“Use ‘SPEAR’ To Negotiate Sales Successfully”

“Use ‘SPEAR’ To Negotiate Sales Successfully”

 

In the sales profession, one has to be very aware of one’s demeanor in the selling process. After all, the selling process is nothing more than a series of negotiations. There’s give and take and the way you give or take sets a pattern for future engagements. The give and take also gives life to what will occur as you delve deeper into your current selling process. The way you position yourself, the image you project, and to whom you cast such projections are major factors in determining the level of success you’ll achieve.

If you want to be more successful in the selling process, you need to use a negotiation checklist to determine how you’ll position, present, and progress the negotiation?

The following information is a set of thoughts that you can employ prior to, during, and at the close of a negotiation. The acronym is “SPEAR” and it represents a mindset you can adopt and employ to be more potent during the selling process.

• Setup

In the beginning of the sale cycle, be cautious when making concessions. If you make concessions too quickly, you’ll create an environment in which a good negotiator will pressure you for more concessions as the sales process progresses. Make your client or prospect feel as though he won something that he had to earn to obtain his gain. The more he feels like he won or earned a concession, the more he’ll find value in it. Balance this thought against the type of individual he is (i.e. easy going, combative, amenable). Thus, if he is easy going, you would not want to make him work too hard to gain the concession he seeks. Do so just enough to make him feel he deserved what he received.

• Perception (whose is best, yours or the other negotiator?)

Prior to meeting with the client or prospect, consider how you wish him to view you and how he wishes to be viewed. His perceptions should be based in part on the type of personality that he possesses. If he takes a win-win, let’s be fair perspective, you should position yourself as an individual of like-mindedness. If he happens to be someone that enjoys the game of negotiations, be prepared to project the image of someone that will ‘give him a good game’, but stake out your boundaries such that you don’t give him the perception that you’re easy.

Another perspective of perception is determining how value will be perceived. Thus, you should attempt to view value through his eyes. If you align your perspective of value in the manner as he, you’ll have a clearer sight for how to entice him to move in one direction versus another. As an example, some people might be moved by the value proposition of, ten for a $1, while others might be moved by ten at $0.10 each. Sometimes, the same can be different!

• Energy

In a negotiation, there’s a flow of energy that pulsates between those involved in the negotiation. The same is true in the process of a sale. In order to keep the energy at a level that is conducive for a good engagement, determine how you will utilize your body.

In using your body as an aide, you can match the pace at which the other person speaks, sit in a similar manner as he does, and mimic his gestures. Some good negotiators will go so far as to breath at the same pace as the other person (all of this is called mirroring – It sets a subliminal mindset in the other person that states you’re like him). By performing such gestures, your level of energy will match your client and the mood will be set for a more positive negotiation.

• Assumptions

Assumptions can wreak havoc on a negotiation, especially when they’re inaccurate. When you have inaccurate assumptions about another individual, you might attempt to address him from a point of view that is not conducive to him viewing your offerings with the intent you expected. All of this can lead to wasted time, effort, and an outcome that’s fraught with despair.

In order to combat such dilemmas, be as accurate about your assumptions of your client’s demeanor, how he behaves in certain situations and what motivates him by building a dossier of his actions and responses over the time you spend with him. Over a long period, such observations will serve you well.

• Rules of Engagement

People like to be addressed based on what makes them most comfortable. When it comes to engaging your client in the process of a sale, sell him based on how he’s made such acquisitions in the past. If he needs reassurances about the outcome, allay his fears. If he needs to be viewed as a conquering hero to his superiors, appeal to his vanity when describing how the outcome of the sale will make him appear decisive and beneficial to his superiors. In essence, engage him in the manner that best suits his needs and sell from that perspective.

When engaged in the process of a sale, you need to utilize as many tools as possible in order to be successful. You must strive to give your client what he desires, wants, and needs, while at the same time achieving your goals. At the intersection of this junction lies the opportunity for more current business and more repeat business in the future. By adding SPEAR to your toolbox repertoire, you will enhance the probability of closing more sales, at a higher price point, and to the satisfaction of everyone involved … and everything will be right with the world. Remember, you’re always negotiating.

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Greg Williams, The Master Negotiator & Body Language Expert

http://www.TheMasterNegotiator.com

“Use Power Words Shrewdly To Negotiate Successfully”

Click here and Discover how you can

Negotiate Your Way To Riches

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Negotiation Tip of the Week

# 1065

“Use Power Words Shrewdly To Negotiate Successfully”

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 Click here to Watch – http://budurl.com/WatchUsePowerWords

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Words have power and in a negotiation, you’re perceived as being more powerful when you shrewdly use words that the other negotiator perceives as possessing strength.

