“How To Avoid Danger From Being A Strong Negotiator”
Some negotiators emit weakness when they’re negotiating. There’s danger in doing that. Other negotiators exude strength. There’s danger in that, too. A successful negotiator knows how to project power while avoiding the threat of being perceived as overbearing, stubborn, or unrelenting. They also know when to appear robust and when to appear weak.
The following are ways that you can be a strong negotiator while avoiding danger and becoming more successful in your negotiations.
First, be mindful of the negotiator type with whom you’re negotiating. Some negotiators will view you as an opponent or adversary, while others will see you as an advisor or friend. It’s essential to identify and know the different characteristics displayed by negotiators. That’ll determine how you’ll negotiate with them.
Adversary Versus Advisor:
If a negotiator perceives you as too overbearing, he may become obstinate. When you appear weak, some negotiators will take advantage of you. So, you must know when to adopt the right persona. You can determine that by how the other negotiator sees you versus how you wish him to view you.
When dealing with someone that notes you as an adversary, his mindset is, he’s in a rigorous engagement, and there’s only one winner, him. With this type of negotiator, stand your ground. Challenge him before making concessions. Make him earn what he receives. That will enhance the respect he has for you and your abilities.
When viewed as an advisor or friend, display a demeanor of agreeability. You want this negotiator type to feel at ease with you. Create a climate whereby ideas are free to be exchanged. That will encourage that person to be more amenable to your offers, thoughts, and ideas. Also, he won’t feel threatened when you propose something that may appear to be out-of-bounds.
When projecting strength or weakness, know when to switch roles. Displaying the advisor role (e.g., I’d like to gather a little more information so I can best determine how I might meet your request), is an excellent way to break the frame. It’ll allow you to morph from a position of weakness to strength or vice versa. Be sure to change your demeanor when doing so. Do that by adjusting your body language to meet the new image that you project.
As an example, if you’re acting the role of a competent person and you switch to a weaker one, sit smaller in your chair. Do that by slouching, and drawing your body closer to itself as though you were afraid.
To project an image of strength, expand the space you’re occupying. Accomplish that by increasing the size of your body, and making big gestures when you speak. You can also move your objects further away. You want to occupy more space to appear more confident. That nonverbal gesture states that you feel comfortable and unafraid of anything in the environment.
You can also use inflections in your voice to cast the appropriate demeanor. Do that by placing a stronger or weaker inference on the words that are most important to you. That will add value to your persona.
Like everything in life – the more you know about the environment you’ll be in and the people in it, the better prepared you can be for what might occur. Knowing how to move back and forth stealthfully, from a forceful negotiator image to one less dynamic, will allow you to have more influence over the negotiation. Plus, you won’t have to worry about being perceived as an ogre when you adopt a more rigorous personality. That will keep the negotiation wolves away from your door, those that would seek retribution for you being too strong against them … and everything will be right with the world.
“Here Is What You Need To Know To Win More Negotiations”
He entered the negotiation completely unprepared. And he jumped at the first offer the other negotiator made. After they departed the negotiator that had extended the offer said to a cohort, I wish all of my negotiations were that easy. That guy had no negotiation skills.
Hopefully, no one will ever say that about you. Implement the following steps in your negotiations, and you’ll decrease that probability.
Identify what a winning outcome is for you and the other negotiator.
Take into account the resources you and the other negotiator will have to enhance your efforts. Those resources might consist of other people at the negotiation table and some that are not.
Determine what either of you might do to achieve that outcome.
Assess what might hamper the outcome you’d like.
Identify the body language gestures you’ll note to assess when the other negotiator is becoming exasperated. Set the baseline for those gestures by observing how he acts when he’s calm.
Other Influencing Factors:
Know the outside sources of power that might influence the other negotiator.
For more considerable influence, understand the way he thinks and the motives that drive his actions.
Know your pressure points and those of your opponent. You can gain influence by applying pressure on those not at the negotiation table – leverage that. Remember, the other negotiator can do the same to you. To decrease that probability, minimize those that may expose your vulnerabilities. Doing so will make you less susceptible to pressure.
Know how many phases there may be in the negotiation. If the other negotiator is the first of many that you’ll be negotiating against, he may be attempting to gain insight into your strategy. Then, when you think you’ve reached an agreeable outcome, he’s removed. And his team installs someone else. That’s the beginning of the next phase of the talks. That can occur throughout many stages. Be prepared for it.
