SMART NEGOTIATION
Geraghty International Group in Partnership with
SMACNA
Instructor: Michael Geraghty
Negotiation is the "art of friendly persuasion." It is "the ability to sell yourself and your ideas." Study
after study reveals that negotiation is one of the top three skills in life and on the job. Great negotiators
become key contributors to any company or organization.
Great negotiators know exactly what they want and exactly how to get it. Their communication during
negotiations is crisp, clear and concise. When difficulties arise during negotiations, they have the ability
to make the necessary adjustments to achieve winning solutions. In this seminar in a beautiful location,
you will gain a great understanding of the psychology of negotiation and develop powerful skills to
ensure your success.
You can become a terrific negotiator if you learn the rules of the negotiation game.
Negotiation is like a chess game. You must learn the rules of the game.
When you do, you will become a master negotiator.
This workbook will help you discover the negotiation genius inside yourself.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 1
HOW YOU WILL BENEFIT:
-Develop an effective plan and strategy for any negotiation
-Know what behavior to adapt at each stage of negotiation
-Improve your persuasion skills dramatically
-Understand negotiation styles and communication patterns
-Make power and influence work for you
-Learn tools, techniques and practical strategies for your negotiation success
WHAT WILL BE COVERED:
-How Smart a Negotiator are You? - A Self-Evaluation
-18 Brand New Negotiating Strategies and Tactics
-7 Key Skills of Smart Negotiators
-Smart Negotiation Skills Practice and Role-Play
-How To Structure Your Own Strategy and Tactical Negotiation Master Plan
-Knowing Your Own Behavioral Style in Negotiations - A Self-Evaluation
-Understanding an Amazing Model of Persuasion
-How to Determine Critical Factors about Suppliers and Sales-People
-New Insights into Supplier Bargaining Tactics
-What's a Person to do - Win/Win or Win/Lose? You Decide
-How to Organize, Manage and Control Your Negotiating Team
-Your Amazing Powers, including Some You Were Not Aware of
-Your 30 Day Action Plan for Success
-And much, much more...
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 2
Michael Geraghty Seminars

Power Secrets of Master Negotiators

How to Communicate with Diplomacy, Tact and Credibility

The 7 Habits of Highly Effective Managers

How to Add Value to your Organization in 7 Simple Steps

Key Conflict Resolution Skills (How to Deal with Difficult People)
Corporate Bio
 15 years Corporate Global Experience, including Head of International Purchasing for Fortune
500 high tech, ten thousand employees, $2B Company in Silicon Valley.
 Negotiated over $1B Deals and Contracts all over America, Europe and Japan in 4 years.
 Co-directed Key Supplier Reduction Project from 1217 to 187 in 3 years, saving $2.7M annually.
 Inducted into Fortune 500 key employee program for "outstanding performance."
 Featured in cover story for purchasing Magazine - the "Bible" for buyers in America.
 Key player in helping Amdahl Corporation reach Final Five Contestants for
Malcolm Balridge Quality Award.
 Author of "Anyone can Negotiate – even You!"
 Featured in Dottie Walter's classic book: "The Greatest Speakers I Ever Heard."
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 3
What CEOs say about Michael Geraghty
"Thanks for the really excellent presentation at our National Salesperson's Meeting at Lake Lanier,
Georgia. I was so impressed personally, that I would like to invite you to make a similar one to our
regional managers quarterly meeting in San Francisco. " Peter Schultz, President, Heraeus Amersil,
Duluth, Georgia
"Thanks for a great job. Your keynote on Sales Negotiation at our worldwide sales conference in Austin,
Texas was very well received." Roger Minard, CEO Austin Semiconductor
"My Vice President of Sales told me that in twenty years of attending presentations, yours was the
finest he had heard." Tim Johnson CEO Natus, San Carlos, California
"Your presentations in Boulder, Colorado at our National Sales Conference were very well received."
Mark Stevenson, CEO, Electronic Manufacturing Systems.