When we speak, our words have an impact on the person with whom we’re conversing. Thus, we affect that person from a negative, or positive perspective, based on what we say, how we say it, and the manner in which it’s perceived. If you want your negotiations to be successful, discover how and when to use power words that influence the other negotiator and implement the following suggestions.

1.    Using power words:

Power words are words that convey a stronger commitment to a position than words that would leave the listener in a precarious state of mind, related to a less than stringent perception that he otherwise might have. Some words, convey a less than strong commitment to a position (i.e. maybe, try, might, possibly, I think). In addition, by using such words, you weaken your position, while leaving yourself open to challenges. To be perceived as possessing a stronger commitment to your negotiation position, use words that convey more conviction (i.e. I know, success, will do, guarantee).

Note: To be perceived as being stronger, speak to what you’re for, not for what you’re against. Manage the level of negativity that could seep into the negotiation.

2.    Before the negotiation:

Prior to the negotiation, ask yourself, what demeanor you wish to project and how much power you want to convey in the negotiation. If you project an image that’s too strong, or overbearing, you can alienate the other negotiator. Therefore, you have to measure the degrees of power carried by your words. Your words must be compatible with the manner in which the other negotiator is accustomed to receiving such messages and have the same meaning as he understands their conveyance.

 3.    Body language:

 Being able to read and interpret body language gives a negotiator an advantage. Even when you use the appropriate words to match the situation, you still have to deliver those words in a manner that’s perceived as being in alignment with the actions of your body. If the situation does not call for it, avoid the appearance of being perceived as brash. You don’t want to have the other negotiator be in agreement with your position, only to have him back away, because he adopts a feeling of buyer’s remorse, due to a misalignment between your words and actions.

4.    Assumptive questions used for power:   

 When negotiating, there are ways to use questions to gather additional information, to which the other negotiator assumes you already have the answers. This tactic is called using assumptive questions.

Assumptive questions are secondary questions that bypass an initial question that implies you already know the answer to the question that was bypassed (e.g. What led you to lowering your price in the past?). In a non-assumptive question environment, the initial question would be, have you lowered your price in the past?

By asking the assumptive question, what led you to lowering your price in the past, you give the impression that you know the other negotiator lowered his price at some point. When placed in such a position, the other negotiator will go into reflective mode, in an attempt to determine if you’re aware of the fact that he lowered his price in the past. Even if he states that he did not lower his price in the past, you’ve gain additional information about his negotiation position, and thus the reason this tactic is so powerful.

5.    Conclusion:

From your words comes power. If you lack the vocabulary to convey your message in a strong and succinct manner, equip yourself with the verbiage that will be required to gain the upper hand. Learn the language of success as it pertains to the person with whom you’re negotiating.

Sometimes, you have to tell yourself, yes I can. Then, believe it. You don’t have to accept the plight of a negative outcome in a negotiation, if you chose not to. If you use the words that convey your negotiation position with power and do so succinctly, you’ll control the direction of the negotiation. In so doing, you’ll lead the negotiation in the direction you want it to take, which will enhance the probability of a successful outcome … and everything will be right with the world. Remember, you’re always negotiating.

 

The Negotiation Tips Are …

• Words can convey power, but words without synchronized body language can lead to confusion. If you wish to be perceived as being more credible, be sure your words, body language, and actions are aligned with the message you deliver.

• In a negotiation, silence can be golden, but even when being silent, you’re still sending a message.

• When negotiating, sometimes you have to escalate your rhetoric in order to disengage and be in a stronger position for the next phase in the negotiation. In such a position, use words that express power and subliminally you’ll send a stronger message.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Containment Strategies Resolve Hostile Negotiations”

You can obtain more in life by negotiating better. Discover how to do so effortlessly.

Click here to discover how you can effortlessly become a better negotiator!

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Negotiation Tip of the Week

# 1060

“Containment Strategies Resolve Hostile Negotiations”

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When you’re involved in a hostile negotiation, what strategies do you employ? Do you attempt to contain the hostility? Every negotiation takes on the characteristics of the people participating in the negotiation. If the negotiators display a demeanor that’s arrogant or mean-spirited, the tone of the negotiation will trend in that direction, unless mitigating circumstances are implemented to prevent such occurrences. At that point, you should implement containment strategies to alter the mood of the negotiation.

To discover how to use containment strategies in your negotiations, continue below.

What are containment strategies …

Containment strategies are tactics used to alter the mood of an irate negotiator and/or a negotiator that purports to be dismayed about a position adopted by the other negotiator. Thus, containment strategies keep a negotiation progressing down a prescribed path.