Recognize when you’re in a zone – everything is going right. Also, be aware when things are misaligned. When that occurs, stop the negotiation. Take a break an assess what’s happening. Once refreshed, re-engage.
Read Body Language:
Gather nonverbal queues that reveal hidden thoughts.
Eyes – What can you glean from someone’s eyes? You can gain insight into their demeanor, the degree of respect they have for you and themselves. And you can note when they become uneasy about an offer. To record such occurrences, observe the eye movement when engaged in regular exchanges. Then, as things intensify, note the quickening pace of the eye movement, the direction up or down in which is glanced. Those movements will signal uncomfortableness. Take note when sensing that and be prepared to take action.
Hands – When people speak, it’s natural to use hand gestures. As you progress in the negotiation, note the degree your opponent alters those gestures. There’s value in noting the difference between him saying, and we’re this close to a successful deal while holding his thumb and forefinger a quarter of an inch apart, versus two inches. He’s displaying his measurement to how close he thinks you are to closing the deal.
Speech patterns – Words convey thoughts. And specific words have more meaning than others. Thus, lend attention to the words used and their pronouncement when someone extends an offer. As an example, if someone were to say in a robust intonation, that’s my best deal, take it or leave it. They’d sound more convincing than if they stated it in a weaker tone and with their head bowed. Gain additional information by listening and observing.
Have clearly defined points indicating when it’s time to exit the negotiation. Establish them during your planning session.
Allow the other negotiator points to exit without losing face.
Assess the degree a winning outcome has changed as you’ve negotiated. If it’s altered drastically, consider postponing it.
Many factors influence the flow and outcome of a negotiation. The better prepared you are for what might occur, the better your chances to control the factors that determine the outcome. Having more control means, you should be able to keep the other negotiator happy with what he receives, while you obtain what you seek. The strategies mentioned will help you do just that. They’ll assist you in achieving your goals … and everything will be right with the world.
“For Greater Success Women Need To Be Better Negotiators”
People that negotiate better than others tend to have greater success in life. That’s true to a point. Because, if a man and a woman have equal skills as a negotiator, in general, women tend to get the shorter outcome. For that reason, women need to be even better negotiators.
… I asked what challenges she has when negotiating. She said, “none – I never have anything to negotiate.” After I probed by saying, never? She, replied, “I took my brother once to help me negotiate the purchase of my car. I figured the dealer would take advantage of a woman alone. But my brother wasn’t any good. He just said yes to everything the dealer said. He didn’t know anything about negotiations. I might as well be alone.”
Most people don’t realize when they’re negotiating. Negotiation occurs when you’re attempting to achieve an outcome. Anytime you’re trying to get someone to embrace your beliefs – you’re negotiating. Some consider that influencing. But in reality, it’s a negotiation.
As you’re most likely aware, my motto is, “You’re always negotiating.” That means, even when you’re engaged in the influence process, you’ve most likely had prior interactions that shape how you address someone. Those previous interactions were negotiations. You exchanged in the give-and-take process that’s influencing how you currently interact with someone of like-mindedness or appearance.
That’s important for women to remember when they’re negotiating. If they possess a shackled mindset, they’ll be less efficient when negotiating. Instead, women must look at the situation and think, I’m free to be who I am. My past is not my present. And I will not allow old thoughts that hindered my progress from slowing me down. I will become stronger and move more boldly towards my future. Then, learn more about how to become a better negotiator.
Know Your Assets:
There were several factors about negotiations that the lady I was speaking with didn’t recognize.
She didn’t recognize that she’s continuously negotiating. That means being aware of where one action will lead and how it will impact the next step. Planning your steps will give you insights into what you’ll need as you engage them.
Since she thought she never negotiated, there were no contingency plans for situations she might encounter. Always plan how you’ll act and react before entering situations. Women should consider how their gender might cause others to treat them. The more important the outcome, the more one should plan.
Her brother was an asset. His presence gave her unforeseen leverage. But since she didn’t know how to use it, she forewent that advantage. Sometimes, having the right person with you in a negotiation adds value to your effort. As a woman, consider how you might employ seen and unseen leverage in your negotiations.
When negotiating in what might be an awkward situation, consider allies to enlist to strengthen your position. Look for those that have skills that will offset those of the other negotiator.
