How To Negotiate Building Quotes

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.

You can’t decide to value your child sometimes, and then put a game of Farmville, or golf, or a scrapbooking session before kids on other days. Values are non-negotiable like that.

The next time a police officer stops you for a traffic infraction, apologize and thank the officer for doing his or her job. You are valuing their judgment in stopping you. You are valuing the time they have spent building a career. And when you value other people, they give you stuff.

Do you even feel anything, Chad? Will you for once stop walking around, all in control and f'ing calm? Do you have any idea what you all have done. I lost everything, Chad. Everything, when Kyle died. I lost myself. I had finally begun to build a new life with new friends. With people I thought cared about me. I have started to be just a little bit happy again. Was it too much to ask? Did I ask for too much by just wanting to have a little bit of a life again? Now, it’s all screwed up again and you walk around here like you don’t feel anything about what’s happened.” Chad spun around, and for only the second time since she’d known him, she saw the flash of anger so fierce her breath caught in her throat and she took an involuntary step back, away from him. Jennie knew Chad would never hurt her on purpose, but the anger rolling off of him was palpable. It seemed to force her backwards as if it had a life of its own, a power of its own. “Not feel anything, Jennie? Are you f'ing kidding me? I walk around here every day and I ache every f'ing minute I’m with you. I’m so twisted up with loving you and hating you, I can’t breathe. I can’t keep my hands off you, but I can’t let myself kiss you because I might lose myself in you. I can’t make love to you because I’m afraid you’ll pretend I’m him. I know you want his arms around you, not mine. I know you want it to be his baby inside you, not mine. And I know you can’t love me back, no matter what I do, because you’re still so in love with your husband, you can’t even begin to see me.” Chad didn’t stop and Jennie didn’t try to stop him. “And every day, I have to sit here and wonder how I’ll be a part of my baby’s life. I wonder if you’ll let me be in the delivery room, if you’ll let me help you name the baby. I wonder how much money I’d have to offer the people who live across the street from you to get them to sell me their house, just so I can see my child grow up. If you’ll let me...” Chad stopped as if he’d run out of steam. They stood in uneasy silence for a long time before Chad spoke again. He sounded worn out and bitter and angry, mirroring Jennie’s chaos of emotions. “Am I feeling anything? Yeah. I’m feeling some f'ing sh**, Jen.

Politics is an endless series of negotiations and compromises, and even if the processes are often complicated, the foundations are always simple: everyone wants to be paid, one way or another, so most parts of all bureaucratic systems work the same way: give me something, and I’ll give you something. That’s how we build civilizations.

Always lost, always striking out in the wrong direction, always going around in circles. You have suffered from a life-long inability to orient yourself in space, and even in New York, the easiest of cities to negotiate, the city where you have spent the better part of your adulthood, you often run into trouble. Whenever you take the subway from Brooklyn to Manhattan (assuming you have boarded the correct train and are not traveling deeper into Brooklyn), you make a special point to stop for a moment to get your bearings once you have climbed the stairs to the street, and still you will head north instead of south, go east instead of west, and even when you try to outsmart yourself, knowing that your handicap will set you going the wrong way and therefore, to rectify the error, you do the opposite of what you were intending to do, go left instead of right, go right instead of left, and still you find yourself moving in the wrong direction, no matter how many adjustments you have made. Forget tramping alone in the woods. You are hopelessly lost within minutes, and even indoors, whenever you find yourself in an unfamiliar building, you will walk down the wrong corridor or take the wrong elevator, not to speak of smaller enclosed spaces such as restaurants, for whenever you go to the men’s room in a restaurant that has more than one dining area, you will inevitably make a wrong turn on your way back and wind up spending several minutes searching for your table. Most other people, your wife included, with her unerring inner compass, seem to be able to get around without difficulty. They know where they are, where they have been, and where they are going, but you know nothing, you are forever lost in the moment, in the void of each successive moment that engulfs you, with no idea where true north is, since the four cardinal points do not exist for you, have never existed for you. A minor infirmity until now, with no dramatic consequences to speak of, but that doesn’t mean a day won’t come when you accidentally walk off the edge of a cliff.

Looking at the other person’s point of view and arousing in them an eager want for something is not to be construed as manipulating that person so that they will do something that is only for your benefit and their detriment. Each party should gain from the negotiation.

Every time Tesla interacted with Detroit it received a reminder of how the once-great city had been separated from its own can-do culture. Tesla tried to lease a small office in Detroit. The costs were incredibly low compared with space in Silicon Valley, but the city’s bureaucracy made getting just a basic office an ordeal. The building’s owner wanted to see seven years of audited financials from Tesla, which was still a private company. Then the building owner wanted two years’ worth of advanced rent. Tesla had about $50 million in the bank and could have bought the building outright. “In Silicon Valley, you say you’re backed by a venture capitalist, and that’s the end of the negotiation,” Tarpenning said. “But everything was like that in Detroit. We’d get FedEx boxes, and they couldn’t even decide who should sign for the package.

The lobby of the Fanny Briggs Memorial Building was almost finished when she arrived. As if to distract from the minuscule and cramped philosophy of what would transpire on the floors above, the city offered visitors the spacial bounty of the lobby. The ersatz marble was firm underfoot like real marble, sheer, and produced trembling echoes effortlessly. The circle of Doric columns braced the weight above without complaint. The mural, however, was not complete. It started out jauntily enough to Lila Mae’s left. Cheerless Indians holding up a deerskin in front of a fire. The original tenants, sure. A galleon negotiating the tricky channels around the island. Two beaming Indians trading beads to a gang of white men—the infamous sale of the Island. Big moment, have to include that, the first of many dubious transactions in the city’s history. (They didn’t have elevators yet. That’s why the scenes look so flat to Lila Mae: the city is dimensionless.) The mural jumped to the Revolution then, she noticed, skipped over a lot of stuff. The painter seemed to be making it up as he went along, like the men who shaped the city. The Revolution scene was a nice setpiece—the colonists pulling down the statue of King George III. They melted it down for ammunition, if she remembers correctly. It’s always nice when a good mob comes together. The painting ended there. (Someone knocks at the door of her room in 117 Second Avenue, but she doesn’t open her eyes.) Judging from the amount of wall space that remained to Lila Mae’s right, the mural would have to get even more brief in its chronicle of the city’s greatest hits. Either the painter had misjudged how much space he had or the intervening years weren’t that compelling to him. Just the broad strokes, please.

