Business Negotiation Quotes

Every day's a negotiation and sometimes it's done with guns.

Any business transaction—actually any life transaction—is negotiated by how you are making the other person feel.

One of the most critical strengths of a superior competitor in any discipline—whether we are speaking about sports, business negotiations, or even presidential debates—is the ability to dictate the tone of the battle.

In business, profitability is a non-negotiable.

There is no formula to relationships. They have to be negotiated in loving ways, with room for both parties, what they want and what they need, what they can do and what their life is like. In business, people negotiate to win. They negotiate to get what they want. Maybe you’re too used to that. Love is different. Love is when you are as concerned about someone else’s situation as you are about your own.

In business people negotiate to win. They negotiate to get what they want. Love is different. Love is when you are as concerned about someone else's situation as you are about your own.

You're tough when you need to be, and you can charm the pants off men who have three times your experience. Well, yes. Although I try not to take advantage of that too often. Very awkward negotiating with people who are sitting around in their underwear.

According to Free Trait Theory, we are born and culturally endowed with certain personality traits—introversion, for example—but we can and do act out of character in the service of “core personal projects.” In other words, introverts are capable of acting like extroverts for the sake of work they consider important, people they love, or anything they value highly. Free Trait Theory explains why an introvert might throw his extroverted wife a surprise party or join the PTA at his daughter’s school. It explains how it’s possible for an extroverted scientist to behave with reserve in her laboratory, for an agreeable person to act hard-nosed during a business negotiation, and for a cantankerous uncle to treat his niece tenderly when he takes her out for ice cream.

Do not compromise on the quality and your customers will not negotiate on the price.

In business, profitability is a non-negotiable. If a business is not profitable, it's worthless.

We’re all somebody’s prospect; we’re all somebody’s customer.

Explain the value and justify the cost - People don’t mind paying; they just don’t like to overpay.

Fear never wrote a symphony or poem, negotiated a peace treaty, or cured a disease. Fear never pulled a family out of poverty or a country out of bigotry. Fear never saved a marriage or a business. Courage did that. Faith did that. People who refused to consult or cower to their timidities did that. But fear itself? Fear herds us into a prison and slams the doors. Wouldn’t it be great to walk out?

Note to the wise: whenever someone insists that he wants to buy something from you, but tells you there’s no real value in it yet, two things are happening: he’s lying, and you’re being taken.

we all make vows, Jimmy. And there is something very beautiful and touching and noble about wanting good impulses to be permanent and true forever," she said. "Most of us stand up and vow to love, honor and cherish someone. And we truly mean it, at the time. But two or twelve or twenty years down the road, the lawyers are negotiating the property settlement." "You and George didn't go back on your promises." She laughed. "Lemme tell ya something, sweetface. I have been married at least four times, to four different men." She watched him chew that over for a moment before continuing, "They've all been named George Edwards but, believe me, the man who is waiting for me down the hall is a whole lot different animal from the boy I married, back before there was dirt. Oh, there are continuities. He has always been fun and he has never been able to budget his time properly and - well, the rest is none of your business." "But people change," he said quietly. "Precisely. People change. Cultures change. Empires rise and fall. Shit. Geology changes! Every ten years or so, George and I have faced the fact that we have changed and we've had to decide if it makes sense to create a new marriage between these two new people." She flopped back against her chair. "Which is why vows are such a tricky business. Because nothing stays the same forever. Okay. Okay! I'm figuring something out now." She sat up straight, eyes focused somewhere outside the room, and Jimmy realized that even Anne didn't have all the answers and that was either the most comforting thing he'd learned in a long time or the most discouraging. "Maybe because so few of us would be able to give up something so fundamental for something so abstract, we protect ourselves from the nobility of a priest's vows by jeering at him when he can't live up to them, always and forever." She shivered and slumped suddenly, "But, Jimmy! What unnatural words. Always and forever! Those aren't human words, Jim. Not even stones are always and forever.

Nature is quite unwelcoming to unprofitable things. It seems to be a non-negotiable in nature that every thing in nature must produce more value than it consumes.