What constitutes a hostile negotiation …

A hostile negotiation can be depicted as one in which participants exhibit aggressive and antagonistic behavior that’s displayed during the negotiation.

Note: One negotiator could perceive the other as being hostile, while the accused negotiator might perceive his actions as being tough, rough, or  less than friendly, but not hostile. He may not care how the other negotiator feels about the mannerisms he displays while negotiating. If he envisions his actions as being non-hostile, that might depict a mindset that may be more difficult to alter, then someone that knows he’s being hostile and intends to negotiate in such a manner.

What strategies can one employ to contain a negotiation …

You can alienate the negotiator that’s projecting a hostile attitude from the base that supports him. That base would consist of stakeholders that have a vested interest in the outcome of the negotiation. To apply containment in this manner, you must increase pressure on the negotiator’s negative behavior to the point that it becomes too costly for him to maintain such a position. The overlying implication would be, if he continued the negative behavior that he’s displaying, he’ll lose the outcome that his stakeholders would like to achieve. By implying that his actions may kill the deal, you’ll be driving a wedge between him and his support system, thus isolating him. Once you’ve increased the level of discomfort to that degree, he should be prepared to be more amenable to your offers.

Another form of containment can come in the form of good cop, bad cop. This scenario is accomplished with your negotiation partner adopting the good cop (easy to get along with) or bad cop (difficult to deal with) role. Whichever role he adopts, you adopt the opposite role. The bad cop acts indignant and very antagonistic. If you’re playing the good cop role, at some point, excuse the bad cop from the room and offer alternative positions that the other negotiator may not find as favorable as he’d like, but he should perceive your offer as being significantly better than the bad cop. Given the two choices, the other negotiator will be more apt to accept your offer.

Containment from a defensive position …

One strategy that’s been around for centuries is the ‘attack from a defensive position’. It entails positioning your opponent with an enticing verbal and/or nonverbal position, from which he has to respond from an attacking perspective. By placing him in such a position, he becomes the one that has to go on the defensive.

Some negotiators are very adept at utilizing this tactic to alter the course and flow of the negotiation to their advantage. To guard against such occurrences and provide containment, anticipate how the other negotiator might employ this tactic and be prepared to rebuke it. In essence, be prepared to pull a double defensive move, his being the first and yours being the second.

The world looks a lot better from behind a smile. When negotiating, if you cannot get the other negotiator to manifest a smile and display a non-hostile demeanor, attempt to contain his aggressiveness. The better you are at resolving hostile negotiations, the further your negotiation efforts will take you. In so doing, more successful negotiation outcomes will await you … and everything will be right with the world. Remember, you’re always negotiating.

 The Negotiation Tips Are …

• Some people fail to see an opportunity, until it no longer avails itself. By utilizing containment strategies, you afford the other negotiator a glimpse of the positive outcome he could achieve, if he alters his demeanor to one that is more cooperative.

• By using containment strategies in your negotiation, you’ll enhance the probability of achieving your goals, while controlling the flow of the negotiation.

• Used correctly, containment strategies will save your mental state of mind.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Dodge Being Icky To Negotiate Successfully”

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“How To Read And Use Body Language”

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Negotiation Tip of the Week

# 1055

“Dodge Being Icky To Negotiate Successfully”

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Are you icky when you negotiate? When negotiating, the icky factor is not only a turnoff, but it can also be the death knell of the negotiation.

With a U.S. Congressman being perceived as being icky, as the result of recently getting caught in a spectacle that was made worse by the manner in which he addressed the situation, the question becomes, what makes one appear to be icky?

If you wish to avoid the perception of being icky in your negotiations, observe the following four insights.

Actions That Give The Appearance Of Being Icky:

Each negotiation situation is different from another. Thus, a myriad of factors can come into play, when attempting to isolate the icky factor. Nevertheless, there are constants involved in a negotiation that dictate what icky appears to be and what it feels like. Avoiding a direct question, especially when it’s posed several times, can heighten someone’s senses and enhance the impression that you’re not being forthright, which can lead to the thought that you’re icky. Another icky factor can be the way you speak. If you speak too fast or too slowly to someone that’s attuned to listening at a different pace, you can conjure up the image of one that’s ‘out of step’. Such actions can also create the impression that you’re evasive and thus, icky.

The Perception Of Being Icky:

Being perceived as icky stems from offending the sensibility of the person to whom you’re speaking. Such actions can occur from the manner in which you position your proposal, the perceived bravado in which you delivery it, and the background of the other person. To avoid such perceptions, take into consideration how you’re perceived when negotiating and adopt mannerisms that are appropriate for the environment.