I can't help but wonder how the old Empire would have handled the crisis. I hope you will forgive my partisan attitude but it seems to me that the Emperor would have mobilized his entire armament at the first threat and dealt with the Yuuzhan Vong in an efficient and expeditious manner through the use of overwhelming force. Certainly better than Borsk Fey'lya's policy if I understood it correctly as a policy of negotiating with the invaders at the same time as he was fighting them sending signals of weakness to a ruthless enemy who used negotiation only as a cover for further conquests." "That's not what the Empire would have done Commander. What the Empire would have done was build a super-colossal Yuuzhan Vong-killing battle machine. They would have called it the Nova Colossus or the Galaxy Destructor or the Nostril of Palpatine or something equally grandiose. They would have spent billions of credits employed thousands of contractors and subcontractors and equipped it with the latest in death-dealing technology. And you know what would have happened It wouldn't have worked. They'd forget to bolt down a metal plate over an access hatch leading to the main reactors or some other mistake and a hotshot enemy pilot would have dropped a bomb down there and blow the whole thing up. Now that's what the Empire would have done." Dorja Han

I began reading about urban planning, a subject that had long interested me. To fall in love with your city again, try seeing it through the eyes of an urbanist. You become a benevolent narrator, observing how your characters negotiate daily routines as they hurry about their lives. You come to understand how a new building affects a nearby park, how a few chairs placed under a tree can transform a street. Even things that are irritating - the biker flying down the sidewalk, the plaza with no place to sit - become a puzzle to solve. What design might be better? What would bring everyone together? What pulls them apart? The spirit of investigation began to return, and I was back on the sidewalk, looking for clues.

One can hardly fault China for seizing on a great bargain, but for Zambia, the auctioning off of its most lucrative economic resources at fire-sale prices constituted another big stroke of bad national luck. Copper prices were still depressed and the government’s state of near bankruptcy at the time meant that Zambia had little negotiating power. Edith Nawakwi, who was the Zambian finance minister at the time of the sale, said that the country was pressured by its more traditional partners to accept this pittance. “We were told by advisers, who included the International Monetary Fund and the World Bank, that … for the next twenty years, Zambian copper would not make a profit. [Conversely, if we privatized] we would be able to access debt relief, and this was a huge carrot in front of us—like waving medicine in front of a dying woman. We had no option [but to go ahead].” The

Youth are not just the leaders of tomorrow; they are the catalysts for change today." "True justice lies in creating spaces where every voice, no matter how quiet, can be heard." "Inclusive development begins with acknowledging the power of diversity in every corner of society." "Advocacy is not a profession; it is a responsibility we owe to the generations that come after us." "Empowering young minds is the key to unlocking a future built on innovation, compassion, and resilience." "Laws shape society, but it is the values of fairness and equality that breathe life into them." "A sustainable future is crafted when policy, people, and purpose align." "Strengthening civic engagement is not just about building informed citizens; it’s about nurturing empowered communities." "In every challenge lies an opportunity for growth, and in every voice, a spark for change." "Human rights are not negotiable; they are the foundation upon which we build a just society.

Like Barry before him, Diop complained that Chinese projects were negotiated with a total lack of transparency. “If we are paying for big projects we want them to include real transfer of technology and of expertise, but the Chinese bring all their own workers, and the few Guineans are reduced to the role of task boys. In one case we had here, a Chinese company was hired to build a bridge and they did most of their work at night, and they wouldn’t let anyone onto their site. Between the groundbreaking and inauguration ceremonies, they give out no information at all, nothing.” Diop said that his group and others in the civil society coalition had repeatedly tried to speak with Chinese contractors and Chinese diplomats to impress upon them the need to reconsider their approach to things in Guinea, but had been either patronized or turned away. “You go to see them and they say go see your minister, or go see your president, he’s the one who approved these arrangements.” I heard very similar language from disgruntled civil society figures virtually everywhere I traveled.

It is our policy not to negotiate with terrorists." I stared at the phone, my eyes wide. I was speechless and very, very angry. "Are you still there?" The voice belonged to an unnamed official in the NSA. Perston‐Smythe introduced him as one of Cox's supervisors. "What the fuck do you mean by that?" "It is the policy of this government not to negotiate with terrorists." "Do you mean to tell me that you consider me a terrorist?" He sounded almost prim. "Certainly. You've taken a hostage." "Terrorists," I said, gritting my teeth, "attack the innocent to achieve their goals. If you're about to tell me that you consider Cox an innocent bystander, then this conversation is over." "Terrorists are—" "Oh, fuck it! You want a terrorist action so you can consider me a terrorist? There's no way you can keep me out of your nuclear arsenals. Where do you want the first one to go off? The Pentagon? The White House? The Capitol building? How about Moscow or Kiev? Wouldn't that be interesting? Do you think they'd launch?" His voice was a lot less prim. "You wouldn't do that." "Well, as a matter of fact, I wouldn't. BECAUSE I'M NOT A TERRORIST!" I slammed the phone down on the hook and jumped.

As a candidate, Trump’s praise of Putin had been a steady theme. In the White House, his fidelity to Russia’s president had continued, even as he lambasted other world leaders, turned on aides and allies, fired the head of the FBI, bawled out his attorney general, and defenestrated his chief ideologue, Steve Bannon. It was Steele’s dossier that offered a compelling explanation for Trump’s unusual constancy vis-à-vis Russia. First, there was Moscow’s kompromat operation against Trump going back three decades, to the Kryuchkov era. If Trump had indulged in compromising behavior, Putin knew of it. Second, there was the money: the cash from Russia that had gone into Trump’s real estate ventures. The prospect of a lucrative deal in Moscow to build a hotel and tower, a project that was still being negotiated as candidate Trump addressed adoring crowds. And then there were the loans. These had helped rescue Trump after 2008. They had come from a bank that was simultaneously laundering billions of dollars of Russian money. Finally, there was the possibility that the president had other financial connections to Moscow, as yet undisclosed, but perhaps hinted at by his missing tax returns. Together, these factors appeared to place Trump under some sort of obligation. One possible manifestation of this was the president’s courting of Putin in Hamburg. Another was the composition of his campaign team and government, especially in its first iteration. Wherever you looked there was a Russian trace.