At last, Sturmhond straightened the lapels of his teal frock coat and said, “Well, Brekker, it’s obvious you only deal in half-truths and outright lies, so you’re clearly the man for the job.” “There’s just one thing,” said Kaz, studying the privateer’s broken nose and ruddy hair. “Before we join hands and jump off a cliff together, I want to know exactly who I’m running with.” Sturmhond lifted a brow. “We haven’t been on a road trip or exchanged clothes, but I think our introductions were civilized enough.” “Who are you really, privateer?” “Is this an existential question?” “No proper thief talks the way you do.” “How narrow-minded of you.” “I know the look of a rich man’s son, and I don’t believe a king would send an ordinary privateer to handle business this sensitive.” “Ordinary,” scoffed Sturmhond. “Are you so schooled in politics?” “I know my way around a deal. Who are you? We get the truth or my crew walks.” “Are you so sure that would be possible, Brekker? I know your plans now. I’m accompanied by two of the world’s most legendary Grisha, and I’m not too bad in a fight either.” “And I’m the canal rat who brought Kuwei Yul-Bo out of the Ice Court alive. Let me know how you like your chances.” His crew didn’t have clothes or titles to rival the Ravkans, but Kaz knew where he’d put his money if he had any left. Sturmhond clasped his hands behind his back, and Kaz saw the barest shift in his demeanor. His eyes lost their bemused gleam and took on a surprising weight. No ordinary privateer at all. “Let us say,” said Sturmhond, gaze trained on the Ketterdam street below, “hypothetically, of course, that the Ravkan king has intelligence networks that reach deep within Kerch, Fjerda, and the Shu Han, and that he knows exactly how important Kuwei Yul-Bo could be to the future of his country. Let us say that king would trust no one to negotiate such matters but himself, but that he also knows just how dangerous it is to travel under his own name when his country is in turmoil, when he has no heir and the Lantsov succession is in no way secured.” “So hypothetically,” Kaz said, “you might be addressed as Your Highness.

Get up in the morning on a mission to save prospective clients from the shabby, ill-fitting, overpriced and worthless alternatives that those charlatans - who are your competition - are trying to get away with flogging them.

students who were told to think about the happiest day of their lives right before taking a standardized math test outperformed their peers.19 And people who expressed more positive emotions while negotiating business deals did so more efficiently and successfully than those who were more neutral or negative.

The most important thing to understand is that while we courted, Americans dated, a pragmatic custom whereby a male and a female set a mutually agreeable time to meet, as if to negotiate a potentially profitable business venture. Americans understood dating to be about investments and gains, short or long term , but we saw romance and courtship as being about losses. After all, the only worthwhile courtship involved persuading a woman who could not be persuaded, not a woman already predisposed to examine her calendar for her availability.

We all need salespeople who help people with the same enthusiasm shown by a small child describing the best Christmas present EVER

Don’t tell me you’re passionate about your job – show me that you’re passionate about helping people like me.

basic rule of negotiation is to know what you want, what you need to walk away with in order to be whole.

In business, you don't get what you deserve, you get what you negotiate.

If You Want To Reach An Agreement, Move From a Competitive Mindset to A Cooperative One

Treat your clients with high professionalism and they will no more negotiate with you.

No, the majority of people just survive, they think their things have a value but nothing does. Things only have a price, based on expectation, and I do business with that. The only thing of value on Earth is time. One second will always be a second, there’s no negotiating with that.

What more do they want? She asks this seriously, as if there's a real conversion factor between information and lives. Well, strange to say, there is. Written down in the Manual, on file at the War Department. Don't forget the real business of the War is buying and selling. The murdering and violence are self-policing, and can be entrusted to non-professionals. The mass nature of wartime death is useful in many ways. It serves as a spectacle, as a diversion from the real movements of the War. It provides raw material to be recorded into History, so that children may be taught History as sequences of violence, battle after battle, and be more prepared for the adult world. Best of all, mass death's a stimulus to just ordinary folks, little fellows, to try 'n' grab a piece of that Pie while they're still here to gobble it up. The true war is a celebration of markets. Organic markets, carefully styled "black" by the professionals, spring up everywhere. Scrip, Sterling, Reichsmarks, continue to move, severe as classical ballet, inside their antiseptic marble chambers. But out here, down here among the people, the truer currencies come into being. So, Jews are negotiable. Every bit as negotiable as cigarettes, cunt, or Hersey bars.

Think about it: if someone had found a way to manipulate human choice and free will – if someone actually had that kind of power – wouldn’t it be a tad surprising if they then decided to share their secret with the masses in a book for $20? Not to mention how it would be just very slightly unethical.

it was very important business. Negotiations for a cease-fire between warring parties." David rolled his eyes. "You could just say makeup sex.

Confidentiality is a delicate bargain of trust.

We all need salespeople who deliver value that wasn’t there before they arrived.

The salesperson you’d ideally like to be and the salesperson you’d like to encounter as a customer should roughly be the same, shouldn’t they?

Solving the problem means helping the customer to understand why you’re the best person for the job

Focusing on Earning the Right will have an incredible effect on the success of every single sales call that you will make from this day on.

We all need salespeople with humility, honesty, integrity, empathy and an old-fashioned work ethic that ensures the job gets done.