Talking Too Long:

In any situation, if you discuss a subject too long, you run the risk of losing whatever goodwill you’ve generated. It’s better to communicate with certitude, in order to avoid the appearance of being perceived as icky. When you’re in a tenuous position, to avoid being perceived as icky during a negotiation, try to be as transparent as possible. If your behavior is perceived to be out of line with the manner in which it should be, the other negotiator may perceive something as not being right. He may not realize that he’s sensing his emotions at a subliminal level, but his gut will instinctively alert him to proceed with caution. If you project an image that causes him to experience such feelings, you’ll be alienating him, while simultaneously digging a deeper proverbial hole from which it may become extremely difficult to extricate yourself.

Gain Insight:

You can gain insight into the manner that someone perceives your actions by the way they respond to you. If they think you’re not being straightforward, they’ll display body language signals, such as leaning away from you, putting their hand over their mouth when you or they speak, and/or casting a look that you’ll perceive as being troubling. In essence, they’ll be dispelling what you say. If you sense such an action and you’re being forthright, question their perception of your sincerity. If there’s a need for clarification do so before proceeding with your position.

To assist in projecting the proper demeanor for your negotiations, alert your body to what mood you’d like to project. Then, observe the synchronization between your body language/mannerisms, and the way you’re perceived. If everything is in harmony, the other negotiator should perceive your sincerity… and everything will be right with the world. Remember, you’re always negotiating.

 The Negotiation Tips Are …

• To enhance the probability of being successful in your negotiations, avoid being perceived as icky.

• Anyone can misperceive a situation. If you sense your sincerity is being questioned, alert the other negotiator to what you perceive. Don’t allow the situation to go unheeded. To do so could be paramount to flirting with danger, needlessly.

• In any negotiation, negotiators may not see eye to eye on certain points. If you take the time and you’re skillful at decreasing the icky factor, you’ll increase your likeability factor. In turn, subliminally, you’ll enhance the negotiation process.

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Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Negotiation Secrets Resolve Conflicts”

Click here to learn how you can “Negotiate Your Way To Riches”

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Negotiation Tip of the Week

# 1050

“Negotiation Secrets Resolve Conflicts”

 

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What skills do you employ when trying to resolve conflicts? The answer should be, the same skills you use when negotiating.

Conflict resolution is a subset of negotiation and thus, the better you are at negotiating, the better you’ll be at resolving conflicts. The information that follows gives insight into how you can enhance your negotiation and conflict resolution efforts.

 Listening:  

1. 1. In any negotiation, when attempting to resolve conflicts, really understand the other person’s perspective and assess the basis for the conflict.
   2. Consider the source of the other person’s motivation that stimulates his beliefs, thoughts, and desires for the outcome he’s striving to achieve. Seek to understand his perspective at an intellectual and emotional level. Ask open-ended questions (i.e. questions that require more than a yes or no response) to solicit insight as to why he holds such beliefs to be valid.
   3. Ascertain who and/or what the source of his beliefs, thoughts, and desires are that’s generating the outcome he seeks. If you determine that there’s a vast conflict between the position you hold and his, cite sources from references that he believes to be credible, in an attempt to sway his viewpoint.

Patience:

1. 1. Prior to responding with a rebuttal, be sure you understand the gist of the other person’s position. Let him talk. The more he talks, the greater the opportunity to glean additional insight and information about his mindset.
   2. Watch rhetoric, yours and the other individual. Words have meanings and some words may convey thoughts that are   different from the intent you meant. Be sure to use words that the other person understands and applies in the same manner as you intended for him to perceive.
   3. If you are slow to respond to questions, you give the impression that you’re reflective. Answer a question too quickly and you could give the impression that you’re being flippant. Strike a balance between the two modes, based on the situation at hand.

Use of language:

1. 1. Once you understand the other negotiator’s perspective, assess the viability of his beliefs, based on the verbiage he uses. Some words, such as, “I believe” versus “I know” or “I’m sure of”, conveys the degree to which he believes his thoughts to be accurate. In observing the manner in which he uses words, you’ll be able to peer into his beliefs and begin to determine the level of commitment he has for the outcome he seeks.
   2. If you cannot oblige the outcome the other person seeks, explain in language that he can understand (use words he uses) why you can’t oblige him.
   3. Avoid using inflammatory language. An ill word cast at an inappropriate time, will deflate the conversation and most likely, create a more negative environment.