He was in love with France before he even reached Paris. Jefferson’s work in Europe offered him a new battlefield in the war for American union and national authority that he had begun in the Congress. His sojourn in France is often seen as a revolutionary swoon during which he fell too hard for the foes of monarchy, growing overly attached to—and unhealthily admiring of—the French Revolution and its excesses. Some of his most enduring radical quotations, usually considered on their own with less appreciation of the larger context of Jefferson’s decades-long political, diplomatic, and philosophical careers, date from this era. His relationship to France and to the French, however, should be seen for what it was: a political undertaking in which Jefferson put the interests of America first. He was determined to create a balance of global power in which France would help the United States resist commercial and possible military threats from the British.5 From the ancien régime of Louis XVI and Marie-Antoinette to the French Revolution to the Age of Napoleon, Jefferson viewed France in the context of how it could help America on the world stage.6 Much of Jefferson’s energy was spent striving to create international respect for the United States and to negotiate commercial treaties to build and expand American commerce and wealth. His mind wandered and roamed and soared, but in his main work—the advancement of America’s security and economic interests—he was focused and clear-headed. Countries earned respect by appearing strong and unified. Jefferson wanted America to be respected. He, therefore, took care to project strength and a sense of unity. The cause of national power required it, and he was as devoted to the marshaling of American power in Paris as he had been in Annapolis. E

Sometimes I feel impatient about how much ableism has forced us to emphasize accessibility to get people to pay even a modicum of attention to it. Collective access is revolutionary because disabled people of color (and disabled people in general) choosing each other is revolutionary. And, in many ways access should not be a revolutionary concept. It is the routine, every day part of the work. It is only the first step in movement building. People talk about access as the outcome, not the process, as if having spaces be accessible is enough to get us all free. Disabled people are so much more than our access needs; we can’t have a movement without safety and access, and yet there is so much more still waiting for us collectively once we build this skillset of negotiating access needs with each other. Tonight I am taking time to appreciate and enjoy access as a communication of our deepest desires. When my new friend makes their house wheelchair accessible so I can come over, a whole new level of safety and trust opens up. When a love takes initiative to reach out to event organizers to make sure my buds and I can fully participate, that’s thoughtfulness, and also political commitment in practice. When I eat dinner with dear ones and they know which spoon or cup to grab, that’s attunement. When I can ask a friend to move my body, it’s because I know they want me to be comfortable out in the world. When I can do the impairment-related parts of my routine around someone, that’s intimacy, a gift of letting each other into our most private worlds. Feeling thankful for access—and interdependence—as an opportunity for us to show up for one another, and also for crip spaces that give us a taste of what can take place when we have each other. I am so hungry for us to be together. I am so ready for what is around the corner. —STACEY PARK

Found a startup society. This is simply an online community with aspirations of something greater. Anyone can found one, just like anyone can found a company or cryptocurrency.2 And the founder’s legitimacy comes from whether people opt to follow them. Organize it into a group capable of collective action. Given a sufficiently dedicated online community, the next step is to organize it into a network union. Unlike a social network, a network union has a purpose: it coordinates its members for their mutual benefit. And unlike a traditional union, a network union is not set up solely in opposition to a particular corporation, so it can take a variety of different collective actions.3 Unionization is a key step because it turns an otherwise ineffective online community into a group of people working together for a common cause. Build trust offline and a cryptoeconomy online. Begin holding in-person meetups in the physical world, of increasing scale and duration, while simultaneously building an internal economy using cryptocurrency. Crowdfund physical nodes. Once sufficient trust has been built and funds have been accumulated, start crowdfunding apartments, houses, and even towns to bring digital citizens into the physical world within real co-living communities. Digitally connect physical communities. Link these physical nodes together into a network archipelago, a set of digitally connected physical territories distributed around the world. Nodes of the network archipelago range from one-person apartments to in-person communities of arbitrary size. Physical access is granted by holding a web3 cryptopassport, and mixed reality is used to seamlessly link the online and offline worlds. Conduct an on-chain census. As the society scales, run a cryptographically auditable census to demonstrate the growing size of your population, income, and real-estate footprint. This is how a startup society proves traction in the face of skepticism. Gain diplomatic recognition. A startup society with sufficient scale should eventually be able to negotiate for diplomatic recognition from at least one pre-existing government, and from there gradually increased sovereignty, slowly becoming a true network state.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

[T]he definitional shift away from the medical/individual model makes room for new understandings of how best to solve the “problem” of disability. In the alternative perspective, which I call the political/relational model, the problem of disability no longer resides in the minds or bodies of individuals but in built environments and social patterns that exclude or stigmatize particular kinds of bodies, minds, and ways of being. For example, under the medical/individual model, wheelchair users suffer from impairments that restrict their mobility. These impairments are best addressed through medical interventions and cures; failing that, individuals must make the best of a bad situation, relying on friends and family members to negotiate inaccessible spaces for them. Under a political/relational model of disability, however, the problem of disability is located in inaccessible buildings, discriminatory attitudes, and ideological systems that attribute normalcy and deviance to particular minds and bodies. The problem of disability is solved not through medical intervention or surgical normalization but through social change and political transformation.

For instance, when talking to the other party, try to mimic their voice speed, volume, and word choice. Is their speech pattern rapid and loud? Speed up your speech and adjust your volume. Do they tend to speak slowly and quietly? Tone it down and match their calm pace. Do they use the same phrases over and over? Try using those same phrases when it makes sense. Here are some other things you can look for and mirror in your next negotiation or the next time you’re in a situation where you are trying to build rapport or influence someone: When they talk, do they tend to look away or make eye contact? How about when they’re listening? Do they tend to blink a lot? Do they gesture with their hands while talking? Are they leaning in? Or out? Or to the side? Do they make physical contact during the interaction? Make a similar level of contact. Keep in mind that any intentional mirroring should be subtle and respectful, with the goal of maximizing similarities and minimizing differences. It should never come across as mocking, and of course, you don’t want to make it obvious what you’re doing.

Talk about Them It shouldn’t be surprising that the thing people most like talking about is themselves. If you’ve ever gotten dating advice or corporate networking advice, it’s probably started with something along the lines of, “Ask them about themselves.” Not only does this make sense, but neuroscience tells us that it’s true. The average person spends 60 percent of their conversations talking about themselves, and the reason for this is simple—it makes them feel good! Remember how we discussed that when someone hears their own name, an MRI will show parts of their brain lighting up? When people talk about themselves, some of the same areas of the brain tend to light up. In addition, areas of the brain associated with feelings of reward are activated as well. These are the same areas of the brain that respond during sex, when ingesting cocaine, and when eating high-sugar foods. In other words, talking about yourself is practically an addiction. And by asking people to talk about themselves, you are feeding their addiction. Makes sense that someone will like you when you do that, right? So, whether you’re on a date, networking at a business event, or trying to build rapport with someone at the negotiating table, asking the other person about themselves is a great way to strengthen the relationship.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