Negotiation is permissible for mediocrity not for excellence.

Diplomacy is the art of getting what you want without offending anyone too badly.

Each time we find a way to minimize our effort and increase our gain we are making a business deal, even if it is with ourselves. These negotiations are so ingrained in our routine that they are barely noticeable. But the truth is our existence revolves around profit.

Every single one of our acts is ruled by the laws of economy. When we first wake up in the morning we trade rest for profit. When we go to bed at night we give up potentially profitable hours to renew our strength. And throughout our day we engage in countless transactions. Each time we find a way to minimize our effort and increase our gain we are making a business deal, even if it is with ourselves. These negotiations are so ingrained in our routine that they are barely noticeable.

In business, people negotiate to win. They negotiate to get what they want. Maybe you’re too used to that. Love is different. Love is when you are as concerned about someone else’s situation as you are about your own.

Once war was considered the business of soldiers, international relations the concern of diplomats. But now that war has become seemingly total and seemingly permanent, the free sport of kings has become the forced and internecine business of people, and diplomatic codes of honor between nations have collapsed. Peace in no longer serious; only war is serious. Every man and every nation is either friend or foe, and the idea of enmity becomes mechanical, massive, and without genuine passion. When virtually all negotiation aimed at peaceful agreement is likely to be seen as 'appeasement,' if not treason, the active role of the diplomat becomes meaningless; for diplomacy becomes merely a prelude to war an interlude between wars, and in such a context the diplomat is replaced by the warlord.

It's a strange business, speaking for yourself , in your own name, because it doesn't at all come with seeing yourself as an ego or a person or a subject. Individuals find a real name for themselves, rather, only through the harshest exercise in depersonalization, by opening themselves up to the multiplicities everywhere within them, to the intensities running through them.

The point is that television does not reveal who the best man is. In fact, television makes impossible the determination of who is better than whom, if we mean by 'better' such things as more capable in negotiation, more imaginative in executive skill, more knowledgeable about international affairs, more understanding of the interrelations of economic systems, and so on. The reason has, almost entirely, to do with 'image.' But not because politicians are preoccupied with presenting themselves in the best possible light. After all, who isn't? It is a rare and deeply disturbed person who does not wish to project a favorable image. But television gives image a bad name. For on television the politician does not so much offer the audience an image of himself, as offer himself as an image of the audience. And therein lies one of the most powerful influences of the television commercial on political discourse.

The best negotiating tactic is to build a genuine, trusting relationship. If you’re an unknown entrepreneur and the person you’re dealing with isn’t invested in you, why would he or she even do business with you? But on the other hand, if the person is your mentor or friend, you might not even need to negotiate.

The Law: You must never disagree In the midst of a negotiation, debate or heated argument, try and remember that the key to changing someone’s mind is finding a shared belief or motive that will keep their brain open to your point of view.

•    Finding a good deal, the right business, the right people, the right investors, or whatever is just like dating. You must go to the market and talk to a lot of people, make a lot of offers, counteroffers, negotiate, reject, and accept.

They don’t really listen to speeches or talks. They absorb incrementally, through hours and hours of observation. The sad truth about divorce is that it’s hard to teach your kids about life unless you are living life with them: eating together, doing homework, watching Little League, driving them around endlessly, being bored with nothing to do, letting them listen while you do business, while you negotiate love and the frustrations and complications and rewards of living day in and out with your wife. Through this, they see how adults handle responsibility, honesty, commitment, jealousy, anger, professional pressures, and social interactions. Kids learn from whoever is around them the most.

To maximize ESG performance in today’s economy, employing advanced technologies is a non-negotiable for companies. Effective software is becoming critical to compliance.

If you can walk away from a deal, you’re in the best position to negotiate the best terms.

Everybody sells something to somebody every day, whether it’s a product, a service or just a case of making sure that they get their own way.

Write like you speak with the 'rhythms of human speech,' as William Zinsser said, and in as few words as possible. Use action verbs to carry water.

If you don’t earn their trust at the beginning, they sure as hell won’t trust you with their money at the end.

Expression is saying what you really feel. Impression is saying what others want to hear.

A good negotiator flatters the seller not the product.

You need a team for war, not for negotiation.

When your pipeline is full – with business coming out of your ears – the notion of people asking for a discount will sound hilarious, because you’ll already be at capacity

Salespeople who think that it’s all about price aren’t required: If it can be sold on the internet at the lowest price, you can take the huge cost of a sales team out of the equation.