"Thank you for the wonderful two days you spent with us. I have received nothing but good comments
about how valuable the information was, and about how valuable the time we had together. You are a
delightful speaker." Caroline Fahmy, President, Educational Data Systems. Morgan Hill California
"A masterful keynote if ever there was one! Not only that, but glowing reports continue to come in
about your negotiation workshop. We are in your debt for adding immeasurably to the success of the
Conference at Notre Dame University, Indiana." John Flynn, President, International Union of
Bricklayers and Craft-workers.
"Occasionally a speaker comes your way and you have the urge to contact other program directors to
advise them of the excellent program you had just witnessed. Michael Geraghty had us spellbound with
his presentation…." Fred Marcussen, President, Wright, Marcussen, and Kirby.
"You have a rare ability to communicate with people."
Fred Solish, CEO eParagonWhat Sales &
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 4
Self Evaluation to determine your negotiation style
Please fill out this questionnaire on the personal characteristics you need
to be a great negotiator. Your answers will help you determine where you have
strengths as a negotiator, and where you may need improvements.
Circle the answer that best reflects where you fall on the scale. The higher the number,
the more the characteristic describes you. When you have finished, add up the
numbers and put the total in the space provided below.
Please answer what you usually actually do - not what you would like to do!
1. I enjoy dealing with other people, and I am committed to building
relationships and creating win-win outcomes.
1
2
3
4
5
2. I have good self-esteem and tend to have a high level of
aspiration and expectation
1
2
3
4
5
3. I work to create a comfortable, professional atmosphere.
1
2
3
4
5
4. I enjoy coming up with creative solutions to problems
1
2
3
4
5
5. I am able to think clearly under pressure
1
2
3
4
5
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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6. I am well prepared prior to entering a negotiation
1
2
3
4
5
7. I am able to clearly identify my bottom line in every negotiation.
(If I go above or below a certain point, I will walk out.)
1
2
3
4
5
8. I am willing to ask as many questions as it takes to get the
information needed to make the best decision.
1
2
3
4
5
9. I communicate clearly and concisely during negotiations.
1
2
3
4
5
10.I work to see each issue from my counterpart's point of view
1
2
3
4
5
11.I confront the issues, not the person
1
2
3
4
5
12.I focus on shared interests, not differences
1
2
3
4
5
13.I look for ways to "grow the pie" (rather than simply dividing up
the
existing pieces) thereby expanding the relationship with my
counterpart.
1
2
3
4
5
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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14.I do not take my counter-parts strategies, tactics and comments
personally
1
2
3
4
5
15.I like to uncover the needs, wants and motivations of counterparts
so
I can help them achieve their goals.
1
2
3
4
5
16.I recognize the power of strategies and tactics and use them often.
1
2
3
4
5
17.I know how to effectively counter a counterpart's strategies and
tactics.
1
2
3
4
5
18.I am willing to compromise when necessary to solve problems
1
2
3
4
5
19.When a counterpart and I come to an agreement on an issue, I ensure
that the issue is measurable and time-bound.
1
2
3
4
5
20.I am a great listener.
1
2
3
4
5
Grand Total:
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 7
And the Surveys say:
90+ : You have the characteristics of a great negotiator. You recognize what
negotiation requires, and you are willing to apply yourself accordingly. Adding new
strategies and tactics to your repertoire will enable you to be even more successful.
80-89: You have the potential to be a skillful negotiator. Reviewing the components of a
successful negotiation and learning more about skills, strategies and tactics will get you
well on your way to being even more successful as a negotiator.
65-79: You have a basic understanding of successful negotiation skills. Studying the
dynamics of building a relationship and learning the importance of understanding your
counterpart's needs, will help you make great strides in your negotiation.
25-64 :You have taken the all- important first step to becoming a great negotiator by
expressing a willingness to learn. Enjoy reading this workbook. Take your time and
you will begin to understand the principles outlined. Applying these principles will
provide you with the tools and skills you need to negotiate successfully wit anyone.