Find Your Supplier I’ve come to trust and rely on suppliers from Alibaba.com, but I know it has its detractors. When it comes to user experience, the site is, frankly, a bit of a mess. There’s also a certain distance between you and the supplier that the more firm-handshake-loving, look-them-in-the-eye-while-you’re-negotiating types don’t like. These days, though, Alibaba has a lot of competition, so there are plenty of options out there if you want a different path to your product. You can search for wholesalers, manufacturing companies, or contract manufacturers for your chosen product and find any number of smaller companies you can contact personally to get that more direct experience. Or, if you’re feeling particularly old-fashioned, you can attend a trade show in the market you’re going into. Find out where the next event is, hop on a plane, and go speak to a room full of potential manufacturers in a new city. Some people even go so far as to fly to China to meet directly with manufacturers. I’ve never done that—and I never plan to do that—but plenty of my friends swear by it. Of these options, though, I’d still recommend starting on Alibaba or a similar site and ordering ready-made product samples. Something magical happens when you hold a product in your hand: You realize it’s real. While it may seem at the outset like the best way to make your perfect product is to go meet a contract manufacturer in person and get them to build your design from scratch, that option comes with a lot more risk: the risk of lost time. We’re talking about at least three months before you see your first prototype—more likely six, or even twelve. All of that and you won’t even know right away if the resulting prototype will be the one that will make your brand. That’s why I recommend you come up with the idea, get samples, and improve over time. Perfectionists hate the approach, but you can’t expect to make it to a million dollars in twelve months if it takes twelve months just to get a look at what you’re creating.

Engaging in the physical world; learning how to build or make or do something in the physical world, where the results aren't negotiable; you can't claim that you did it if you didn't; you either summited, or the cake is edible, or the eggplant grew, or the table is made - whatever it is, doing something that is a physical manifestation in the world will create strength and ability. [And that physical experience is important because unless you have experience you may have inaccurate ideas about things.] Experience reveals your biases. And it reveals the holes in your thinking. And it informs you and enables you to become a much more complete and frankly, compassionate human being.

Lauer then asked the rest of the group: “Ladies, you complained to the U.S. Soccer Federation in the past. What’s been their response when you talk about these equal pay issues?” “You know, Matt, I’ve been on this team for a decade and a half,” said Hope Solo. “I’ve been through numerous CBA negotiations and, honestly, not much has changed. We continue to be told we should be grateful just to have the opportunity to play professional soccer and to be paid for doing it.” Officials from U.S. Soccer braced themselves for the appearance. The Today show had reached out to head of communications Neil Buethe the night before to get a statement. Lauer read the statement on air: “While we have not seen this complaint and can’t comment on the specifics of it, we are disappointed about this action. We have been a world leader in women’s soccer and are proud of the commitment we have made to building the women’s game in the United States over the past 30 years.” With the short heads-up, the federation arranged a conference call with a small, select group of trusted reporters to take place after the Today show aired. They sent information to those reporters showing how the men’s team brought in more revenue and more value to the federation. The men’s team had higher gate receipts and higher TV ratings, which made the men more attractive to sponsors, the federation said. Sunil Gulati—the U.S. Soccer president who had avoided some of the very public fights of his predecessors with the women’s national team—told reporters he was surprised by the filing. “I’m cordial with Sunil, and this wasn’t to spite him,” Lloyd says now. “We just knew we had to step up as a leadership group to make things better for the future. The only way that was going to happen was if we spoke our minds.” Meanwhile, the reaction to the Today show appearance was already spreading quickly on social media—and it was largely in the favor of the women. After all, a record audience had watched them win the World Cup not even a year earlier. Many fans surely assumed the women were being treated like champions. “The

Within each public issue, the clearest division is between moderates and extremists. As such, the right third parties in a negotiation are moderates. They, more than extremists, are focused on building a better way of life (tomorrow), whereas most extremists are focused on tearing things down as a penalty for yesterday.

God is entrusting his reputation to our male/female relationships. We are telling the world what God is like by how we interact, value one another, build his kingdom together, and move towards trinitarian oneness. This exposes the appalling state of affairs. It is not merely that God's image is desecrated where violence and atrocities are rampant as we saw in the previous chapters, but also in the more polite and religiously approved forms of division, dysfunction, and the tense negotiations over roles and rank that are widespread among believers in marriage, the church, and every other place our paths cross.

During one selection process, one applicant was poised and confident.  When asked what qualities she had to make the team better, she identified her speaking ability.  And she was correct!  She was a good speaker as she claimed.  Then a curious thing happened after the interview.  Dan’s team always uses a practical exercise to evaluate baseline negotiation ability.  The officer who was a good speaker was given a chance to try out as a good negotiator.  Predictably, when she was put under pressure she defaulted to talking.  She didn’t listen!  She missed critical information and opportunities from the actor.  Her talking caused a negative emotional spiral that she didn’t know how to correct or pause.  As the situation worsened, she ran out of things to say.  Then, she quit. She was a victim of a deeply rooted myth about what great negotiations require.  Speaking ability is good to have provided your listening game is locked in.  Unfortunately, there is a myth that good speakers make good negotiators.  The problem with good speakers is they like to speak too much!  It is what they are comfortable doing.  They also substitute quantity for quality as their speaking ability gets stressed or when their words are not immediately effective.

That’s not how it works in the real world.  While you can delivery an excellent question or observation that creates discovery or seals rapport, the real magic in a negotiation comes from listening and decision-making, not eloquence.

Make it safe for the other side to ask for help on optics. Build a reputation for rewarding transparency and not exploiting their moments of weakness.

How will major deadlocks or other problems be managed? • Will there be outside observers or mediators? •   Will deadlines, if any, be binding or not? •   What milestones might help build momentum and keep the process on track? •   If the negotiations end in no deal, when and how might parties reengage? •   Who are the parties that need to ratify the deal, and how much support is sufficient for passage?

And it restricts the power of majorities through an assortment of mediating mechanisms that require agents of change to engage in a complicated dance of coalition building. These counter-majoritarian restraints often feel not only frustrating but, in fact, divisive, because they force us to confront the reality of the existence of opposing views in our society, even when our side wins elections and makes appointments. But those divisions are there whether we confront them or not, and it is by being forced to confront them that we are moved to overcome them through negotiation.

Life can sometimes seem an endless experience in compromise, in bending into the break, in the give + take + lead + follow of interconnection. This is all so good and necessary to building a community of souls, trusting that we are not in this world on our own, learning the power of leaning into the collective good. And yet. There are spaces and places and ideals in my life that are not open to discussion, not up for negotiation, not an invitation to debate or argue or compromise. Leading this list are the terms of my own freedom, the ways I have learned to know and name my ownership of this one life I am living. I have come to name this sense of ownership my personal sovereignty. It is mine and mine alone. The container of this sovereignty—what it includes and leaves behind, the way it moves through the world, how it dances with others—all of this may change a million times over, but that is mine and mine alone to decide.

