Problem
Neediness causes weak negotiation decisions.
Action
Enter negotiations prepared to walk away from any deal.
Outcome
You negotiate with greater clarity and strength.
Chapter: Your Greatest Weakness in Negotiation: The Dangers of Neediness
Problem
Acting like an expert can make people less open.
Action
Ask simple questions and admit what you do not know.
Outcome
People share more useful information.
Chapter: The Columbo Effect: The Secret of Being “Not Okay”
Problem
Pressure to agree hides real concerns.
Action
Give the other person permission to reject ideas freely.
Outcome
Honest decisions move forward faster.
Chapter: Start with No: How Decisions Move Negotiations Forward
Problem
Short-term goals can pull negotiations off course.
Action
Define a mission that guides every negotiation choice.
Outcome
Your decisions stay aligned with your priorities.
Chapter: Success Comes from This Foundation: Develop Your Mission and Purpose
Problem
Trying to control outcomes creates pressure and frustration.
Action
Measure success by your preparation and behavior.
Outcome
You perform more consistently.
Chapter: Stop Trying to Control the Outcome: Focus on Your Behavior and Actions Instead
Problem
Assumptions prevent accurate understanding.
Action
Use questions to discover facts before offering solutions.
Outcome
You gain better information for decision-making.
Chapter: What Do You Say?: Fuels of the Camp System: Questions
Problem
Emotional delivery weakens communication.
Action
Use a calm tone and deliberate words.
Outcome
Your message is understood more clearly.
Chapter: How Do You Say It?: More Fuels of the Camp System
Problem
Assumptions distort what you hear.
Action
Listen fully before forming conclusions or responses.
Outcome
You understand the situation more accurately.
Chapter: Quiet Your Mind, Create a Blank Slate: No Expectations, No Assumptions, No Talking
Problem
People do not act until they see a problem worth solving.
Action
Identify and discuss the consequences of their unresolved problem.
Outcome
Your proposals become more relevant and compelling.
Chapter: Know Their “Pain”, Paint Their “Pain”: Work with Your Adversary’s Real Problem
Problem
Money alone does not show the true cost of a choice.
Action
Assess the impact on time, energy, money, and emotion.
Outcome
You make more realistic decisions.
Chapter: The Real Budget and How to Build It: The Importance of Time, Energy, Money, and Emotion
Problem
Negotiations stall when the real decision maker is absent.
Action
Verify who can make the final commitment before discussing terms.
Outcome
Your efforts reach the right person.
Chapter: The Shell Game: Be Sure You Know the Real Decision Makers
Problem
Negotiations can become chaotic and unfocused.
Action
Follow a clear agenda throughout the discussion.
Outcome
Important issues are addressed in an organized way.
Chapter: Have an Agenda and Work It: Ride the Chaos Inherent in Negotiation
Problem
Presentations can reduce learning and meaningful discussion.
Action
Discuss concerns and questions before presenting your case.
Outcome
Your message addresses what matters most.
Chapter: Present Your Case - If You Insist: Beware the Seductions of PowerPoint
Problem
Short-term gains can damage long-term success.
Action
Keep your commitments and act honestly in every negotiation.
Outcome
You build lasting trust and credibility.
Chapter: Life’s Greatest Lesson: The Only Assurance of Long-Term Success