0-25 : You are a hopeless case! Go down to Golden Gate Bridge and throw yourself
over. Just kidding! At least you are honest, so only go down to the bridge and gaze at
the water, don't throw yourself over. After today, move yourself up significantly
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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3 Key Skills
One of the most important things you will ever do in life is learn how to negotiate.
Negotiation is “The art of friendly persuasion.”
Negotiation is the ability to persuade.
Negotiation is the ability to influence.
Negotiation is the ability to make people do what you want them to do.
That is why negotiation is so important.
That is why you should regard it as one of the top three skills in all of life.
I am often asked what are the top three soft skills? Here they are.
1. The ability to communicate effectively.
Everybody communicates, but most people are not effective communicators.
Presently in California, over 1 out of every 2 marriages end in divorce.
If you marry you have a 50% chance of failing in your marriage.
Those odds are alarmingly high aren’t they?
Guess what the #1 reason for divorce is?
You got it - poor communication skills is the #1 reason for divorce.
Now if communication is a big problem in over 50% of marriages,
do you think it is a big problem in companies?
Does management have communication problems with employees?
You bet they have.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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Do churches have communication problems with their attendees?
You bet they have.
Do you have communication problems with some people?
You bet you do - welcome to the club.
2. The ability to overcome adversity
Many people are surprised when I list this so high.
I’ve got news for you.
This is my #1 skill in priority.
As sure as the sun rises,
adversity will come along and join you on your journey through life.
Some don’t do well at all under adversity.
They crumble, their minds become negative, their self-esteem plummets.
Others make adjustments big time.
They don’t allow adversity to overcome them.
They overcome adversity.
That’s why I admire Winston Churchill so much.
Near the end of his long and illustrious life he said this:
“I can sum up my life in 7 wordsNever give up, never, never give up.”
Cancer, depression, divorce, disease - the adversity list is endless.
How do you handle adversity?
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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3. The ability to negotiate successfully
We’re back where we started at the beginning of this chapter.
The truth is we are always negotiating.
My good friend Patricia Fripp from San Francisco - a marvelous speaker - says:
“Every conversation is a sales conversation.”
I say: “every conversation is a negotiation conversation.”
Learn to see yourself as a sales negotiator in every situation.
Do you need negotiation skills with your spouse, your kids, your boss?
Your boyfriend or girlfriend? Highway patrol?
We negotiate far more than we think we do.
Think back to the first time you fell in love.
Did negotiation play an important part in that love?
Did you try to impress?
Did you try to influence?
Did you try to persuade?
The defense for negotiation rests its’ case.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
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The case of the powerless prisoner
Come with me in your imagination over to San Quentin prison, overlooking the spectacular San
Francisco bay in California. We are both observing a scene as it plays itself out. A prisoner is pacing up
and down his ten by fourteen foot cell. He is restless, like a caged tiger. He remembers his past, in
those gray mean streets of Chicago. He remembers the day he panicked and killed that pregnant
woman during that botched bank robbery. He remembers the eyes of the judge passing sentence.
“Thirty years -no possibility of parole. His past is bleak. His present is bleak. His future is bleak.
Suddenly he stops pacing. He sniffs. The smell is delicious. It’s a cigarette. A Marlboro. His favorite.
He shuffles over to the cell door. There, twenty feet away a guard sits contentedly on a chair, smoking.
“God, I’d love a cigarette” says the prisoner. “Get lost!” barks the guard.
Furious, the prisoner paces back and forth. “I gotta get my hands on a cigarette. I gotta get my hands on
a cigarette.” Slowly, relentlessly he plans. Five minutes later he rushes over to the cell door and this
time with authority he calls over the person guard. The guard, sensing something different, gets up
from the chair and carefully goes near the door. “I want a cigarette and I want it in the next thirty
seconds. If I don’t get it in the next thirty seconds guess what I’m going to do. I’m going to bang my
head against this wall, until it becomes a bloody mess and I become unconscious. Orderlies will come in,
pick me up and take me out. When I come to, I’m gonna swear that YOU did it. Now you know you
didn’t do it and so do I. But I’m going to swear that YOU did it. Think about what will happen. You’re
going to have to appear before the warden, there’s going to be investigations. Reports will have to be
made. Why don’t you give me a cigarette?”