Yes, it struck her now that this whole business of the bull was like a life; the important birth, the fair chance, the tentative, then assured, then half-dispairing circulations of the ring, an obstacle negotiated - a feat improperly recognized - boredom, resignation, collapse: then another, more convulsive birth, a new start; the circumspect endeavours to obtain one's bearings in a world now frankly hostile, the apparent but deceptive encouragement of one's judges, half of whom were asleep, the swervings into the beginnings of disaster because of that same negligible obstacle one had surely taken before at a stride, the final enmeshment in the toils of enemies one was never quite certain weren't friends more clumsy than actively ill-disposed, followed by disaster, capitulation, disintegration.

Tom looked at St. Vincent. “I assume the editor at the Chronicle refused to divulge the writer’s identity?” St. Vincent looked rueful. “Categorically. I’ll have to find a way to pry it out of him without bringing the entire British press to his defense.” “Yes,” Tom mused, tapping his lower lip with a fingertip, “they tend to be so touchy about protecting their sources.” “Trenear,” Lord Ripon said through gritted teeth, “will you kindly throw him out?” “I’ll see myself out,” Tom said casually. He turned as if to leave, and paused as if something had just occurred to him. “Although … as your friend, Trenear, I find it disappointing that you haven’t asked about my day. It makes me feel as if you don’t care.” Before Devon could respond, Pandora jumped in. “I will,” she volunteered eagerly. “How was your day, Mr. Severin?” Tom sent her a brief grin. “Busy. After six tedious hours of business negotiations, I paid a call to the chief editor of the London Chronicle.” St. Vincent lifted his brows. “After I’d already met with him?” Trying to look repentant, Tom replied, “I know you said not to. But I had a bit of leverage you didn’t.” “Oh?” “I told him the paper’s owner would dismiss him and toss him out on the pavement if he didn’t name the anonymous writer.” St. Vincent stared at him quizzically. “You bluffed?” “No, that is what the business negotiations were about. I’m the new owner. And while the chief editor happens to be a staunch advocate for freedom of the press, he’s also a staunch supporter of not losing his job.” “You just bought the London Chronicle,” Devon said slowly, to make certain he hadn’t misheard. “Today.” “No one could do that in less than a day,” Ripon sneered. Winterborne smiled slightly. “He could,” he said, with a nod toward Tom. “I did,” Tom confirmed, picking idly at a bit of lint on his cuff. “All it took was a preliminary purchase agreement and some earnest money.

Endings are a part of every aspect of life. When done well, the seasons of life are negotiated, and the proper endings lead to the end of pain, greater growth, personal and business goals reached, and better lives. Endings bring hope.

One sticking point was that Jobs wanted his payout to be in cash. Amelio insisted that he needed to "have skin in the game" and take the payout in stock that he would agree to hold for at least a year.” Jobs resisted. Finally, they compromised: Jobs would take $120 million in cash and $37 million in stock, and he pledged to hold the stock for at least six months.

Never Underestimate. Just as in any other negotiation, watching before acting is as important as listening before speaking. It's doubly important in China, however, where customs are time-honored and breaches of protocol not so quickly forgiven.

NAFTA was another enduring Trump target. The president had said for months he wanted to leave NAFTA and renegotiate. “The only way to get a good deal is to blow up the old deal. When I blow it up, in that six months, they’ll come running back to the table.” His theory of negotiation was that to get to yes, you first had to say no. “Once you blow it up,” Cohn replied, “it may be over. That’s the most high-risk strategy. That either works or you go bankrupt.” Cohn realized that Trump had gone bankrupt six times and seemed not to mind. Bankruptcy was just another business strategy. Walk away, threaten to blow up the deal. Real power is fear.

Prepare for every negotiation... 1) Focus on Outcomes. What is it that you want to walk away with? Being as specific as possible also increases the likelihood of negotiation success. 2) Support your desired outcome with data that points to its reasonableness. 3) Writing down your key points in advance - and practicing them - enables you to stay focused on what's most important and avoid going off on tangents. 4) Err on the side of asking for more, rather than less [of what you really want]. 5) Be willing to walk away.

Rennie can see what she is now: she's an object of negotiation. The truth about knights comes suddenly clear: the maidens were only an excuse. The dragon was the real business. So much for vacation romances, she thinks. A kiss is just a kiss, Jocasta would say, and you're lucky if you don't get trenchmouth.

I’m continually amazed at how even extremely high performers’ lives are often still controlled in some way by their family-of-origin or in-law relationships. I wish we had some cosmic algorithm that actually revealed how much lost performance comes from people having to continually negotiate the intrusion of family-of-origin conditioning and interference into their businesses, careers, marriages, parenting styles, life choices, and the like. It literally becomes crippling to even some of the most talented people out there. In these situations, even if the adult umbilical cord is providing food, it’s charging exorbitant rent.