Negotiating Needs From a Group Many of us live much of our lives engaged, in various ways, with all sorts of groups: families, work groups, organizations, churches and social settings. We need to develop skills for negotiating our needs in relation to such groups. Because we were never taught how to powerfully and non-violently assert and negotiate our needs in a group, many of us either become resentful, suppressed sheep, or raging bulls running roughshod over others. We either “bowl over” or “roll over” in relation to others. We “bowl over” others out of the fear that we will not otherwise get what we want. Or we “roll over” out of hopelessness, feeling that we will never be able to get what we need. It can be scary to ask for attention from a group because so often the group members are afraid to express their true feelings about your request. And most of us understand that when true negative feelings are withheld there will be some sort of consequence. In a group the consequence is frequently shunning. (In every case of school shootings of which I am aware, the perpetrator was being shunned by most of the other students.) Here are some tips to help you negotiate in groups: 1. Practice presenting your requests for attention from a group confidently, so others can sense you will not be crushed if there is an objection. 2. If you are scared when you are asking the group for something, be sure to say so. If you do not, it may be perceived as aggressive, because unexpressed fear often gets perceived as aggression. 3. Be sure to give others time and space to check within themselves how they really feel about your request. 4. Be ready to empathize with whatever the objection is. Don’t get hung up on the content of their response. Instead, hear the feelings and needs behind the content. For example: You: “I would like to share a story. Is that okay with everyone?” Group Member: “No.” You: “Is that because you would like reassurance that it would take less than five minutes?” Group Member: “No, it is because we have not made the decision yet about when our next meeting will be.” You: “Thanks for telling me. I would be happy to wait until after that decision is made. Would that work for everyone?” 5. As in the example, after empathizing with the group member’s response be prepared to check back within yourself to see if you have shifted. Have you changed your mind about what you requested? If not, either stay with the dialogue, or allow a solution to emerge that meets both your needs and the group’s needs. Notice that in the example, the solution suggested is synergistic and would meet both your need to tell the story and the group member’s need for the meeting time decision to be made. 6. Be careful not to give in or give up after empathizing with the other’s objection. If you do give “in” or “up” on what you want, you will resent the group for seeming to oppress you, and you will likely withdraw your participation. Or you will start gossiping about those that objected to your request and begin to build a splinter faction group that will weaken and sometimes even destroy the group. It is often the “nice” people who are so scared of conflict that do the gossiping that tears the group apart.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

(Other investors were in even more of a hurry. A South Korean firm wired us $5 million without first negotiating a deal or signing any documents. When I tried to return the money, they wouldn’t tell me where to send it.)

The president and his subordinates have engaged in diplomatic negotiations that facilitate Iran’s pursuit of nuclear weapons despite his oft-repeated public pledge that the United States, under his leadership, would prevent Iran from acquiring nuclear weapons. Furthermore, he and his administration have concealed from the American people an agreement with the Iranian government—a longtime, avowed enemy of the American people—about how a “Plan of Action” enabling Iran to enrich uranium will be implemented.

The New York Real Estate Board distributes a form titled: “Standard form of Office Lease of the Real Estate Board of New York.” It has a particular size, identifiable type, and is commonly used by real estate attorneys in New York. I prepared and had printed for my use a different version that looked the same as the NYREB form but I modified several clauses to make them more favorable to the land-lords who were my clients. My form was titled: “Standard Form of Office Lease.” I neither disclosed nor hid the fact that it was my specially tailored standard form. I can’t recall how many lawyers representing tenants told their clients that my form was the standard form that they were thoroughly familiar with and accepted it without many changes. It worked so well that I developed two other versions of the Ross “standard form” specially adapted for different buildings.

Negotiate success. Because no other single relationship is more important, you need to figure out how to build a productive working relationship with your new boss (or bosses) and manage her expectations. This means carefully planning for a series of critical conversations about the situation, expectations, working style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.

Presposterous, Ifshin thought. There’s always a negotiation. And then it dawned on Ifshin that he had been used. Donald, he said, this was your way of getting an informal appraisal, to see if someone would bite, and for how much. Trump denied it, but Ifshin pushed back: This was just a ruse to see what the buildings might be worth in the marketplace, and now Trump knew, at least $90 million. You owe me a commission for getting you an informal appraisal from my buyer, Ifshin said. You owe me $10,000. Trump looked at him like he was insane, but said he’d pay him back with a favor in the future. That never happened. Ifshin never dealt with Trump again and Trump didn’t sell the buildings. “He wasn’t upfront,” Ifshin said. “He sort of hid his intentions. And that’s the part that bothered me—very clever but not straight.” Trump, Ifshin concluded, was someone who was unreliable, didn’t care about long-term relationships, and burned through people. Trump

Recent U.S. foreign policy has done more than simply allow these dangerous forces to multiply and to gain control of an increasingly unstable Middle East. It has also actively compounded the problem through the disastrous Iran nuclear deal, formally known as the Joint Comprehensive Plan of Action.53 The JCPOA, announced in 2015, came about after years of negotiations between Iran and the United States, the United Kingdom, France, Russia, China, and Germany, the so-called P5+1.54 President Obama entered office wanting to negotiate with Iran, making clear he was willing to do whatever it took. As soon as the Obama administration sent senior advisor Valerie Jarrett to negotiate through back channels, Iran knew how desperate the Obama administration was. The Iranians sensed this desperation, which allowed them to get everything they wanted while giving up virtually nothing in return. The deal completely capitulates to Iran, providing very broad relief from existing sanctions in coming years as well as the ability to recover billions of dollars’ worth of hard currency presently frozen abroad in foreign banks.55 Frozen Iranian assets based in the United States, including oil, petrochemical, and investment companies, will also be lifted.56 Estimates suggest that loosening sanctions will provide Iran up to $150 billion in assets currently tied up.57 That’s billions to terrorists around the world who hate America. That’s billions to President Assad in Syria to kill his own citizens and use chemical weapons on children. That’s billions to Hamas to launch rockets toward innocent Israeli civilians. That’s billions to Hezbollah. That’s billions in payments to Russia for weapons that violate international sanctions, money that Russia can, in violation of international law, use to attack its neighbors. What has Iran promised the United States and the world in return? Iran has agreed to relax its uranium enrichment efforts and repurpose some of its nuclear facilities for peaceful operations.58 Yet there is considerable fear that Iran will leverage the removal of trade restrictions and the $150 billion it is receiving to build nuclear weapons and to support terrorism worldwide.

