make deadly mistakes will eventually be befallen by them.” -Greg Williams, The Master Negotiator & Body Language Expert

To win more negotiations, you must #beware of the 7 most #deadly #mistakes that #negotiators make when #negotiating. To ignore these deadly mistakes is to negotiate at your peril.

1. They omit planning stage of negotiation

There’s value in preparing for a negotiation. You get to experience what might occur during the negotiation which prepares you for that circumstance. Inexperienced negotiators rush to a negotiation without considering the complexities that might occur. That leaves them exposed and vulnerable to chance.

  1. In this process, consider what a winning strategy might be for you and the other negotiator.
  2. Consider how you’ll get back on track if you find yourself off of it.
  3. Consider what you’ll disclose, along with how you’ll do it, and what you’ll settle for (Note: In some cases, talking less can enhance your position. It’ll allow you to gain more insight).
  4. Control emotions – Assess how you’ll act/react if certain proposals are offered. Be mindful of offering ultimatums. They can be the death knell of a negotiation.

2. They don’t position themselves properly

In every negotiation, the way you’re viewed will determine how the other negotiator engages you. Thus, if you position yourself as someone that reflects the other negotiator’s style, he’ll perceive you as more of an equal.

  1. Part of the positioning process entails building relationships.
  2. Consider the degree of confidence you’ll display (too much and he may perceive you as overbearing, too little and he may perceive you as being weak).

3. They don’t consider the opposing style the other negotiator might use

Negotiators use different styles when negotiating. Know what style the other negotiator might use during your negotiation. Be mindful that good negotiators alter their style based on circumstances.

  1. Hard style negotiator (i.e. I don’t give a darn about what you want; this is a zero-sum negotiation.)
  2. Soft style negotiator (i.e. can’t we all just get along?)
  3. Bully – Be wary of the negotiator that attempts to bully you. Note the difference in his characteristics from the hard style of negotiator. He’ll be more brisk, non-caring, rude, and demeaning.

4. They fail to create exit points in the negotiation

They’ll be times when a negotiation will not go as expected. To offset lingering longer than necessary, set points to exit the negotiation based on circumstances.

  1. Example, if the other negotiator becomes belligerent about a point that creates an impasse, consider exiting the negotiation.
  2. State that the time appears not to be right to continue the negotiation and prepare to exit.
  3. Note any demeanor changes in the other negotiator. If it changes for the better, you will have conveyed that he strayed too far.

5. They don’t read or understand body language

Body language and nonverbal clues add or detract from what’s said. Learn to discern hidden meanings to gain insight into the mental thought process that’s occurring in the mind of the other negotiator.

6. They’re not aware of value

Value can expose itself in many forms. It doesn’t have to be monetary. The more you’re aware of the other negotiator’s value proposition (i.e. what he wants from the negotiation and why), the greater the opportunity to get what you want by giving him what he’s seeking.

7. They fail to perform negotiation postmortems

There’s a richness of knowledge in performing a negotiation postmortem. You can gather insights into what occurred compared to what you thought would occur. From those insights, you can learn greater negotiation skills and become a better negotiator.

When negotiating, always beware of the 7 most deadly mistakes that negotiators make. If you avoid these mistakes, your reward will display itself in more winning and easier negotiations … and everything will be right with the world.

Remember, you’re always negotiating! 

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

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

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Best Practices Entrepreneurship Management Marketing Negotiations Sales Skills Women In Business

There’s Hidden Value in the ‘Nice Factor’ When Negotiating

“The hidden value of the nice factor is exposed by reciprocation.” -Greg Williams, The Master Negotiator & Body Language Expert

“I don’t know why I made those concessions. The other negotiator was so nice! Something made me want to be nice in return.” Unbeknownst to the speaker of those words, subliminally, he was affected by the nice factor.

Have you ever considered the hidden value of the nice factor when negotiating? Being nice is perceptional, depending on who you’re negotiating with. Nevertheless, it has a place at some point in every negotiation.

The following are ways you can deploy the settle ally of the nice factor to enrich your negotiation outcomes.

Positioning:

Negotiators set the tone for the negotiation at its outset. Note: The outset starts before you’re at the negotiation table. They may set a tone to suggest you should not take them lightly or one that implies they’ll go along to get along.

Some negotiators project a stern persona to convey the sentiment that they’re not to be dallied with; this persona can also be invoked to protect the veneer of insecurity. That’s worth mentioning because you should be watchful and asses if such a demeanor serves that purpose. That can uncover the personality type that you’re really dealing with.

In some cases, a stern type of projected positioning is advantageous. But, if you don’t consider the negotiation style of your negotiation counterpart, it can be the uncoupling of the negotiation before it starts. Thus, you should be mindful of the persona you project at the beginning stages and throughout a negotiation. You don’t want to turn the other negotiator into a more abstinent opponent if he’s not already one. If such occurs, attempt to mollify him by modifying your demeanor. Be nicer.

Soft Negotiators:

Soft negotiators will display their demeanor by presenting a broad smile upon meeting you and a handshake that is appropriate for the encounter (i.e. not too hard, not too soft). As you engage in the negotiation, assess to what degree this may be a façade. You can accomplish that by noting the slight changes in her personality when discussing points of disagreements. If she’s quick to placate you, make sure you let her win points, too. Doing that will enhance the nice factor.

Hard Negotiators:

Hard negotiators may present more of a challenge when attempting to invoke the nice factor. Depending on the degree of their hardness, moderate to obnoxious, the nice factor may not be appropriate. Instead, you may want to adopt a persona that matches the style of the other negotiator to get him to modify his demeanor. If he does, at that point you may consider implementing the nice factor. Depending on the severity of his modification, being nice can serve as his reward.

Negotiation Reset:

Most negotiators don’t like strong tensions in a negotiation. When tensions reach a certain level, negotiators tend to be more dogmatic about the positions they’ve adopted. So, if you find yourself in such a contention, consider employing the nice factor. This may be in the form of making a concession. If you’re not sure if doing that will ease tensions, preface your offer with an ‘if’ statement (e.g. If I do this, will you do ‘x’?). The point of using the nice factor at this point will be an attempt to reset the negotiation to a less pretentious position.

The more positive the experiential endowment you invoke within the other negotiator, the easier the flow of the negotiation will be. That will lend itself to an enhanced negotiation engagement, which in turn should lead to a greater negotiation outcome for you … and everything will be right with the world.

Remember, you’re always negotiating! 

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

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

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