Think globally, act locally. When negotiating, think communally, act personally

When you’re in another country, remember to do as the locals do, since it is your ways that may seem strange of offensive to them.

Democracy is grinding work. Whereas family businesses and army squadrons may be ruled by fiat, democracies require negotiation, compromise, and concessions.

Why would you ever do business with me? Why would you ever change from your existing supplier? They’re great!

We all need salespeople who understand the problem and can deliver a solution that works brilliantly for both sides.

Remember: when you walk into a DIY store to buy a drill, you don’t want the drill. Your end goal is to make a hole and, in order to achieve this, you have to buy the drill.

If what you sell doesn’t help me then why are you knocking on my door?

Don't burn your bridges until you build better ones.

In other words, introverts are capable of acting like extroverts for the sake of work they consider important, people they love, or anything they value highly. Free Trait Theory explains why an introvert might throw his extroverted wife a surprise party or join the PTA at his daughter’s school. It explains how it’s possible for an extroverted scientist to behave with reserve in her laboratory, for an agreeable person to act hard-nosed during a business negotiation, and for a cantankerous uncle to treat his niece tenderly when he takes her out for ice cream. As these examples suggest, Free Trait Theory applies in many different contexts, but it’s especially relevant for introverts living under the Extrovert Ideal.

In other words, good negotiators need to develop a poker face-not one that remains expressionless, always hiding true feelings, but one that displays the right emotions at the right times.

Feeling witless and utterly drained, Lillian let herself collapse over him, her head coming to rest on the center of his chest. His heart pounded and thundered beneath her ear for long minutes before it eased into something approaching a normal rhythm. “My God,” he muttered, his arms sliding around her, then falling away as if even that required too much effort. “Lillian. Lillian.” “Mmm?” She blinked drowsily, experiencing an overwhelming need to sleep. “I’ve changed my mind about negotiating. You can have whatever you want. Any conditions, anything that’s in my power to accomplish. Just put my mind at ease and say you’ll be my wife.” Lillian managed to lift her head and stare into his heavy-lidded eyes. “If this is an example of your bargaining ability,” she said, “I’m rather worried about your corporate affairs. You don’t surrender this easily to your business partners’ demands, I hope.” “No. Nor do I sleep with them.” A slow grin spread across her face. If Marcus was willing to take a leap of faith, then she would do no less. “Then to put your mind at ease, Westcliff… yes, I’ll be your wife. Though I warn you… you may be sorry you didn’t negotiate when you learn my conditions later. I may want a board position on the soap company, for example…” “God help me,” he muttered, and with a deep sigh of contentment, he fell asleep.

Women scored a salary that was 18 percent higher when they negotiated the salary for someone else. Men pretty much negotiated the same salaries whether it was for themselves or for someone else, and the levels were pretty consistent with what the women negotiated when they represented someone else. It appears that the women executives were particularly energized when they felt a sense o responsibility to represent another person's interests.

The marches in Albany concentrated on city hall where they had little leverage and no votes. “All of our marches in Albany,” said Martin, “were to the city hall trying to make them negotiate, where if we had centered our protests at the businesses in the city, [we could have] made the merchants negotiate. And if you can pull them around, you pull the political power structure because the political power structure listens to the economic power structure.

Perhaps it sounds awfully simplistic, but I have often thought how much better off our country would be if sometimes we left the Washington bureaucrats at home and let a group of common sense, everyday men and women-farmers, bankers, factory workers, small business owners, school teachers, ranchers, etc.-negotiate on behalf of the United States. Certainly they could do no worse, and personally I'm confident-because of their COMMON SENSE-they would do much better.

First things first: Always go to class! The importance of this rule cannot be overmphasized. It doesn't matter if your class meets at 6:00 A.M., at the top of the steepest hill on campus, on saturday mornings—wake up, get dressed, and go to the lecture on time. As Lydia, a straight-A student from Dartmouth, explains, if you skip class, "it'll take twice as long studying to make up for what you missed." This is why class attendance is so important. Not because learning is power, or it's what your parents would want you do, but because it saves you time. if you attend class regularly, you will significantly cut down on the amount of studying required to score high grades. Don't make this negotiable. Even if you're tired, hung over, or extremely busy, find a way to make it there.

In a recent study,4 Columbia Business School psychologists found that job applicants who named a range received significantly higher overall salaries than those who offered a number, especially if their range was a “bolstering range,” in which the low number in the range was what they actually wanted.

She had a knack for numbers and negotiation, and once, when Karel had asked when she planned to settle down, Elizka Novotny had pulled a wisp of curls from the corner of her wet mouth and said, "I am settled. I didn't grow daddy's business just to marry some dirt farmer who expects me to hand over the reins so he can make a wreck of it.