Table Of Contents Introduction The Problem With Contracts The Smart Solution Distinctive Properties What You Need to Know What Is A Smart Contract? Blockchain and Smart Contracts Vitalik Buterin On Smart Contracts Digital and Real-World Applications How Smart Contracts Work Smart Contracts' Historical Background A definition of Smart Contracts The promise What Do All Smart Contracts Have in Common? Elements Of Smart Contracts Characteristics of Smart Contracts Capabilities of Smart Contracts Life Cycle Of A Smart Contract Why Are Smart Contracts Important? How Do Smart Contracts Work? What Does Smart Contract Code Look Like In Practice? The Structure of a Smart Contract Interaction with Traditional Text Agreements Are Smart Contracts Enforceable? Challenges With the Widespread Adoption of Smart Contracts Non-Technical Parties: How Can They Negotiate, Draft, and Adjudicate Smart Contracts? Smart Contracts and the Reliance on “Off-chain” Resources What is the "Final" Agreement Reached by the Parties? The Automated Nature of Smart Contracts Are Smart Contracts Reversible? Smart Contract Modification and Termination The Difficulties of Integrating Specified Ambiguity Into Smart Contracts Do Smart Contracts Really Guarantee Payment? Allocation of Risk for Attacks and Failures Governing Law and Location Best Practices for Smart Contracts Types Of Smart Contracts A Technical Example of a Smart Contract Smart Contract Use-Cases Smart Contracts in Action Smart Contracts and Blockchains In the Automobile Industry Smart Contracts and Blockchains in Finance Smart Contracts and Blockchains In Governments Smart Contracts And Blockchains In Business Management Smart Contracts and Blockchains in Initial Coin Offerings (ICOs) Smart Contracts and Blockchains In Rights Management (Tokens) Smart Contracts And Blockchains In NFTs - Gaming Technology Smart Contracts and Blockchains in the Legal Industry Smart contracts and Blockchains in Real Estate Smart Contracts and Blockchains in Corporate Structures - Building DAOs Smart Contracts and Blockchains in Emerging Technology Smart Contracts and Blockchains In Insurance Companies Smart Contracts and Blockchains in Finance Smart Contracts And Blockchains In Powering DEFI Smart Contracts  and Blockchains In Healthcare Smart Contracts and Blockchains In Other Industries What Smart Contracts Can Give You How Are Smart Contracts Created? Make Your Very Own Smart Contract! Are Smart Contracts Secure?

On February 16, 2000, the Wall Street Journal ran a story lauding our viral growth and suggesting that PayPal was worth $500 million. When we raised $100 million the next month, our lead investor took the Journal’s back-of-the-envelope valuation as authoritative. (Other investors were in even more of a hurry. A South Korean firm wired us $5 million without first negotiating a deal or signing any documents. When I tried to return the money, they wouldn’t tell me where to send it.)

When you’re in any kind of negotiation that includes legal, you always need to work out the fundamental deal points first, before the lawyers get called in—how much you’re paying for something, how much you’re willing to spend, how long a contract should last for, exclusivity, etc. Get the term sheet roughly approved, then let the lawyers argue the legalese. Otherwise negotiations can drag on forever, with you footing the bill as your lawyers fight with their lawyers. Nobody wants to deal with that.

The criticism I get is that being polite, cooperative, and enthusiastic somehow puts you at a disadvantage when it comes to negotiations. As if being nice means that you leave all critical thinking at the door. I find this opinion is usually just influenced by outdated popular opinion, because all of the imperial evidence suggests otherwise. You can be nice but firm. Favoring a problem-solving partnership around a shared goal does not equate to automatic compromise or being taken advantage of. Harvard published an article by Calum Coburn titled “Negotiation Conflict Styles”68 that outlines five negotiation styles and when to use each. The article draws from the Lewicki and Hiam’s Negotiation Matrix, which paints a portrait of different negotiating styles along axis representing varying degrees of cooperation and assertiveness (ranked from reactive to proactive). Figure 8.1: The Lewicki and Hiam Negotiation Matrix69

you should have your tax advisor heavily involved in the negotiations when you sell your business.

NEGOTIATE SUCCESS—CHECKLIST How effectively have you built relationships with new bosses in the past? What have you done well? Where do you need improvement? Create a plan for the situational conversation. Based on what you know now, what issues will you raise with your boss in this conversation? What do you want to say up front? In what order do you want to raise issues? Create a plan for the expectations conversation. How will you figure out what your new boss expects you to do? Create a plan for the style conversation. How will you figure out how best to work with your boss? What mode of communication does he prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him about before deciding? Create a plan for the resource conversation. Given what you need to do, what resources are absolutely needed? With fewer resources, what would you have to forgo? If you had more resources, what would the benefits be? Be sure to build the business case. Create a plan for the personal development conversation. What are your strengths, and where do you need improvement? What kinds of assignments or projects might help you develop skills you need? How might you use the five conversations framework to accelerate the development of your team? Where are you in terms of having the key conversations with each of your direct reports?

Negotiating a remote work arrangement. - Learning monetizable skills and getting clients. - Building a business.

Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.

1. A Rich Life means you can spend extravagantly on the things you love as long as you cut costs mercilessly on the things you don’t. 2. Focus on the Big Wins—the five to ten things that get you disproportionate results, including automating your savings and investing, finding a job you love, and negotiating your salary. Get the Big Wins right and you can order as many lattes as you want. 3. Investing should be very boring—and very profitable—over the long term. I get more excited eating tacos than checking my investment returns. 4. There’s a limit to how much you can cut, but no limit to how much you can earn. I have readers who earn $50,000/year and ones who earn $750,000/year. They both buy the same loaves of bread. Controlling spending is important, but your earnings become super-linear. 5. Your friends and family will have lots of “tips” once you begin your financial journey. Listen politely, then stick to the program. 6. Build a collection of “spending frameworks” to use when deciding on buying something. Most people default to restrictive rules (“I need to cut back on eating out . . .”), but you can flip it and decide what you’ll always spend on, like my book-buying rule: If you’re thinking about buying a book, just buy it. Don’t waste even five seconds debating it. Applying even one new idea from a book is worth it. (Like this one.) 7. Beware of the endless search for “advanced” tips. So many people seek out high-level answers to avoid the real, hard work of improving step by step. It’s easier to dream about winning the Boston Marathon than to go out for a ten-minute jog every morning. Sometimes the most advanced thing you can do is the basics, consistently. 8. You’re in control. This isn’t a Disney movie and nobody’s coming to rescue you. Fortunately, you can take control of your finances and build your Rich Life. 9. Part of creating your Rich Life is the willingness to be unapologetically different. Once money isn’t a primary constraint, you’ll have the freedom to design your own Rich Life, which will almost certainly be different from the average person’s. Embrace it. This is the fun part! 10. Live life outside the spreadsheet. Once you automate your money using the system in this book, you’ll see that the most important part of a Rich Life is outside the spreadsheet—it involves relationships, new experiences, and giving back. You earned it.

