NEGOTIATION CHEAT SHEET, Exercises of Negotiation

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NEGOTIATION

CHEAT SHEET

ways to influence

better outcomes from

your negotiations

“Never Split the Difference”

The best selling book by Chris Voss

Summarised from

GOAL SETTING If you have a last resort, that’s where you’ll end up settling, and it will have you aiming low entering the negotiation. Setting modest goals creates a situation where it becomes the focal point and something of significant phycological significance that you’ll feel it essential to achieve to protect your self-esteem. You’ll concede everything beyond it as it becomes easier to claim victory when aiming low. It’s ok to have a worst-case, so you know what you can’t accept, but don’t take that to the meeting. Set an optimistic and realistic goal and define it. Share it with a colleague (stops you backing out). Write it down. Carry the written goal into the negotiation/meeting. 1 3 2 4

Only make goals around the best case. It helps you avoid the scenario of

offer, counteroffer, offer, counteroffer, settle in the middle.

1

Creating Best & Worst Case Scenarios

Doing an Accusation Audit

Have a list of three to five prepared labels and accusations that the other

person might feel about you, your business, your proposal etc.

By labelling, you will very quickly diffuse the negative emotions and concerns, reveal new information, build empathy and help them to focus. To achieve this, anticipate how your counterpart feels about the facts you've summarised and how any accusations they might make no matter how ridiculous or unfair they might be. Turn each accusation into a list of no more than five labels. It seems like XXXX is valuable to you? It seems like you don't like XXXX? It seems like you value XXXX? It seems like XXXX makes it easier for you? It seems like you're reluctant to XXXX? Ask them in groups of two as it helps a person think about the same things from different angles. (^3) LABELS

Be Relentlessly Curious

Have a list of three or four questions that reveal value to you or

the other person and identify deal killers.

Always look what you believe the counterparts demands and position might seem and dig into the underlying motivation. Your goal is to find out what is making them what they want. Motivations are what people worry about what they hope and lust for. It’s easy to assume that the other person’s needs conflict with our own, so don’t limit your field of vision to your issues or problems. 01 04 02 05 03 06 What are we trying to accomplish here? How does XXXX affect things for you? How is this worthwhile to you/your business? What is the biggest challenge you face? What is the core issue here? How does XXXX fit into what the objective is? CALIBRATED QUESTIONS 4

What are we up against here? What is the biggest challenge you face? How does doing this project with us affect things? What happens if you do nothing? What does doing nothing cost you? How does this project resonate with what your company prides itself on? Ask them in groups of two as it helps a person think about the samethings from different angles and follow up with labels that turn their responses back to them and helps you to expand the information. Seems like you are worried that XXXX? Seems like XXXX is important to you? Seems like you feel my company is in a unique position to XXXX?

Finding The High-Value Low

Cost Variables

List any non-cash items that would be valuable to you as

they might significantly advance your business.

NON CASH OFFERS 5 What could they give that could get you to do the project for free? E.g., advertising or promotion to a large and attractive audience, contra deal for their services.