Tone and pace of voice:

1. 1. Align the tone and pace of your voice to the situation and strategy you’ve adopted. If the situation calls for a display of empathy, display it. If on the other hand, it’s more appropriate to allow the timbre of your voice to convey a more steadfast position, display that demeanor. Unless it’s part of your strategy, don’t be backed into a position you can’t, or don’t want to defend.
   2. Keep in mind, a good thought/plan delivered with the appropriate demeanor can soften rejection, or enhance acceptance.
   3. Try not to interrupt the other person when he’s speaking. Take note of how long he delivers his position and be aware of when he starts to repeat himself. Regardless of whether the other person starts to pontificate, don’t over talk him.

Just because you silence a man doesn’t mean you’ve converted him. In order to gain benefits from the resolution of a conflict, you must delve deep enough into the psychological mind of the other individual to emotionally and intellectually understand his perspective. You must know what holds sway with him; in order to do so, you have to experience his reality. Once you’re able to comprehend his perspective, you’ll be prepared to offer a solution to his situation. If the intersection between what you’re capable of delivering and what he needs intersects, success will lie at that junction … and everything will be right with the world.  Remember, you’re always negotiating.

 The Negotiation Tips Are …

• A conflict is nothing more than disparate positions. Never become mentally burdened as the result of a conflict. Understand the source of it before attempting to address it.

• In our everyday lives, we participate in conflict resolutions. If you take note and utilize some of the same tactics and strategies you employ in your negotiations, you’ll enhance your ability to resolve conflicts.

• Resolve in your mind that you’ll reduce tension in your personal and business life, by enhancing your communications with those you encounter. Become more adept at conflict resolution.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Don’t Be Psychologically Manipulated When Negotiating”

Discover the psychological reasons why men and women negotiate differently. Click here!

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Negotiation Tip of the Week

# 1045

“Don’t Be Psychologically Manipulated When Negotiating”

Do you become psychologically disadvantaged when negotiating? Are you aware that smart people do dumb things, because they’re psychologically manipulated when negotiating? Do you know how such psychological manipulation occurs and how to prevent it from happening to you? If you’d like to insulate yourself from ploys that can lead to psychological discourse in your negotiations, observe what follows.

The following five points are a few reasons why some people are roused when negotiating. Heed this insight to prevent psychological manipulations from being forced upon you.

1. Lack of negotiation strategy: Anytime anyone enters into a negotiation without a strategy as to how they’ll possibly achieve their goals, they enter the negotiation unprepared. Before entering into any negotiation, take the time to develop a strategy that can lead to achieving the goals of the negotiation.

2. Lack of discipline: Know your exit points in a negotiation, what should trigger those points, and don’t be manipulated by becoming emotionally tied to a position, or involved in the negotiation to the point that you can’t exit. You can be drawn deeper into a negotiation, due to your zeal to achieve the goals of the negotiation. Know when to stop and do so at the point you’ve set.

3. Time as a factor: Be aware of the pressures time places upon you in a negotiation. Always remember, the more time you invest in a negotiation, psychologically, the more you’ll become engaged and want to see the negotiation to its conclusion. You may be motivated psychologically to do so, even if it means you commit acts that are detrimental to your negotiation position.

4. Image: In a best-case scenario, you should desire to negotiate in an environment that’s conducive to your style and manner of negotiating, and one in which you can be viewed as influential. To the degree you’re viewed with reverence, you’ve already begun to create a subliminal impression from which you can be in command of the negotiation.

5. Combativeness: When engaged in a negotiation, some negotiators allow their egos to become inflated. In doing so, some fall into the trap of being manipulated by either thinking the only way to win is by defeating the other negotiator. Thus, they overlook possible situations in which compromise may lie. Such thoughts can be stimulated by the belief that they’re not viewed by the other negotiated with the deference they deserved. So, they adopt a, “I’ll show you” mentality. Always remember the cliché, “He who fights and runs away, lives to fight another day”. Don’t be caught by this psychological dilemma. By doing so, you’ll avoid the possibility of expediting your demise.

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Several problems occur when people are mentally distracted and distressed in a negotiation. One, they lose their ability to be rational and two, they risk becoming lulled into an almost hypnotic state of mind. To prevent from becoming mentally frenzied, and engaging in irrational behavior that doesn’t support your negotiation position, be objective and reflective when negotiating. Don’t be lured into the traps mentioned above … and everything will be right with the world. Remember, you’re always negotiating.

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 The Negotiation Tips Are …

• In any negotiation, know with whom you’re negotiating, how badly they want/need what you’re offering, and assess their tenacity to approximate how long they may stay engaged in the negotiation to obtain their goals.

• When negotiating, always leave a mental proverbial back door open in case you suffer a mental collapse. If need be, escape through it. Don’t become a psychological slave to mental insanity.

• To avoid psychological dilemmas, never get caught up in a tizzy and fail to execute your negotiation plan. Always strive to control your emotions.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Use ‘If’ to Increase Your Negotiation Propositions”

 

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Get the book. Click here.