Chances are, if you’ve learned something, there’s probably a good portion of your community that would find value in learning that same thing from you, even if you aren’t the world’s leading authority on the subject. And if you’re regularly learning, then you’ll always have regular content to contribute to the community. This can become a nice flywheel over time, as teaching often becomes the best way to drive your own curiosity and inspiration to learn more yourself. And when you learn publicly, your students will have questions that force you to learn even more stuff to teach them. You don’t have to teach everything you learn. In fact, a narrower core focus can be better. For example, Patrick McKenzie, a writer, entrepreneur, and software business expert who is best known for a 2012 post on salary negotiation that has since become a cult classic in the software engineering space, believes that the best personal brands exist at the intersection of two topics. He now works for Stripe, where he continues to write and advise software engineers and software entrepreneurs about how to start and scale their businesses, speaking from real experience as a creator and business owner himself. If you’re learning every day, which you probably are, you’ll have something to share every day. Meanwhile, you’ll build your skills and experience, learn to speak the language, and grow your community, all essential ingredients when you eventually have a product you are ready to sell. Unfortunately, as you probably already know, there are no shortcuts. As you think about what you’re creating now and how that might lead to a business in the future, look to the communities you’re already a part of. You’ve invested time and energy there, so perhaps you already have an idea of how to proceed. If you don’t, keep going, and continue using your time to get strong, to learn how to paint, to learn how to code, to learn how to write, or to learn whatever else you are into, teaching what you’re learning along the way.

build coalitions across conflict lines, Kelman finds that it’s rarely effective to send hawks to negotiate.

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Instead of cutting ties right after winning or losing a negotiation, try to continue building a long-term relationship.

Making a small acquisition can be an excellent strategy for an acquirer to gain a foothold in a niche market, gain new customers and new talent, acquire new capabilities and technologies, and serve as a platform to build upon. Small acquisitions are less expensive, easier to integrate, and often simpler to transact than large acquisitions. A

Study 22: Learner language and proficiency level George Yule and Doris Macdonald (1990) investigated whether the role that different proficiency-level learners play in a two-way communication task led to differences in their interactive behaviour. They set up a task that required two learners to communicate information about the location of different buildings on a map and the route to get there. One learner, referred to as the ‘sender’, had a map with a delivery route on it, and this speaker’s job was to describe the delivery route to the ‘receiver’ so that he or she could draw the delivery route on a similar map. The task was made more challenging by the fact that there were minor differences between the two maps. To determine whether there would be any difference in the interactions according to the relative proficiency of the 40 adult participants, different types of learners were paired together. One group had high-proficiency learners in the ‘sender’ role and low-proficiency learners in the ‘receiver’ role; the other group had low-proficiency ‘senders’ paired with high-proficiency ‘receivers’. When low-proficiency learners were senders, interactions were considerably longer and more varied than when high-proficiency learners were the senders. The explanation for this was that high-proficiency senders tended to act as if the lower-level receiver had little contribution to make in the completion of the task. As a result, the lower-level receivers were almost forced to play a passive role and said very little. When lower-level learners were the senders however, much more negotiation for meaning and a greater variety of interactions between the two speakers took place. Based on these findings, Yule and Macdonald suggest that teachers should sometimes place more advanced students in less dominant roles in paired activities with lower-level learners.

To build coalitions across conflict lines, Kelman finds that it’s rarely effective to send hawks to negotiate. You need the doves in each group to sit down, listen to each other’s perspectives, identify their common goals and methods, and engage in joint problem solving.

A smaller, deterrent force could have been kept in place long enough for the sanctions to have had a significant effect; an army of half a million couldn’t. The purpose of the quick military build-up was to ward off the danger that Iraq might be forced out of Kuwait by peaceful means. Why was a diplomatic resolution so unattractive? Within a few weeks after the invasion of Kuwait on August 2, the basic outlines for a possible political settlement were becoming clear. Security Council Resolution 660, calling for Iraq’s withdrawal from Kuwait, also called for simultaneous negotiations of border issues. By mid-August, the National Security Council considered an Iraqi proposal to withdraw from Kuwait in that context. There appear to have been two issues: first, Iraqi access to the Gulf, which would have entailed a lease or other control over two uninhabited mudflats assigned to Kuwait by Britain in its imperial settlement (which had left Iraq virtually landlocked); second, resolution of a dispute over an oil field that extended two miles into Kuwait over an unsettled border. The US flatly rejected the proposal, or any negotiations. On August 22, without revealing these facts about the Iraqi initiative (which it apparently knew), the New York Times reported that the Bush administration was determined to block the “diplomatic track” for fear that it might “defuse the crisis” in very much this manner. (The basic facts were published a week later by the Long Island daily Newsday, but the media largely kept their silence.)

