The Intelligent Negotiator: What to Say, What to Do, How to Get What You Want--Every Time

The Intelligent Negotiator: What to Say, What to Do, How to Get What You Want--Every Time

Language: English

Pages: 304

ISBN: 1400081491

Format: PDF / Kindle (mobi) / ePub

Nearly every professional interaction you have during your career will involve a negotiation of some sort. Whether you're closing a million-dollar deal with a client, bargaining over your own terms of employment, or delegating duties among your coworkers, the key to successful negotiation is possessing intelligence. But intelligence doesn't mean just having smarts. It means knowing your opponents inside and out: how they respond under stress, what tricks they try to pull to catch you off guard, and how to negotiate a fair deal that makes both sides happy. It means knowing what they will ask for before they ask, what they are willing to give before they give, and where they will draw the line before they walk away from the table.
The Intelligent Negotiator is your complete and practical guide to understanding and mastering effective negotiating skills. Author and negotiation expert Charles Craver goes beyond the basic principles of negotiation and gets down to the nitty-gritty steps of the process, including what kinds of clothes to wear to help you succeed, where to sit in a room during an important negotiation, what questions to ask, how to listen and watch effectively, how to present your offers, and, most importantly, when to give and when to take. Mr. Craver has taught the ins and outs of effective negotiation to more than 60,000 professionals from around the globe over the past 25 years. In this easy-to-use book, he reveals his never-fail techniques that will give you the confidence and persuasiveness of a seasoned pro. You'll discover how to:
·Identify the different types of negotiating techniques, when to use each one, and how to counter them
·Close a deal properly to avoid last-minute demands
·Walk away from a deal without losing your cool
·Prepare for the unexpected, master the mental game, and avoid psychological entrapment
·Understand the different stages of the negotiation process and what to do in each
·And much, much more
Packed with interactive exercises, insightful anecdotes from the author's own career, and invaluable lessons on building a personal negotiating style, this is your complete guide to bargaining and deal-making the right way—with intelligence.

From the Hardcover edition.

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relationships, both sides will benefit. If these people are unable to agree upon their many interdependent issues, their relationships will suffer. One of my recent bargaining encounters demonstrates the benefits to be derived from negotiating opportunities. I arrived at a hotel in Atlanta at which I had a guaranteed reservation. The clerk indicated that he had no room because of an unusual number of holdovers who had not departed as scheduled. He offered to relocate me to another hotel, but I

specific questions—ignoring them, misinterpreting them, or otherwise trying to change the subject. Don’t allow them to use evasive behavior to deny you the information you deserve. Whenever adversaries refuse to fully answer your questions, restate and ask again. Keep in mind that if you plan to listen and watch your counterparts as carefully as possible during the information exchange, try to take as few notes as possible. When you look at your notes or write down comments in your notes, you

they usually consist of a series of short exchanges rather than longer encounters. Many negotiators who engage in telephone talks make the mistake of treating these electronic exchanges less seriously than they would face-to-face interactions. Since their counterparts can’t see them, they think they can wing it on the phone. This is a big mistake. Do not assume your counterparts cannot read your nonverbal messages on the phone. Many people are better able to hear verbal leaks and discern

Propose the joint exploration of alternative formulations that may prove to be mutually beneficial but were overlooked during the prior stages of the interaction. Be sure that both sides recognize your transition from the Closing Stage to the Cooperative Stage. If one side tries to move into the Cooperative Stage too quickly without the understanding of the other party, the whole deal may unravel. When the cooperative bargainer begins to suggest alternative proposals, they may be less

advertised car price. Force them to negotiate up from that figure, rather than down from their inflated figure. When you have talked them down to a number you find sufficiently close to the actual dealer cost, you have completed the first round. Car Negotiating: Second Round As soon as the salesperson gets your commitment to a specific price, the real bargaining games begin. For example, he will begin to write up the purchase contract and then disappear to consult with the “sales manager.”

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