Know Your Negotiation Counterpart:
Negotiators have different styles of negotiating. And some have differing thoughts about negotiating against women. To understand the type of negotiator you’re dealing with understand their mind.
Women have built-in advantages in most societies. And that’s their gender. In general, most men don’t think women can negotiate effectively. A woman can make that ill-thought a man’s peril. And that’s the hidden advantage. Women can take advantage of men’s perception by luring male counterparts into negotiation traps. Then, she can spring it before he realizes he’s trapped.
Some women are relieved when they negotiate against another woman. Don’t fall prey to this thought. As a woman, it can be tougher negotiating with some women than some men. Some women believe they have to be tough to be respected. And they won’t cut you slack because you’re the same gender.
Before engaging in what might be a tough negotiation, practice. Do so in mock negotiations. Everyone can benefit from them. But women can gain more enormous benefits by practicing with male counterparts that might act like those that she’ll face at the negotiation table.
Never discount the value of practicing. And never neglect the importance of mock negotiations. They can simulate real-life reality before it becomes that.
The lady with whom I spoke had a commonality with other women about negotiations. Some either fail to even recognize when they’re negotiating, or they ratchet down their negotiation efforts out of fear. In either case, they shortchange themselves. They also forgo opportunities that could bring benefits for those that are dearest.
The question becomes, as a woman, is being a better negotiator worth the effort that it’ll take to become more successful? Others are depending on you! Commit today to enhance your negotiation skills … and everything will be right with the world.
“Do You Know How To Avoid Negotiation Manipulation Mistakes”
Before they began the negotiation, he heaped constant prays on her. She blushed and wondered if he had a deeper affinity. Finally, she said, “okay, enough with the manipulation efforts – let’s get down to business.” To which he replied, “I’ve been discussing business all along.” That’s when she said in a snarky tone, “the way you were carrying on, I thought you wanted to date me.” At that, he became a little crestfallen. That’s when he realized his prays had been perceived as manipulation. He had made a big mistake! Do you know how to avoid negotiation manipulation mistakes?
Continue reading and you’ll discover how to avoid and use manipulation in your negotiations.
Manipulations – good – bad – it depends:
Whether someone feels manipulated depends on their perspective. If you ask most people what the definition of manipulation is, they’ll state that it’s a negative act. It can mean to advantage oneself based on the skill applied to do so. It can also mean to address with skill a process or treatment – in that case, it’s neutral – neither negative or positive.
Before engaging someone in a negotiation, understand their perspective of prays, deference, and appreciation of one’s achievements. And be mindful not to be perceived as effusive. You don’t want your intent to be misperceived.
Some negotiators begin a negotiation unaware of how their actions are being perceived. Those individuals should acquire greater negotiation skills.
Smart negotiators are aware that every action may be scrutinized to disclose hidden intents. They look for body language signals to indicate indifference to offers and counteroffers.
Being unobservant opens the door to misperception. When you observe signals that indicate you’re being perceived as brownnosing or deceitful, those may be signs that you’ve wandered into the realm of making manipulation mistakes. Seek feedback as to how you’re being perceived and if necessary, clarify your intent.
Body Language Observance:
When detecting perceived manipulation through someone’s body language, there are a few signs to observe.
Head-cock to either side – This gesture indicates interest. It may be saying, where’s this going? Take note of the number of times the head moves from one side of the body to the other. That’ll indicate a greater intent to gain more insight about what’s being said. Look for other signs to add deeper meaning to head-cocking gestures. Smiles, along with interruptions, can lend to that insight.
Smiles – A smile doesn’t necessarily mean agreement. With perceived manipulation, a smile may indicate, let’s see how far he’ll go. Or, I don’t believe he’s saying that. If you have doubt about a gesture’s significance, inquire about how it’s perceived. Some people find themselves on a slippery slope because they don’t recognize the first step. Don’t let that happen to you.
Interruptions – When someone interrupts you, they want to alter what they’re hearing. They may be asking you to cite your case differently for greater clarity. The point is, they’re seeking more information. Take heed. They may be signaling hidden thoughts that states they’ve become more attuned to what you’re saying. Understand why that’s so.
Manipulation can be an effective tool if it’s used correctly. To do so, understand the mindset of the other individual – and his boundaries about perceived effusiveness and lack of respect. Those boundaries will be the sweet spot to place your praise. Skirt those boundaries and you’ll venture into murky waters.
