Know What Makes Them Tick: How to Successfully Negotiate Almost Any Situation

Know What Makes Them Tick: How to Successfully Negotiate Almost Any Situation

Max Siegel

Language: English

Pages: 256

ISBN: 0061717134

Format: PDF / Kindle (mobi) / ePub


“Siegel shows us how to successfully navigate situations that may arise at work, in the home, or in personal relationships. More, he shows how, if the cards are played right, everyone walks away a winner—an empowering feeling if ever there was one.” — Chris Gardner, author of The Pursuit of Happyness and Start Where You Are

“Winners attract winners and smart leaders attract smart followers…. If you want to grow both personally and professionally, then join the winners and leaders who find wisdom with Max Siegel." — Chuck Wielgus, CEO of USA Swimming

From highly innovative and successful business executive Max Siegel comes a straightforward and original self-help book that will give readers the upper hand in almost any kind of negotiation process.

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in the past. First, she didn’t understand why, as a practical matter, I would make that choice to help a man who had slammed a door in my face. How would that do me any good? Second, even if it was useful, she couldn’t imagine how I could do it, emotionally. How could I find it in myself to be forgiving and welcoming of this man’s daughter, when just the story of his treatment of me as a kid made her so angry? As a practical matter, I have found through my whole life that it’s better to maintain

people, but part of their motivation was to have an influence on our behavior and our development. In particular, they wanted to encourage us to go to church. Back then, though, I hadn’t yet discovered how valuable that could be. And especially once I got to college and I was free to do as I pleased, I was definitely going to take issue with anyone who wanted to instruct me on how to live my life. But they never lectured us or tried to micromanage us with rules. The family seemed to understand

practice came when we consolidated the three different racing shops at DEI into one. The physical campus had always been broken up into a number of different buildings, and each one of the race teams had a shop dedicated to that one team. That meant that even though we had multiple teams, we weren’t getting any of the benefits of working together: we weren’t sharing information, comparing practices to see which was best, or achieving economies of scale. The planners and engineers told me it

time with them, eating and drinking and talking, hearing their concerns and finding out what was really going on with the company. And by spending my time with them, I was letting them know that while I might have a different background and a different job than they had, I didn’t think I was any greater than they were. I was showing them that I wanted to help them do their jobs better. After a while, someone passed on a compliment that made me know I was getting through. It was something one of

work at a law firm, I ran into a wall. I wanted to focus on sports law, but I quickly learned that almost no one in the firm considered that a viable route for a young attorney. It was a typical dilemma for a new hire in any kind of business: the company might have brought me in partly because of my fresh ideas, but once I arrived I clashed with the organization’s accepted ways. In this case, most of the senior attorneys didn’t even recognize sports law as a legitimate legal specialty—they just

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