 

Negotiation Tip of the Week

# 1040

“Use ‘If’ to Increase Your Negotiation Propositions”

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Have you ever considered how strong the word ‘If’ is, in a negotiation? ‘If’ is a conditional statement that requires action to receive the offer contained in the ‘If’ proposition. As an example, if you pay attention to the information that follows, you’ll increase your negotiation outcomes. If you don’t heed the information, you’ll miss the value contained in it.

Such is the value of using ‘If’ in your negotiations to position your proposition. If the other negotiator doesn’t adhere to the covenants of your offer, you’re not obligated to fulfill it. Regardless of whether he pursues your conditioned offer or not, you get insight into the mindset he possesses and how he might maneuver in the negotiation based on the manner in which you position your proposition.

When you’re engaged in a negotiation, consider how you will position your proposition, by prefacing some conditions with the word ‘If’. The following are ways in which you can use ‘If’ to enhance your negotiation outcomes.

How to use ‘If’ as an offensive tactic:

As an offensive tactic, ‘If’ is used as a way to test your offers, without obligating you to fulfill them. If the ‘If’ proposition is not agreed to by the other negotiator, your obligation is abated (i.e. If I make an offer and you accept it, I’m obligated to fulfill the offer. If on the other hand, you do not meet my offer, I’m not obligated to fulfill it.)

‘If’ can also be combined with ‘And’ to create a nested environment (one in which many “If’s” may come into play as one offering (i.e. If you agree to points one and two and three, I will respond favorably.) At this point, you can also have a red herring included in your offering (one that doesn’t matter that much to you, but carries weight in the mind of the other negotiator) in order to increase the perception of the offer.

How to use ‘If’ as a defensive tactic:

 

‘If’ can be used as a defensive tactic to ferret out a hidden position that the other negotiator does not wish to disclose. It can also be used to test his position, to assess the viability of his proposition, as to the value it contains to him. In doing so, you can glean insight into how long the other negotiator may stick with a position, or when he may figure the cost to do so is too great. To implement the ‘If’ tactic for this purpose, use it to couple weighted positions against his points.

(Example) The other negotiator has indicated that his offer of $10,000 for items one, two, and three is the most he can pay. Your response in seeking which is of more value to him might be, if you could only obtain two out of the three items, which two might they be? His response might be, I need all three for $10,000, to which you might respond by saying, humor me. At that point, you’d reiterate your offer. Once he responded, you’d have insight into the two items that contained the most value in his mind.

If you use ‘If’ as an offensive or defensive tactic, it’s use will allow you to test offers and fend off propositions that would leave you in an untenable position. When negotiating, never ignore the power that’s contained in the word ‘If’. By using it in your negotiations, you’ll enhance the flow of the negotiation. You’ll also have more control in the negotiation … and everything will be right with world. Remember, you’re always negotiating.

 The Negotiation Tips Are …

• Take time to discover the power in ‘If’. By doing so, you’ll uncover hidden opportunities when negotiating that you might otherwise overlook.

• To make ‘If’ more effective, use it in the appropriate manner, in the appropriate environment, for the appropriate situation. In essence, don’t dilute its power by using it too frequently.

• ‘If’ sets a condition that unless the condition is met, the provider of the statement is not obligated to fulfill the covenant of the statement. Thus, the use of ‘If’ can save you lots of time and effort.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Dead-End Negotiations Aren’t Useless”

Bestselling Book - "Negotiate: Afraid, 'Know' More"

Discover how you can become a better negotiator!

Get the book. Click here.

 

Negotiation Tip of the Week

# 1035

“Dead-End Negotiations Aren’t Useless”

To watch “Dead-End Negotiation Aren’t Useless” click here – http://budurl.com/ViewDeadEndNegotiate

 

To listen to  “Dead-End Negotiation Aren’t Useless” click here – http://budurl.com/HearDeadEndNegotiate

 

Are you aware of when you’re headed for a dead-end in a negotiation? If you recognize the signs that could lead to a dead-end early in a negotiation, you can save lots of time, energy, and headaches, by knowing when to exit and knowing how long to stay engaged to reap the benefits. Don’t consider ending the negotiation, just because it could be headed for a dead-end. You can still learn something from the negotiation.

Dead-end negotiations can be very frustrating, if you’re not aware of where a negotiation is headed before it hits a dead-end. To maximize the benefits from a dead-end negotiation observe the following:

Before the negotiation:

• As with every negotiation, set your goals for the negotiation in the planning stage. Create a strategy addressing the possibility of not reaching a successful outcome. As part of the strategy, determine what benefits you can receive by engaging in the negotiation, even though you know it may meet an untimely demise. Prioritize the benefits, so you’ll have a readymade ‘hit list’, when it’s time to maneuver out of the negotiation.