The best time to manipulate someone is when you slightly alter what they already believe to be true. It’s even better if you’ve established trust first. Thus, the more they see themselves in your reflection, the greater the opportunity for manipulation.
Please be aware not to abuse this technique. It can have deadly consequences in a negotiation. Always treat your opponent with the utmost respect. If you don’t intentionally manipulate someone towards harm, you’ll have greater negotiation outcomes … and everything will be right with the world.
“Great Negotiators Know How To Ask Good and Better Questions“
Some negotiators believe, there’s no such thing as a bad question. They believe all questions solicit additional information – information that you wouldn’t receive if the question went unasked. I don’t think that’s true!
Some questions weaken your negotiation position. They project a lack of perceived foresight. And they can allow openings for the other negotiator to take control. But you can turn some weak questions into better ones that benefit your negotiation position.
If you’re somewhat confused right now, how do you feel about your confusion? Do you possess a desire to discover more on this topic? Do you have some other need? That’s the power of questions. They can control the thoughts of the other negotiator and put you in a power position. Questions can also lead to the other negotiator pulling away from you. Thus, you must know how and when to use them.
This article delivers insights about when and how to ask better questions to improve your negotiation position.
A bad question is made worse by its timing. That can decrease the perception of your persona and make you appear weak. But what might appear to be a bad question posed with proper timing can gain a wealth of information. That would turn it into a good question.
When asking questions such as, how can I help you? Or, what can I do to assist – you display a lack of knowledge about the needs of the person you’re soliciting?
Nevertheless, there is a place for questions that may appear to be weak or lack specificity. You’d use them when they enhance the planned persona you wish to project. In such times, you’d use the mentioned questions as tools of positioning. Questions such as, how can I help you will cast a broader net. It will gain a deeper insight into the information you’re seeking.
Better questions solicit better information. And they heightened your sense of control as a negotiator. Such questions …
use what-if scenarios. What-if scenarios explore the realm of possibility. They don’t commit you to action unless the scenario is agreed on by all parties. Example – what if we lowered your cost and shipped the items early, could we close the deal today? If the other negotiator was in agreement, you’d have a deal. If she wasn’t, you will have gained insight into her negotiation position. Either way, you’ve gained valuable information.
challenge existing norms. When challenging popular beliefs, you’ll attract attention. Depending on how your questions are received you’ll become more influential. You might be placed in a position of having to defend your position, too. So, consider the types of questions you’ll use to challenge popular norms and how they’ll position you in the negotiation.
can’t be answered quickly. When asking questions that someone can’t readily answer, they go into thought mode. Depending on the environment, you can throw them a lifeline by answering the question yourself. Or, you can let them flounder. By allowing them to flounder, you allow others to view their lack of knowledge. That will decrease their perceived expertise. By saving them, they’re spared from floundering. That will ingratiate them to you.
Assumptive questions allow you to be perceived as possibly knowing more than you do. You can use them to test the other negotiator’s position or offer. To do so, make a statement that infers you have secret information. You can also make the statement sound like a question. Example – “You’ve given larger discounts in the past, correct?” After that, be very attuned to the response per the inflection in the voice and mannerisms displayed. Look for signs of agreement, lies, or doubt. If you sense either, probe deeper.
The questions asked determines the information that’s received. And the timing of those questions detracts from or enhances that information. To increase your ability to gather quality information in your negotiations, ask good timely questions that lead to better answers … and everything will be right with the world.
“How To Be A Better Solution Versus Issue Negotiator”
As a negotiator, do you consider the perspective of the other person? Do you assess to what degree he’s an issue versus solution-based negotiator? You should consider those questions. Because it will determine how he and you negotiate and the points he’ll stick to. Negotiators that are issue-based negotiate differently than solution-based negotiators.
In this article, you’ll discover why there are different styles of negotiations based on the issue versus solution sought outcomes. You’ll also gain insight to identify one style versus the other – and how to deal with either.