Guess what happened? You’re right. Not only did he get his cigarette - the guard lit the cigarette for
him.
Let’s analyze this story, break it down so we totally understand the psychology behind the story and the
lessons it has for all of us. I like to call it the story of the “powerless prisoner.” The story turns on its
head many assumptions we all have about ourselves.
Let’s look at the first part of the story. Who has the power at the start of story? The guard probably.
The prisoner is powerless - he seems to hold no advantage. In fact all the cards seem to be held by the
guard. Plus the prisoner has no plan. But then something happens to change the momentum. The
prisoner decides that he wants something badly enough to plan exactly how he will get it. That gives
him power - he uses that power to get what he wants. I have a question for you. Who really had the
power in the story? Was it the guard or was it the prisoner? You should know the answer by now.
How many times in your life have you acted just like the powerless prisoner in the first part of the story?
You felt the other side had all the power and you didn’t. Poor little me is powerless against big powerful
THEM! You behaved just like the prisoner did at the beginning of the story.
I have good news for you - YOU HAVE FAR MORE POWER THAN YOU EVER THOUGHT YOU HAD. That’s
the lesson I hope you have learned from the story of the powerless prisoner. It’s one of the most
important lessons you can ever learn in life. I have always believed that most people are sleeping giants
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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Page 12
unaware of their powers. This is what this seminar is all about - alerting you to the great powers inside
you. I want to awaken the slumbering giant inside you.
Was the prisoner a good negotiator? Was he a good communicator? Did he overcome adversity? Let’s
analyze the story further because in the story you will discover a fabulous model of negotiation which
works for everyone. I call it the PIT model of Negotiation = Power + Information +Time
I would like you to start thinking of negotiation as a play with only three characters. The three
characters are called Power, Information, and Time.
Every time you negotiate, those three characters are always there. Sometimes all three are on stage at
the same time, sometimes only one or two. Each of them is continually making exits and entrances. All
of them deserve Oscars for brilliant performances.
Where do you think Power was in the story?
Think about the power of a change of attitude. The prisoner started off with a bad attitude and it got
him nowhere. He changed his negative attitude and made it positive.
The result? He got what he wanted. You can do the same right here right now.
Think about the power of a plan. He had no plan at the start. The old saying is true:
If you don’t know what you want, you probably won’t get it.”
Do you know what you want BEFORE you negotiate? Make sure you do.
Think about the power of INFORMATION in the story
The prisoner knew all about life inside prison walls. He understood exactly what guards hate to do having to go in to the warden’s office and explain what happened, the reports to be made out in
duplicate and triplicate. The prisoner very effectively used inside INFORMATION to help him get what
he wanted. Information is powerful in all your negotiations. Those who do best in negotiation are
those who have the best information.
Think about the Power of TIME in the story.
First of all the prisoner had to spend time in prison finding out the kind of information he would need to
get what he wanted. Mission accomplished.
He also gave the guard only thirty seconds to make up his mind. It worked.
Time deadlines are very effective in all your negotiations.
Time - it can kill us or it can help us win.
So you now understand the psychology of the PIT principle in negotiations.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
www.4celticwisdom.com / 925.631-6213
Page 13
THE PITI Business MODEL OF NEGOTIATION
Key story & lessons for you: Buying my First Home
1. Power
2. Information
3. Time
4. Iceberg
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5. Preparation
6. Goals
7. Testimonials
8. Dress Appropriately
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9. Deal only with decision-makers
10. Attitude
11. Ask Questions
12. Perseverance
13. Interdependence
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What’s your behavioral style as a negotiator?

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1.
For each of the following statements listed below, you have 10 points.
Divide the points among the three possible responses to indicate what is most like you.
There is no ‘right or ideal score.
Just remember to always use 10 points for each statement.
In preparation for a negotiation, you…
A.____ Wonder what your counterpart will be like and hope you will not be taken advantage of in the
negotiation process.
