The Intelligent Negotiator: What to Say, What to Do, How to Get What You Want--Every Time
Format: PDF / Kindle (mobi) / ePub
Nearly every professional interaction you have during your career will involve a negotiation of some sort. Whether you're closing a million-dollar deal with a client, bargaining over your own terms of employment, or delegating duties among your coworkers, the key to successful negotiation is possessing intelligence. But intelligence doesn't mean just having smarts. It means knowing your opponents inside and out: how they respond under stress, what tricks they try to pull to catch you off guard, and how to negotiate a fair deal that makes both sides happy. It means knowing what they will ask for before they ask, what they are willing to give before they give, and where they will draw the line before they walk away from the table.
The Intelligent Negotiator is your complete and practical guide to understanding and mastering effective negotiating skills. Author and negotiation expert Charles Craver goes beyond the basic principles of negotiation and gets down to the nitty-gritty steps of the process, including what kinds of clothes to wear to help you succeed, where to sit in a room during an important negotiation, what questions to ask, how to listen and watch effectively, how to present your offers, and, most importantly, when to give and when to take. Mr. Craver has taught the ins and outs of effective negotiation to more than 60,000 professionals from around the globe over the past 25 years. In this easy-to-use book, he reveals his never-fail techniques that will give you the confidence and persuasiveness of a seasoned pro. You'll discover how to:
·Identify the different types of negotiating techniques, when to use each one, and how to counter them
·Close a deal properly to avoid last-minute demands
·Walk away from a deal without losing your cool
·Prepare for the unexpected, master the mental game, and avoid psychological entrapment
·Understand the different stages of the negotiation process and what to do in each
·And much, much more
Packed with interactive exercises, insightful anecdotes from the author's own career, and invaluable lessons on building a personal negotiating style, this is your complete guide to bargaining and deal-making the right way—with intelligence.
From the Hardcover edition.
CRAVER: How did your meeting with the hiring partner go? STUDENT: Not so well. I only got $78,000. PROFESSOR CRAVER: That’s great! I didn’t think you would do that well. STUDENT: I don’t understand. You said I should be able to get $80,000, and I only got $78,000. PROFESSOR CRAVER: You had to think $80,000 to get the $78,000. If you had gone to lunch hoping to get only $70,000 to $72,000, you would probably have accepted $70,000—and possibly even $68,000. Only at this point does the
feel time pressure forget to ask themselves one critical question: How much is the time factor affecting their counterparts? In most bargaining situations, both sides want to conclude the deal quickly. If you ignore the time pressure influencing your adversaries, you concede this valuable factor to those individuals. Ask yourself how soon they want to finish this interaction. They may have a shorter time frame than you have. If they do, you can exude a patience that will cause them to make the
about the specific requirements of the job being offered. What are the exact job responsibilities involved? Is travel required and how much of it? Does the firm provide employees with special training classes or pay for the cost of professional development courses you may need to take from external institutions? What advancement opportunities should be available to qualified individuals? Can you anticipate regular reviews of your performance and of your compensation level? Can you expect
motivations, and situations well enough to estimate his or her bottom line and aspirations. Skilled bargainers then use this information to maximize their return, but also strive to maximize opponent return, when this can be accomplished at minimal cost to themselves. Why? They need to satisfy their bargaining counterparts’ interests sufficiently to induce them to enter agreements. They know that other parties may experience buyer’s remorse and try to back out of the deal if they
James Sammataro noted the reluctance of African-American athletes to hire African-American agents, apparently believing that European-American agents would obtain better results from white owners.3 This article induced me to review my own course data to see whether this supposition was correct. I found absolutely no difference between the results achieved by African-American and European-American students in my course.4 Assuming differences based on the ethnicity of your counterparts can prevent