Underlying all this activity—in the customhouses, on the wharves, in every place of business—were numbers. Merchants measured out their wares and negotiated prices; customs officers calculated taxes to be levied on imports; scribes and stewards prepared ships’ manifests, recording the values in long columns using Roman numerals. They would have put their writing implements to one side and used either their fingers or a physical abacus to perform the additions, then picked up pen and parchment once again to enter the subtotals from each page on a final page at the end. With no record of the computation itself, if anyone questioned the answer, the entire process would have to be repeated.

In any interaction, it pleases us to feel that the other side is listening and acknowledging our situation. Whether you are negotiating a business deal or simply chatting to the person at the supermarket butcher counter, creating an empathetic relationship and encouraging your counterpart to expand on their situation is the basis of healthy human interaction.

There is no formula to relationships. They have to be negotiated in loving ways, with room for both parties, what they want and what they need, what they can do and what their life is like. “In business, people negotiate to win. They negotiate to get what they want. Maybe you’re too used to that. Love is different. Love is when you are as concerned about someone else’s situation as you are about your own.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

you are required to assume an attitude of detachment and objectivity. This includes your bringing to the task what Bertrand Russell called an “immunity to eloquence,” meaning that you are able to distinguish between the sensuous pleasure, or charm, or ingratiating tone (if such there be) of the words, and the logic of their argument. But at the same time, you must be able to tell from the tone of the language what is the author’s attitude toward the subject and toward the reader. You must, in other words, know the difference between a joke and an argument. And in judging the quality of an argument, you must be able to do several things at once, including delaying a verdict until the entire argument is finished, holding in mind questions until you have determined where, when or if the text answers them, and bringing to bear on the text all of your relevant experience as a counterargument to what is being proposed. You must also be able to withhold those parts of your knowledge and experience which, in fact, do not have a bearing on the argument. And in preparing yourself to do all of this, you must have divested yourself of the belief that words are magical and, above all, have learned to negotiate the world of abstractions, for there are very few phrases and sentences in this book that require you to call forth concrete images. In a print-culture, we are apt to say of people who are not intelligent that we must “draw them pictures” so that they may understand. Intelligence implies that one can dwell comfortably without pictures, in a field of concepts and generalizations.

I realize that it’s weird that this appendix is in the middle of the book instead of at the end where appendixes are supposed to be, but it works better here, and technically your appendix is in the middle of your body so it sort of makes sense. Probably God had the same issue when Adam was like, “I don’t want to sound ungrateful, but it sort of hurts when I walk. Is that normal? Is this thing on my foot a tumor?” And God was like, “It’s not a tumor. That’s your appendix. Appendixes go at the end. Read a book, dude.” Then Adam was all, “Really? Because I don’t want to second-guess you but it seems like a design flaw. Also that snake in the garden told me it doesn’t even do anything.” And God shook his head and muttered, “Jesus, that fucking snake is like TMZ.” And then Adam was like, “Who’s Jesus?” and God said, “No one yet. It’s just an idea I’m throwing around.” And then God zapped Adam’s appendix off his foot and stuck it in Adam’s midsection instead in case he decided to use it later. But the next day Adam probably asked for a girlfriend and God was like, “It’s gonna cost you a rib,” and Adam was all, “Don’t I need those? Can’t you just make her out of my appendix?” And the snake popped out and hissed, “Seriously, why are you so attached to this appendix idea? Don’t those things occasionally explode for no reason whatsoever?” and God was like, “THIS IS NONE OF YOUR BUSINESS, JEFFERSON. I’M STARTING TO QUESTION WHY I EVEN MADE YOU.” And Adam was like, “Wait … what? They explode?” And God was all, “I’M NOT NEGOTIATING WITH YOU, ADAM.” And that’s why appendixes go in the middle and should probably be removed.