B.____ Mentally prepare to compete with your counterpart and begin to plan your strategy.
C.____ Cautiously prepare your case, making sure you have supporting data and research to strengthen
your position.
2.
When initially meeting your counterpart, you
a._____Take time to connect on a personal level and concern yourself with setting a positive tone
before beginning the negotiation.
b.____ Push to quickly present your goals, facts and data, having little need for social formalities before
getting down to business.
c. ____ Begin the process slowly, listening to your counterpart’s position before presenting your
information.
3.
In presenting information during the negotiation, you…
a.____ Want to make sure your counterpart knows your concerns, but also knows that you are
concerned about his/her position.
b.____ Present only information that will strengthen your position.
c.____ Have a strong need to present all factual information in a detailed, sequential and
complete manner.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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4.
When it is difficult to gain agreement on a point, you…
a.____Compromise your position if it means you can obtain agreement and preserve the
relationship.
b.____Keep pursuing your options until you gain what you want.
c.____Ask questions to further understand your counterpart’s position, while continuing to
present facts to support your position.
5.
When your counterpart surprises you with important information, you…
a.____Feel that your trust has been violated.
b.____Quickly counter assertively with new information of your own.
c.____Examine the new information in close detail.
6.
In trying to reach an outcome, at times you have…
a.____Let the other party determine the outcome for the sake of reaching agreement.
b.____Used the other party’s weakness to your advantage.
c.____Not budged from your position if you felt you were right and the other party was not being
ethical.
7.
During the negotiation, your communication with the other party is…
a.____Is informal and not always related specifically to the negotiation.
b.____Is assertive, direct and specific to the negotiation.
c.____Is cautious, reserved and unemotional.
8.
When a negotiation is not going well for you, you…
a.____Get frustrated and begin to feel you are being personally taken advantage of.
b.____Focus on strategies you can use to achieve your objectives.
c.____Focus on the available facts and data and look for viable alternatives to help you achieve
your desired outcome.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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Page 18
9.
When you need additional information from your counterpart, you
a.____Worry that your counterpart will feel pressured or threatened by to many questions.
b.____Question your counterpart directly, targeting only specific information you need to be
successful.
c.____Question your counterpart thoroughly to ensure the facts you have are complete and
detailed.
10.
At the conclusion of the negotiation, you…
a.____Care about what your counterpart thinks about you and try hard to end the negotiation on a
positive note.
b.____Are less concerned about what your counterpart thinks about you and more concerned about
whether you have achieved your goals
c.____Are concerned that your counterpart feels the final outcome was fair.
a.____Total
b.____Total
c.____Total
Once you have completed above, add all your “a” responses, then your “b” responses, and finally your
“c” responses. Record the total for each. To quickly check your math, make sure that when you add the
“a” “b” and “c” totals together, your score equals 100 points.
Michael Geraghty, PO Box 3067, Moraga, Ca 94575 / m4geraghty@yahoo.com
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Page 19
How to interpret what your scores mean.
 Now lets begin to interpret what the scores mean. The “a” score represents your preference for
using the Amiable style when interacting with others.
 The “b” score means you prefer using the Driver style when interacting with others.
 The “c” score means you prefer using the Analytical style when interacting with others.
 In many cases, your scores may indicate a clear preference for one style.
 When people score 50 or above in one style, they are expressing a clear preference for using
that style.
 Another way to interpret your scores is to say that the higher your score in a particular style, the
greater your comfort zone is when you are operating in that style.
 In some cases, people’s scores in the various styles can be fairly close.
 If none of your scores is lower than 20 and higher than 40, we will note that you do not have a
clear preference for any one style, but you are comfortable using a variety of styles.
Your choice of style may be related to your counterpart’s style, or influenced by how emotional or
committed you are to a particular outcome. This fourth style we will call The Blend.
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Page 20
The 4 styles are: Amiable, Driver, Analytical, Blend.
People often ask which style is best for negotiating.
We emphasize that no one style stands out as superior.