An issue-based negotiator is primarily concerned with promoting a cause that he’s defending. That makes him less likely to be open to logic or reasoning. And he’s usually the front-person for a larger entity that’s backing him. Example – as of this writing 97% of Americans would like to see more stringent gun background checks, measures to address that are blocked in the U.S. Senate by the gun lobby. Why? Because the gun lobby spends millions of dollars in campaign contributions to ensure politicians prevent such measures from becoming laws. Thus, to negotiate effectively, an entity needs to amass a force that’s equally as strong as the gun lobby – and one that’s willing to make equal monetary contributions. That’s how you’d offset the power of the gun lobby.
Therefore, when negotiating against an issue-based negotiator, consider looking for the weakness that lies in his supporters. They’re the source of his power and the power that you must address first. The negotiation strategies you use to do so will depend on the tenacity displayed by them to maintain their position. Your goal is to unseat them from their position.
Solution-based negotiators are a different breed from their issue-based counterparts. The former enters the negotiation genuinely seeking a solution. That’s not to say that the issue-based negotiator doesn’t seek a solution. He’s more zealous about getting you to agree with his position and less yielding. The solution-based negotiator is more flexible in his give-and-take to unearth solutions.
When negotiating with a solution-based individual, expose as much of your desires as you deem appropriate. Encourage him to do the same. Convey a genuine ambition to seek a mutually beneficial outcome. And display an openness that allows him to sense that he’s in a safe space. You want him to recognize that you won’t take advantage of him. The more secure he feels, the more information he’ll disclose about his position. To enhance this process, if you encounter misunderstandings, consider excepting the blame for it. Again, you should gear your efforts towards making him feel safe. Allowing him to experience blamelessness will enhance those efforts.
There is a point of caution to interject. If you sense your opponent views your willingness to be accommodating as weakness, stiffen your position. Become less tolerant and less forgiving. Throughout every negotiation, one is constantly positioning oneself. Make sure you’re constantly monitoring how you’re perceived and the adjustment the other negotiator makes. In turn, observe how he’s constantly repositioning himself per how he wishes you to perceive him.
Good negotiators attempt to advantage their position before they enter a negotiation. Less knowledgeable negotiators don’t seek such advantages. They become prey as a result of their haphazard negotiation ways. To gain an advantage in future negotiations, take into consideration whether you’ll be negotiating against an issue or solution-based negotiator. Doing so will give you insight into the type of plans to develop for the negotiation. That will give you a real advantage … and everything will be right with the world.
“Are You Cruel When You Weaponize Time In Your Negotiation“
For the last three months, the two teams negotiated fiercely against each other – they were vicious – they lost the pretense of civility after the first month. At times, flared tempers had driven them to cruelty. Then, out of frustration or despair, the lead negotiator of one team said to his counterpart, in an extremely cruel tone, either you accept our offer within the next three days or we’ll leave this negotiation and never return! With that edict, time was weaponized. He’d unleashed a ticking time bomb that would blow the negotiation up unless someone defused the situation. And, the way he made his pronouncement left him no wiggle room to save face.
How do you use time to advance your negotiation position – it’s one of the most precious commodities a negotiator has. The following thoughts are ideas about how you can use time to enhance your efforts.
Some negotiators attempt to use time to create a sense of urgency (e.g. sale ends tomorrow, get it now – I only have ‘x’ amount of time to conclude this deal). In those situations, its use is an attempt to force the opposing negotiator to take immediate specific actions. The challenge is, what to do if the action sought doesn’t occur by the stated deadline – you’re left in a weakened position if you must present a lame excuse for why the deal is still available. Unless you’re ready to confront the consequences, don’t make hard-time declarations like the leader of team one.
When you use time deadlines to create a sense of urgency, leave yourself wiggle room to escape if your demands go unmet. To do that, instead of stating a hard deadline (e.g. the sale ends tomorrow) state a softer one (e.g. the sale is ending soon). The sense of urgency is not as great in the second situation – but you’re less likely to back yourself into a corner.
Overcoming Imposed Deadlines:
Deadlines can lead a negotiation to a slow death. Thus, you must be careful when they’re issued. When confronted by a time deadline –
Watch your time – Be mindful of the time you invest in the negotiation. Psychologically, the more time you spend negotiating, the more likely you’ll be to stay engaged. That can make you more susceptible to falling prey to time constraints. If you don’t think the negotiation has redemption, exit it. And do that sooner versus later.
Control emotions – When negotiating, the more you control your emotions, the more control you’ll have of the negotiation. Time is a factor that weighs on a negotiator’s mind. Thus, to combat it, control its perspective and the emotional stress it places on you. Never let time go unobserved – that’s a factor of control.