Break the habit of attempting to get people to say “yes.” Being pushed for “yes” makes people defensive. Our love of hearing “yes” makes us blind to the defensiveness we ourselves feel when someone is pushing us to say it. ■​“No” is not a failure. We have learned that “No” is the anti-“Yes” and therefore a word to be avoided at all costs. But it really often just means “Wait” or “I’m not comfortable with that.” Learn how to hear it calmly. It is not the end of the negotiation, but the beginning. ■​“Yes” is the final goal of a negotiation, but don’t aim for it at the start. Asking someone for “Yes” too quickly in a conversation—“Do you like to drink water, Mr. Smith?”—gets his guard up and paints you as an untrustworthy salesman. ■​Saying “No” makes the speaker feel safe, secure, and in control, so trigger it. By saying what they don’t want, your counterpart defines their space and gains the confidence and comfort to listen to you. That’s why “Is now a bad time to talk?” is always better than “Do you have a few minutes to talk?” ■​Sometimes the only way to get your counterpart to listen and engage with you is by forcing them into a “No.” That means intentionally mislabeling one of their emotions or desires or asking a ridiculous question—like, “It seems like you want this project to fail”—that can only be answered negatively. ■​Negotiate in their world. Persuasion is not about how bright or smooth or forceful you are. It’s about the other party convincing themselves that the solution you want is their own idea. So don’t beat them with logic or brute force. Ask them questions that open paths to your goals. It’s not about you. ■​If a potential business partner is ignoring you, contact them with a clear and concise “No”-oriented question that suggests that you are ready to walk away. “Have you given up on this project?” works wonders. CHAPTER 5 TRIGGER THE TWO WORDS THAT IMMEDIATELY TRANSFORM ANY NEGOTIATION

God wants us to use our resources to help others, but He does not want us to be naïve. Use the business, common and spiritual sense that God has blessed you with to stand up to people with unfair business practices. Study His word to see how He handles the enemy when it tries to disguise itself as a supportive customer of yours. The same family member asking you for a free service is the same person that would never think to negotiate their electric bill. The same church member who wants a discount is the same person who will go to a restaurant and not only pay the full bill, but tip the waitress on top of it! Do you not deserve that same respect and consideration?

Ya'aburnee1. As in you bury me. A rough translation for the way I want to leave this world before you because I can’t imagine having to go through a single day without you in it. If this last week was a preview of that kind of life, then I can assure you it isn’t a life worth living. You’re my wife and my best friend. The future mother of my children and the one place that truly feels like home. You’re the woman I want to spend the rest of my life with, not because you signed a contract, but because you love me enough to stay without one. “I want to be the kind of man who is worthy of a woman like you—if it’s even possible. I promise to work every damn day to make sure you don’t regret marrying someone as miserable as me. Because when I’m with you, I’m not miserable at all. You make me happy in a way that makes me afraid to blink just in case it all disappears.” The vulnerability of his words tugs at every single one of my heartstrings. “I’ll give you anything you want—anything at all—so long as you give me a chance to make you as happy as you make me. A dog. A family. A home. I want it all. These are my terms and conditions, take it or leave it because I’m not open to negotiations.” “Only you could make a proposal sound like a business acquisition and get away with it.” “Marry me,” he orders with a smile that could make me agree to just about anything.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

Bezos kept pushing for more. He asked Blake to exact better terms from the smallest publishers, who would go out of business if it weren't for the steady sales of their back catalogs on Amazon. Within the books group, the resulting program was dubbed the Gazelle Project because Bezos suggested to Blake in a meeting that Amazon should approach these small publishers the way a cheetah would pursue a sickly gazelle. As part of the Gazelle Project, Blake's group categorized publishers in terms of their dependency n Amazon and then opened negotiations with the most vulnerable companies. Three book buyers at the time recall this effort. Blake herself said that Bezos meant the cheetah-and-gazelle analogy as a joke and it was carried too far. Yet the program clearly represented something real--an emerging realpolitik approach toward book publishers, an attitude whose ruthlessness startled even some Amazon employees. Soon after the Gazelle Project began, Amazon's lawyers heard about the name and insisted it be changed to the less incendiary Small Publisher Negotiation Program.

No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” 2.​A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” 3.​Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” 4.​More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” 5.​Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “. . . my work was subpar?” 6.​A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” 7.​If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” 8.​A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?

Yes,” her boss responded, “one for us and one for the customer.” “I’m sorry, so you are saying that the client is asking for a copy and we need a copy for internal use?” “Actually, I’ll check with the client—they haven’t asked for anything. But I definitely want a copy. That’s just how I do business.” “Absolutely,” she responded. “Thanks for checking with the customer. Where would you like to store the in-house copy? There’s no more space in the file room here.” “It’s fine. You can store it anywhere,” he said, slightly perturbed now. “Anywhere?” she mirrored again, with calm concern. When another person’s tone of voice or body language is inconsistent with his words, a good mirror can be particularly useful. In this case, it caused her boss to take a nice, long pause—something he did not often do. My student sat silent. “As a matter of fact, you can put them in my office,” he said, with more composure than he’d had the whole conversation. “I’ll get the new assistant to print it for me after the project is done. For now, just create two digital backups.” A day later her boss emailed and wrote simply, “The two digital backups will be fine.” Not long after, I received an ecstatic email from this student: “I was shocked! I love mirrors! A week of work avoided!” Mirroring will make you feel awkward as heck when you first try it. That’s the only hard part about it; the technique takes a little practice. Once you get the hang of it, though, it’ll become a conversational Swiss Army knife valuable in just about every professional and social setting.