Smart negotiators are typically aware of two important factors before going into a negotiation: (1) The
style they are personally more confident in using and (2) the style their counterparts most prefer.
Smart negotiators know that people will predictably use the style that is most comfortable for them.
They realize that their counterpart’s comfort zone has developed through a life-time of interactions with
others and learning what works and what doesn’t.
Being able to identify a counterpart’s preferred style and adapt your own style accordingly, can be
incredibly helpful in building productive relationships. With this concept in mind, let’s take a look at the
characteristics that will help you identify your counterpart’s preferred style, and consider some tips to
building relationships that lead to win-win outcomes.
The Amiables:
Negotiators who use the Amiable style have a strong need to feel recognized and valued in the
negotiating partnership.
Below you will find Amiable characteristics and tips for an effective negotiating partnership with people
who prefer this style
Note: Characteristic #1 corresponds with tip #1 for dealing with each style
Behavioral Characteristics of Amiables:
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Have a strong concern for relationships.
Focus more on feelings than on facts.
Have a need to be liked.
Ask many questions and may at times appear unfocused
Are trusting
Are typically good listeners
Feel comfortable sharing personal issues and concerns
Work at a steady pace and don’t like to be rushed
 Have a strong desire for harmony
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Page 21
Tips for Building Effective Relationships with Amiables
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Demonstrate respect and care for the relationship. Be sincere and genuine.
Don’t discount personal feelings – be concerned.
Recognize the unique contributions / ideas Amiables bring to the table.
Be patient and relaxed – Amiables may use questions to build relationships.
Negotiate in a manner that builds trust.
Ask them for their opinions and feelings about the matter being discussed.
Be an active listener.
Amiables often say, “Let me think it over and get back to you.”
Be positive and solution-oriented.
No confrontation.
Behavioral Characteristics of Drivers:
Drivers and Amiables are often noted to be at the opposite ends of the behavior continuum. While
Amiables are focused on the relationship with their counterpart, Drivers are results-oriented and
focused primarily on the bottom line.
Below you will find Driver characteristics and tips for an effective negotiating partnership with people
who prefer this style.
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They want outcomes and results –relationships are only secondary.
Focused more on facts and less on feelings.
Process information quickly – little need for much detail.
Are impatient.
Tend to view their negotiating counterpart as an adversary.
Strong need to win.
Are self confident and assertive – sometimes domineering and aggressive.
Tips for Building Effective Relationships with Drivers
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Know your bottom line. Be prepared. Stick to business.
Drivers may perceive you as weak if you discuss personal concerns at table.
Be direct, focused and concise.
Ask questions that allow Drivers to discover solutions.
Don’t take it personally – for Drivers business is just business.
Drivers are competitive and find it hard to concede points.
Raise your level of assertiveness to match theirs.
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Behavioral Characteristics of Analyticals:
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Strong need for accurate, detailed facts and information.
Uncomfortable with personal feelings during negotiations.
Process information slowly.
Are economical.
Can be unemotional and difficult to read.
Logical and organized.
Highly principled.
Speak slowly and directly.
Are cautious and detail-oriented.
Ask many questions.
Tips for Building Effective Relationships with Analyticals
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Prepare thoroughly and have accurate and complete information.
Keep your discussions factual and business related.
Be patient – repeat information and give additional information when requested.
Show how money, time or resources will be conserved.
Proceeding cautiously and unemotionally is a characteristic of the style.
Leverage their ability to organize and logically approach the negotiation process.
Be honest.
Don’t rush them.
Respect their need to knowing the details before making concessions.
Give them the pros and cons of all the alternatives – full disclosure.
Blends are people who have no clear preference for one style, but use a combination of styles. As
mentioned earlier, Blends are people whose scores are no lower than 20 in any one style and no higher
than 40 in any one style.
Behavioral Characteristics of Blends:
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Are personable and social.
Tend to be flexible and adaptable.
Enjoy humor – may take business a little less seriously than the other styles.
Are creative and open to change.
Are team players.
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Tips for Building Effective Relationships with Blends
Take time to connect on a personal note before beginning the negotiation.