During the negotiation:

• During the negotiation, as soon as you sense you’re headed for a dead-end, at that point determine what is salvageable and beneficial to you. Take note of what might entice the other negotiator to concede items you can take from the negotiation.

• Try to comprehend why the other negotiator is not engaging in the negotiation in earnest. Based on your assessment, you’ll gain insight into how much time and effort you may wish to invest.

• Heighten your awareness of the possibility that a negotiation is headed for a dead-end, when more of a negotiation’s discussion revolves around conversations not related to the matter at hand. The more prolonged the non-pertinent discussion strays from the purpose of the negotiation, the greater the possibility the negotiation outcome will not meet your expectations. (Note: Be aware, in some cultures, it’s customary to have an extended exchange of personal information and interaction before starting the ‘real’ negotiation. While such endeavors can be time consuming, the getting to know you process is essential in adding to a more sincere exchange of information.)

After the negotiation:

• Seek insight as to what the real intent of the other negotiator’s efforts were for the negotiation. Ask yourself, what purpose was served by drawing you deeper into a negotiation that was either intended, or trended towards a dead-end. Consider what the other negotiator may have learned about your negotiation style and can use against you in the future. Assess what you learned about him, too.

When you’re negotiating and you realize your efforts are not going to bear fruit, you can still benefit from the exchange that occurs in the negotiation. Even though you will have exposed how you might react to a certain stimulus in a negotiation, hopefully, you will have gained insight that you can use, too. Try not to expose more of your demeanor than the benefits you get … and everything will be right with the world. Remember, you’re always negotiating.

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 The Negotiation Tips Are …

 

• In any negotiation, attempt to control as much of the process as possible. To the degree you control the negotiation process, you’ll be better positioned to thwart efforts created to draw you into dead-ends.

• Be aware of when a negotiation may be headed for a dead-end. If you decide to remain engaged, determine what you wish to receive for your efforts (i.e. insight into how the person negotiates, strategies/tactics used, etc.). Get what you can, and then disengage.

• When confronted by the potential of a dead-end negotiation, be cautious of the amount of time you invest. Also be mindful of the mindset you maintain, once you sense a dead-end.  Don’t let your mental guard down and be dragged into an unwanted position.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Do You Leak Secret Through Body Language When Negotiating”

Find out how! Click here!

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Negotiation Tip of the Week

# 1030

“Do You Leak Secrets …

Through Body Language When Negotiating”

 

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Do you leak vital information through your body language when negotiating? Are you aware that you emit signals that may appear to be unperceivable, but in reality are insightful clues to what you’re thinking, during a negotiation?

Without knowing it, some negotiators allow their negotiation tactics and strategies to be leaked, by the manner in which they convey information. Some think, as long as they don’t utter words that depict their thoughts, no one will know the inner workings of their mind. They’re wrong! The body never lies and it’s a great barometer to the thoughts that are occurring inside someone’s mind.

To prevent from leaking secrets in your negotiations, and to find out how you can benefit from observing such occurrences of the other negotiator, observe the following.

How information is leaked:

When people are in a relaxed mode, they give life to nonverbal actions (body language) in a manner that’s normal to them. During such a state, if you observe the body language exhibits they display, you’ll glimpse how they react in nonthreatening environments; you’ll be able to see how they use their body to express their thoughts, ideas, and responses. Based on the manner in which they react to situations while in that state of mind, you can set markers from which to compare, when they’re in a more formal/negotiation environment. Through such comparisons, you’ll be able to note differences between when they’re stressed and when they achieve a higher level of excitement. In either case, their body language will serve as a barometer to the thoughts that promote their behavior.

How to prevent from leaking information:

You can prevent the leaking of information by being consistent with the mannerisms you display before and during a negotiation. Such actions will require discipline and a knack for displaying an even mindedness (not showing variances in your behavior) in environments where the other negotiator might be able to glean insight into your body language usage.

 

How to detect and benefit from the other negotiator’s leakage:

In order to seize upon the leaking of the other negotiator’s information, observe how he communicates (phone, writing, and/or in person). Note the differences that occur in his style of communication when you’re discussing a topic that’s sensitive, versus one that is more lighthearted. In noting such differences, you’ll gain insight into what he wishes to guard and that which is less important. You’ll catch him leaking information, which you can use throughout the negotiation.

People leak information every day in every aspect of their lives. In most cases, such actions are harmless.