My morning schedule saw me first in Cannan’s office, conferring with my advisor, but our meeting was interrupted within minutes by Narian, who entered without knocking and whose eyes were colder than I had seen them in a long time. “I thought you intended to control them,” he stated, walking toward the captain’s desk and standing directly beside the chair in which I sat.” He slammed a lengthy piece of parchment down on the wood surface, an unusual amount of tension in his movements. I glanced toward the open door and caught sight of Rava. She stood with one hand resting against the frame, her calculating eyes evaluating the scene while she awaited orders. Cannan’s gaze went to the parchment, but he did not reach for it, scanning its contents from a distance. Then he looked at Narian, unruffled. “I can think of a dozen or more men capable of this.” “But you know who is responsible.” Cannan sat back, assessing his opposition. “I don’t know with certainty any more than you do. In the absence of definitive proof of guilt on behalf of my son and his friends, I suggest you and your fellows develop a sense of humor.” Then the captain’s tone changed, becoming more forbidding. “I can prevent an uprising, Narian. This, you’ll have to get used to.” Not wanting to be in the dark, I snatched up the parchment in question. My mouth opened in shock and dismay as I silently read its contents, the men waiting for me to finish. On this Thirtieth Day of May in the First Year of Cokyrian dominance over the Province of Hytanica, the following regulations shall be put into practice in order to assist our gracious Grand Provost in her effort to welcome Cokyri into our lands--and to help ensure the enemy does not bungle the first victory it has managed in over a century. Regulation One. All Hytanican citizens must be willing to provide aid to aimlessly wandering Cokyrian soldiers who cannot on their honor grasp that the road leading back to the city is the very same road that led them away. Regulation Two. It is strongly recommended that farmers hide their livestock, lest the men of our host empire become confused and attempt to mate with them. Regulation Three. As per negotiated arrangements, crops grown on Hytanican soil will be divided with fifty percent belonging to Cokyri, and seventy-five percent remaining with the citizens of the province; Hytanicans will be bound by law to wait patiently while the Cokyrians attempt to sort the baffling deficiency in their calculations. Regulation Four. The Cokyrian envoys assigned to manage the planting and farming effort will also require Hytanican patience while they slowly but surely learn what is a crop and what is a weed, as well as left from right. Regulation Five. Though the Province Wall is a Cokyrian endeavor, it would be polite and understanding of Hytanicans to remind the enemy of the correct side on which to be standing when the final stone is laid, so no unfortunates may find themselves trapped outside with no way in. Regulation Six. When at long last foreign trade is allowed to resume, Hytanicans should strive to empathize with the reluctance of neighboring kingdoms to enter our lands, for Cokyri’s stench is sure to deter even the migrating birds. Regulation Seven. For what little trade and business we do manage in spite of the odor, the imposed ten percent tax may be paid in coins, sweets or shiny objects. Regulation Eight. It is regrettably prohibited for Hytanicans to throw jeers at Cokyrian soldiers, for fear that any man harried may cry, and the women may spit. Regulation Nine. In case of an encounter with Cokyrian dignitaries, the boy-invader and the honorable High Priestess included, let it be known that the proper way in which to greet them is with an ass-backward bow.

The CEO answered by saying the bill was too high, that he’d pay half of it and that they would talk about the rest. After that, he stopped answering her calls. The underlying dynamic was that this guy didn’t like being questioned by anyone, especially a woman. So she and I developed a strategy that showed him she understood where she went wrong and acknowledged his power, while at the same time directing his energy toward solving her problem. The script we came up with hit all the best practices of negotiation we’ve talked about so far. Here it is by steps: A “No”-oriented email question to reinitiate contact: “Have you given up on settling this amicably?” A statement that leaves only the answer of “That’s right” to form a dynamic of agreement: “It seems that you feel my bill is not justified.” Calibrated questions about the problem to get him to reveal his thinking: “How does this bill violate our agreement?” More “No”-oriented questions to remove unspoken barriers: “Are you saying I misled you?” “Are you saying I didn’t do as you asked?” “Are you saying I reneged on our agreement?” or “Are you saying I failed you?” Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: “It seems like you feel my work was subpar.” Or “… my work was subpar?” A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: “How am I supposed to accept that?” If none of this gets an offer of full payment, a label that flatters his sense of control and power: “It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently.” A long pause and then one more “No”-oriented question: “Do you want to be known as someone who doesn’t fulfill agreements?” From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm

ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?