Make sure deal points are clarified and specific before finalizing the negotiation.
Keel things light and humorous.
Look for new or unique approaches.
Appeal to their sense of commitment to the team’s success.
How do I figure out the behavioral style people use when they negotiate?
Three ways of doing this:
General Observations / Listening / Asking Questions
1.
General Observations:
You will get your first clues about your counterpart’s style through general observations. If you walk
into your counterpart’s office, pay attention. The type of things displayed on the walls or desks can
provide insight into what your counterpart feels is important. Are family pictures or company photos
displayed, indicating that relationships are important? If so you may be dealing with an Amiable or a
Blend. Are the walls covered with plaques and certificates noting achievements and displaying a pride
in accomplishment? This may indicate your counterpart is a Driver. Is the office neat and organized, or
are stacks of files and papers lying around? The neater and more organized the office is, the greater the
likelihood is that you are negotiating with an Analytical. It is important to note that you cannot
determine your counterpart’s style by observing alone, but you can certainly gain some initial insights.
2.
Listening
A second tool for helping you identify your counterpart’s style is listening.
For example, an employee meets with her company’s management team and says she would like to
retire in a year. The manager, who is a Driver asks, “What is the exact date you would like to retire?”
Another manager, an Amiable says, “Is there anything we can do to create an environment that would
make you want to stay longer?” A third manager, who is a Blend says, “Another reason to bring the
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team together for a happy hour!” And a fourth manager, an Analytical states, “For the next year, we
would like you to write down in detail what you do on a daily basis so we will have a step-by-step
manual to train your replacement.”
3.
Asking Questions
A third way to determine your counterpart’s behavioral style is by asking questions and listening
carefully to the responses. For example, to determine if your counterpart is a Driver or an Analytical,
you could ask, “We have a sixty page document that supports our position. Would you like me to review
the complete document with you, or would you like to see the two-page summary?” An Analytical will
almost always want to review the entire document, while a Driver will almost always want to see the
two page summary.
Other good questions to help you determine your negotiating counterpart’s style might be, “How are
you doing today?” or “How as your weekend?” In response, Amiables will often provide far more
information, much of it personal. In fact, Amiables will often provide far more information than Drivers
or Analyticals want to know! Drivers, responding to the same types of questions will simply respond, In
terms of strengthening the firm positions you take that
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Strategies Used by World Class Negotiators
Reluctance
Fred Astaire
Feel…Felt…Found
Personal Relationship
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Stick / Carrott
Colombo
Clare
Nibble
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Funny Money
Kissinger
Silence
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Ben Franklin
MacDonalds
Involvement
Pavlov
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Flowering Cherry
Competition
Walk-away
Dusseldorf Passes
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NEGOTIATION STORIES
Several years ago there was a big hotel project, in Midwestern city. A $100 million project. The developers
had all the land they needed except for one little corner. An elderly widow owned a tiny house on this corner, and
she said she didn't want to sell. The developers called in their attorneys.
"We've got the financing for the project," they told the lawyers. "We've got the money. The architects are
ready to go. The contractors are ready to go. Go buy that little house. Get it done."
The attorneys meet with the widow. They offer her $400,000 for her property - a very high price. She thinks
for a while. Then : "I don't think so," she says. "This is my home. I've lived here for forty years. I don't really want
to sell it. I don't really want to move."
The attorneys leave. A week later they go back. They offer her $600,000. The elderly widow is sweet and
polite. But she turns them down. The developers give the attorneys hell. "BUY THE DAMN HOUSE," they tell
them, "GET IT DONE. LET’S GET ON WITH THIS PROJECT.
The lawyers raise their offer to $800,000. Still no sale. The widow calls her friend Mabel. "Gee Mabel, every
time I see these people, they go up another two hundred grand."
"Great," says Mabel, "have them over more often.
A month goes by .What's going on? The lawyers are up to $1.4 million in the offer. The widow's still there
waiting for a $1.6 million offer.
Exercise.