Have a backup – You can relieve pressure when you have alternative options – having them can be the release valve to the pressure of time. If you have alternative options and you suspect the other negotiator may be weaponizing time, don’t expose your backup plans (e.g. if I can’t get it from you, I can get it from the other dealer – and it may be less) – Doing that may momentarily stun the other negotiator but you will have also given him another point to attack you (i.e. finding out how viable your backup might be). If need be, let his deadline pass and see what he does. He’ll expose his strategy by disclosing how sincere the deadline was.
In every negotiation, negotiators seek actions to control their counterpart – weaponizing time is one of those actions. To be more successful in your negotiations, be observant of time, know what to do when you’re confronted by time deadlines, and be cautious when issuing them. Time is a negotiator’s precious commodity, use it wisely … and everything will be right with the world.
When communicating, one must always be mindful of how a message is being sent and how it’s being received; miscommunication can occur simply because the words used to carry a message casts an altered meaning as perceived by the receiver of the message. Combine the effect that one’s body language adds to the communication process and it becomes very easy to see how one’s body language becomes a rider of one’s words, which can also alter the intent the words were meant to convey.
In order to communicate more effectively, always strive to have your words and body language aligned. Doing so will lessen the possibility of having your message conveyed succinctly. To heighten your communications, choose your word choices carefully, too.
Take note of this week’s negotiation infographic tip for more insights.
In negotiations and in life, the truth has value. With some people, it has more value than others. So, when you’re engaged in your life’s activities, understand the intrinsic value that truth has as it relates to those you interact with. You’ll get more value from being truthful in certain situations, which will be the opposite case in others. Thus, it behooves you to know, to what degree telling the truth is beneficial and when such might be harmful.
“You can win more negotiations by projecting value to the other negotiator. To do so, understand her thought process and what it’ll take to project the perception of value for her to have a successful negotiation outcome.” -Greg Williams, The Master Negotiator & Body Language Expert
“How To Project Value To Win More Negotiations”
The projection of value in a negotiation and how well you do so is directly related to whether you’ll win or lose the negotiation. To win more negotiations, be laser focused on how you project the value that’s in your offerings. Observe the following when doing so.
To project value in a negotiation, you have to know what value looks like to the opposing negotiator. When seeking her insights per why she’s asking for whatever she requests, you can ask:
Is that really important to you?
Why is it important?
If we can’t agree on this, what might be a good substitute?
Don’t pass off lightly the value that can be gleaned from the insight which comes from posing such questions. Someone can say they want a car and upon further probing you discover they want a form of transportation. That form can be addressed by offering a motorbike, car service, etc. If you became fixated on their request for a car, you might offer a Mercedes, thinking you were offering them the value they were seeking. If the person was one once prone to thinking such was ostentatious, you’d be detracting from your attempts to project value by having your personage perceived as someone that’s out of touch with the opposing negotiator’s perspective of value.
Be Mindful of Labels. A Rolex isn’t just a watch, “it’s a fine time machine”. When considering how you’ll project value, consider the label you’ll place on your offerings. Reflect upon:
What’s her real source of motivation per what she’s seeking and how can I label it to convey more perceived value? You can gain insight to this question by listening to the words she uses to represent her thoughts. Word choice gives you a peek into someone’s mental thought process because it reflects the thought process per how someone feels about a particular entity. Remember, a diamond has more perceived value than a stone, although the diamond can be concealed in a stone. Thus, if you want to extend an offer, as an example, you might say, I’ll give you a diamond versus, I’ll give you a stone.
Consider what obtaining your offer will do for the other negotiator per her value proposition (i.e. how she values something). That means you really have to understand how she thinks. You can do so by asking yourself:
How will possessing my offer make her feel?
Does she want to appear [position herself] to look a certain way to a particular person/group? Does such convey status that she’s seeking and if so, why is that important to her?
Speak in terms that will allow her to experience the outcome she seeks, if you were to grant her the request(s) she’s asking of you.
To become more adept at negotiations, you must understand the other negotiator’s perspective of value. In addition, you must be very mindful of how you project the perception of value. Once you master this aspect of negotiations, you’ll enhance your negotiation abilities, which will lead to more winning negotiations for you … and everything will be right with the world.