His dismissal shouldn’t hurt. I’m only pretend-dating his son. I don’t even want to like Blake, and I will never meet this man again. Still, to be judged unworthy in so short a space of time really pisses me off. I at least deserve a shot. Blake vanishes into the bathroom. As I’m marshaling the nerve to try and start a polite conversation, Mr. Reynolds looks off into the distance, hoists his water glass, and lets out a sigh. “Fifty thousand dollars.” My first thought is that Blake must have told him about our deal after all. I sit in place, waiting for him to give some explanation, to make some sort of demand. But he takes a long swallow of water and doesn’t say anything more. I fold my hands in my lap. “Well?” he asks after a few interminable seconds. “I can’t wait forever.” He’s not even going to pretend to be polite, and I suspect that everything he says from here on out will only get worse. Fine. If he wants to play that way, I can come along for the ride. “No,” I say with my most charming smile. “You probably can’t. Five minutes of your time is worth a fortune. But my time is worth basically nothing. So if we want to keep staring at each other, I’ll win. Eventually.” He leans against the booth, letting his arm trail along the back. He has Blake’s wiry build, but there’s an edginess to him that Blake lacks, as if he has a low-voltage current running through him at all times. He drums his fingers against the table as if to dispel a constant case of jitters. His glare intensifies. “Cut the innocent act. If you’re smart enough to hold Blake’s interest, you’re smart enough to know what I’m talking about. My son is obviously emotionally invested in you, and I’d rather he not be hurt any more than necessary. If all you want is money, I’ll give you fifty thousand dollars to walk away right now.” I pause, considering this. On the one hand, fifty thousand dollars to walk away from a nonexistent relationship is a lot of money. On the other hand, technically, at this point, Blake has offered me more. Besides, I doubt Mr. Reynolds would ever actually pay me. He’d just spill everything to Blake, assuming that revealing my money-grubbing status would end this relationship. In other words, true to form, he’s being a dick. Surprise, surprise. “I see you’re thinking about it,” he says. “Chances are this thing, whatever it is, won’t last. We’ve established that you don’t really care about Blake. The only thing left to do is haggle over the price.” “That’s not what I’m thinking.” I pick up my own water glass and take a sip. “I think we need to make the stakes even. I’ll accept sixty-six billion dollars. I take cash, check, and nonliquid assets.” His knowing smirk fades. “Now you’re just being ridiculous.” I set my glass down. “No. I’m simply establishing that you don’t love your son, either.” He almost growls. “What the fuck kind of logic is that? Sixty-six billion dollars is materially different than fifty thousand.” The bathroom door opens behind us, and Blake starts toward us. Mr. Reynolds looks away from me in annoyance. Blake approaches the table and slides in next to me. He sits so close I can feel the warm pressure of his thigh against mine. He looks from me to his father and back. “What’s going on?” The fact that I’m not actually dating Blake, and don’t care about the state of his relationship with his terrible father, makes this extremely easy. “Your father and I,” I tell him sweetly, “are arguing over how much he’ll pay me to dump you. Stay out of this; we’re not finished yet.” “Oh.” A curiously amused look crosses Blake’s face. “He offered fifty thousand bucks,” I say. “I countered with sixty-six billion.” Blake’s smile widens. “She’s not negotiating in good faith,” Mr. Reynolds growls. “What the fuck kind of girlfriend did you bring?” “Don’t mind me.” Blake crosses his arms and leans back. “Pretend I’m not here. Carry on.

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Persuasion: "On the whole, the difficult thing about persuading others is not that one lacks the knowledge needed to state his case nor the audacity to exercise his abilities to the full. On the whole, the difficult thing about persuasion is to know the mind of the person one is trying to persuade and to be able to fit one's words to it. ... The important thing in persuasion is to learn how to play up the aspects that the person you are talking to is proud of and to play down the aspects he is ashamed of. Thus, if the person has some urgent personal desire, you should show him that it is his public duty to carry it out and urge him not to delay. If he has some mean objective in mind and yet cannot restrain himself, you should do your best to point out to him whatever admirable aspects it may have and to minimize reprehensible ones. If he has some lofty objective in mind and yet does not have the ability needed to realize it, you should do your best to point out to him the faults and bad aspects of such an objective and make it seem a virtue not to pursue it. If he is anxious to make a show of wisdom and ability, mention several proposals which are different from the one you have in mind but of the same general nature in order to supply him with ideas; then let him build on your words, but pretend that you are unaware that he is doing so, and this way abet his wisdom. If you wish to urge a policy of peaceful coexistence, then be sure to expound in terms of lofty ideals, but also hint that it is commensurate with the ruler's personal interests. If you wish to warn the ruler against dangerous and injurious policies, then make a show of the fact that they invite reproach and moral censure, but also hint that they are inimical to his personal interests." — Han Feizi, as translated by Burton Watson [cf. 《韩非子·说难》：凡说之难，非吾知之有以说之之难也，又非吾辩之能明吾意之难也，又非吾敢横失而能尽之难也。凡说之难，在知所说之心，可以吾说当之。……凡说之务，在知饰所说之所矜而灭其所耻。彼有私急也，必以公义示而强之。其意有下也，然而不能已，说者因为之饰其美而少其不为也。其心有高也，而实不能及，说者为之㪯其过而见其恶，而多其不行也。有欲矜以智能，则为之㪯异事之同类者，多为之地，使之资说于我，而佯不知也以资其智。欲内相存之言，则必以美名明之，而微见其合于私利也。欲陈危害之事，则显其毁诽而微见其合于私患也。 see also, Flattery, influence through] Persuasion, bargaining and: Persuasion generally precedes bargaining in negotiations. Persuasion differs from bargaining in that it represents an effort to bring the other side to an acceptance, through appeals to reason or emotion, of the reasons that your demands are so important to you and of your views of why their demands are excessive, unacceptable, and contrary to their own interest. Bargaining is characterized by conditional offers, threats, and inducements intended to promote acceptance of proposals for compromise and a trade-off between competing interests. Placement: The art of seating guests in such a manner as to recognize their status and order of precedence, and to please rather than enrage or bore them.

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Term Sheet Similar to the seed-funding stage, the first part of putting a Series A deal together is to agree on the major deal terms, which are summarised in a term sheet from the investor. It’s good to try to focus on getting the more flexible investor(s) to produce the term sheet, as it will allow you to bring in other investors on similar terms. In this round, the core elements are going to change a bit. The major term-sheet elements are the following: •   PRO-RATA RIGHTS. This allows an investor to continue to invest money to maintain their percentage ownership. •   LIQUIDATION PREFERENCE. This allows an investor to get their money out first in the case of an exit or other scenario. •   PREFERENTIAL RETURN. Investors will try to negotiate at least a 1x, if not a 2x, return on their original investment before other classes of shares are paid out. Be careful about this provision: 1x is normal; 2x is bad. •   BOARD SEATS. Your lead investor will insist on a board seat, especially if they are investing a considerable amount of money. Remember to select your board members very carefully, and make sure that you can maintain majority control of your board. Investors often want observer rights either alongside a board seat (or in lieu of) as well as asking for information rights (guaranteed updates about the company’s performance on an agreed frequency). •   PREFERRED SHARES. Investors will require that you create a new class of share that has voting (and other) rights above and beyond that of common stock. •   EMPLOYEE OPTION POOL. You will need to formalise an employee option pool (typically 10–20 per cent of the company) to ensure that you have a mechanism by which to attract and retain top talent. •   EMPLOYEE AGREEMENTS. If you’ve set things up properly these will be in place. Investors will want to see that there are adequate intellectual property assignment provisions, confidentiality provisions and non-competition/non-solicitation provisions in place. •   FOUNDER VESTING. Most investors will try to add a guarantee to ensure the founders stay around for at least four years by making their founder shares vest over a fixed schedule. Most investors are adamant about this; some are more flexible. Recall the benefits that I outlined about adding this in yourself, especially if your company has several cofounders, when we discussed the million-dollar app. These are the main elements designed to give you a flavour for what you will be negotiating. It’s by no means meant to be a comprehensive list. Due to the involved nature of startup legals, I’d suggest going through the resources on the Billion-Dollar App website when you want to dig into it more.

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