1. Write down what you think are two or three key messages in this true story.
2. Do you think the attorneys should have handled this differently? Why?
3. How do you usually make concessions in your negotiations?
4. Group sharing on the key messages in story.
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MONDAY MORNING QUARTERBACKING ON ATTORNEY STORY
(or how to make effective concessions)
Now suppose the attorneys had handled it differently. Suppose they had started with the $400,000 offer, then
on the second offer went to $450,000, third to $470,000, and fourth to $480,000, fifth, if need be, to $483,000.
Messages go back and forth in all negotiations, and if they had done it that way, what message do you think they
would have given? What message do you think would have been received?
The story illustrates different guidelines to smart concession-making.
1.
2.
Concede in small increments, and when possible diminishing increments. Give in a little at a time.
Give in slowly. Why would you want to give in slowly? The considered response - a key concept in concessionmaking. The quick answer may not always be the best one. Make your opponent earn the concession.
3.
4.
5.
Give yourself room to negotiate.
Never think you must give tat for tat.
But think: If I do this for you, will you do this for me?
6.
Never fall for "let's split the difference."
7.
8.
Don't mishandle the ridiculous offer.
Don't be the first to concede in major issues.
9. As the deadline approaches, beware of conceding too much.
The key concept here that I want you to remember about making concessions is that we want to milk as much as
possible each concession we make. In other words, how you concede can be far more important than what you
concede.
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PEDRO AND THE BANDIDO
Whenever you use a third party
to help negotiate
I hope you will remember this story.
Seventy years ago in a small Arizona town, a bandido entered the bank, placed his saddlebags on the counter,
raised his gun, and demanded that his bags be filled with gold. The teller obliged and the bandido raced to his
horse, leaped upon his trusty steed, and headed south to Mexico.
The sheriff formed a posse and headed after the bandido, catching him just before the border. But somehow
during the chase, the bandido had time to hide the gold and so he didn't have it with him when apprehended.
Once they had him they discovered that he did not speak English, and no one in the posse, including the sheriff,
spoke Spanish. A member of the posse was sent to town to find a translator. He returned two hours later with a
local resident named Pedro.
"Ask him where the gold is!" the sheriff demanded of Pedro.
"Senor, donde esta el oro?" Pedro demanded of the bandido.
"No" the bandido responded. Pedro told the sheriff in broken English, "he does not know, senor."
The sheriff then pointed his shotgun at the bandido and told Pedro, "Tell him to confess where the gold is or I'll
blow his head off!"
Pedro rapidly translated in Spanish the sheriff's demand to the confident bandido. Suddenly the bandido's
confidence weakened and he blurted, "El oro esta en el pozo." (The gold is in the well.")
Pedro then turned to the sheriff, and with a smile interpreted,
"Senor Sheriff, the bandido says go ahead and shoot."
EXERCISE
1. The moral of this story is...
2. Do you think most people are trustworthy or untrustworthy? Why do you think that?
3. "Trust everybody, but always cut the cards." Advice from an attorney to his client who was a famous poker
player.
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SOME NEGOTIATING LESSONS I HAVE LEARNED
1. Never allow yourself to be intimidated by authority.
2.
Get your opponent involved in the problem-solving process.
3.
Decide on your negotiating philosophy.
4.
The best negotiations take place in an atmosphere of trust.
5.
Humor is terrific in any negotiation.
6.
You have far more power than you think you have institutions have far less power than you think they have.
7.
Creativity separates the great negotiators from the good ones.
8.
You can be a champion negotiator if you prepare properly.
9.
Never allow yourself to lose your temper in any negotiation.
10. Good things happen to those who wait -be patient.
11. Understand how power works.
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12. 'What if..." is beautiful
13. Watch your language very carefully.
14. You will get what you expect.
15. The real enemy is within (yourself and your company).
16. Information is only potential power.
17. Get into the habit of taking notes in all negotiations.
18. Ask often -who has the leverage? It can change real quick!
19. Money is not all important in a negotiation.
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THE BUTTERFLY PAGE
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THE BUTTERFLY PAGE
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MY ACTION PAGE
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