Once you become astute at recognizing information leakage, you’ll possess a heightened awareness. You’ll become more vigilant as to the state of mind others possess when negotiating, which will give you a huge advantage during the negotiation … and everything will be right with the world. Remember, you’re always negotiating.

 

The Negotiation Tips Are …

• Information leakage in any form can hamper a negotiation. Don’t let the lack of knowledge about body language usage be the cause of your negotiation efforts to become threaten.

• A good speaker friend of mine, Tommy Hilcken, recently wrote in a publication, “Every conflict is a set of opposing ideas.” By controlling the information you leak during a negotiation, you reduce the potential liability that could lead to conflict.

• Always strive to control the flow of information in a negotiation, before presenting it. To the degree you control your body language, you’ll be better positioned to control the leakage of information.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.

“Seven Steps To Negotiating Successfully”

 

Click here to discover how you can win

more negotiations and get more out of life!

 

 

Negotiation Tip of the Week

# 1025

 

“Seven Steps To Negotiating Successfully”

 

To watch video, click here – http://budurl.com/ViewNegotiateSuccess

To Listen to audio, click here – http://budurl.com/HearNegotiateSuccess

 

When you negotiate, do you use a system? Do you haphazardly jump into a negotiation without any planning or thought for what you might do if you hit roadblocks? In order to negotiate successfully, good negotiators prepare before a negotiation.

The information that follows outlines seven steps you can use to negotiate successfully.

1.   Gather Background Information:

• When gathering background information, include the style, values, ethnicity, culture, demographics (younger negotiators on/using twitter, facebook, Linkedin, and their way of communicating, versus those that are slower to use these mediums) and other information that’s pertinent to that particular negotiation session.

2.   Assess your arsenal of negotiation tactics and strategies:

• The more you’re aware of how to use the appropriate tactic with the appropriate strategy, applied at the appropriate time, the more options you’ll have and be able to execute during the negotiation.

3.   Create Your Negotiation Plan:

• Consider the overall strategy you’ll use for the negotiation. Break strategies into tactics. Assess possible strategies the other negotiator might employ. Take into consideration the use of red herrings (Note: Red herrings are items that have little to no value to you that you position as having value, but items that possess real value to the other negotiator). Also consider how you might apply pressure to points (leverage) throughout the negotiation.

4.   Engage in the Negotiation Process:

• Observe body language and mannerisms. This can be done in person, via the phone, and in writing (e-mail, etc.). Note the style in which the other person negotiates (i.e. friendly (let’s get along), reserved (I’m not quite sure how this is going to go and I’m apprehensive), hostile (I’ll show you mine, if you show me yours – the only way for me to win is for you to lose – I’m in the driver’s seat; it’s my way or the highway).

5.   Closing the Negotiation:

• Be on high alert for the conclusion of what you think is an agreement, serving as the next phase of the negotiation; in some cultures, this is a common practice. If you’re unsure of the other negotiators sincerity, put deliverables into phases of the negotiation.

6.   Conduct a Postmortem:

• Dissect the negotiation. Assess what went right – What could have been improved upon – What you learned from that negotiator about negotiation styles – What lessons should be taken forth into other negotiations – What went wrong – Why did it go wrong – What could you have done differently – What prevented you from using a better tactic/strategy to allow you to gain control of the negotiation).

7.   Create Negotiation Archive:

• Create an archive of your negotiations and store them in a repository. Set up keywords to cross-reference sections, tactics, and strategies in your negotiation write-ups, to be used for the extraction of quick ideas and serve as a resource, for future negotiations.

Whether you’re a negotiation neophyte or a seasoned professional, by using the platform of the “Seven Steps To Negotiating Successfully” as your negotiation foundation, you’ll be considerably ahead of the other negotiator … and everything will be right with the world. Remember, you’re always negotiating.

The Negotiation Tips Are …

• When negotiating, seek advantages that allow you to exploit your strength, but don’t disparage the other negotiator in your enthusiasm to obtain victory.

• When a negotiation outcome is less than expected, learn from the experience. Commit to getting better. Increase your knowledge of how to use the right tactic, with the right strategy(s), aligned with the right situation.

• Make sure you observe and control your biases when assessing the person with whom you’ll be negotiating.

Special Offer:

To inquire about having The Master Negotiator as a coach or consultant, or to conduct ‘live’ instructional sessions, and/or keynote presentations at your company, group, or organization, please send an e-mail to GregWilliams@TheMasterNegotiator.com and start getting more of what you deserve out of life.  Please include the verbiage, ‘Negotiation Inquiry’ in the subject line.

©MMXI Greg Williams (The Master Negotiator/Body Language Expert), All rights reserved.