“How To Make Your Words Colorful To Inspire People”
To inspire people, you must touch their emotions. To touch their emotions, use colorful words that paint pictures in the mind of those you seek to inspire.
Since words communicate feelings, they move people to action. To become better at inspiring people and moving them to action, take note of the following insights.
Some words are more vibrant than others. And the way you form them makes you appear more powerful. As an example, if I said, ‘we can achieve our goal’. Depending on the modulation of my voice, some people will become inspired and moved to action. But, if I said, ‘if we stand strong, united as a single force, we can overcome anything – we can achieve our goal!”, with the same modulation as the first example, more people will become inspired.
Here’s another example. “Through a forceful fight, devoid of fright, we can forge our way to victory!” Out of the three examples, you’re probably moved more by this one. I’m sure you can sense the sensational difference too. The last two examples where more moving, more inspiring, more colorful. They had more rhythm, too.
The rhythm in which you deliver your words also impacts their perception. You may have observed the rhythm in the second example. The words stand, strong, united as a single force. They set the tone and rhythm for, ‘we can overcome anything – we can achieve our goal!’ Where rhythm is concerned, the more your words end on a beat, the better they sound to someone’s ears. Then there’s alliteration.
Alliterations can also be impactful and lead one to become inspired. They can move a listener to action due to the rhythm and pictures they create. Forceful, fight, and fright, were the words used to alliterate and paint a picture in the third example. Those words were the backbone upon which life was given to, “Through a forceful fight, devoid of fright, we can forge our way to victory.” I’m sure that example conjured up more imagery in your mind’s eye. I bet it was more inspiring, too.
When it comes to inspiring people, the more colorful words you use, along with rhythm and alliteration, the greater the image you’ll paint upon the perception of their mind. That will also be the source by which you’re able to inspire them.
By taking note of what’s mentioned above and employing it during your efforts to inspire others, you’ll increase your degree of influence, be perceived as more of a leader, and become more admired. You will have reached a higher summit in your life … and everything will be right with the world.
What does this have to do with negotiations?
In a negotiation, words are the means through which you communicate your position. To be more impactful, you need to be aware of how to use those words to move the other negotiator to your perspective. By utilizing the examples mentioned, you’ll be well on your way to accomplishing that mission. Thus, if you want to win more of your negotiations, don’t take those insights lightly. If you do, you do so at your peril.
Do you know what moves you to action the quickest? I know it depends on the circumstance you’re in. But sometimes, we’re moved more by fear than reward or pain.
You should always be aware of what moves you to action in any situation. Doing so allows you to be more aligned with your decision-making process. And that allows you to understand why you choose to engage in certain actions.
The following are thoughts to consider when assessing how to decide about an action you’ll take. Being aware of those observations will also help you identify the source of motivation that’s controlling your thoughts.
Fear: Most people are motivated more by the fear of loss versus the reward of gain. You can test yourself by examining something that’s of value to you. Assess to what degree you’d feel pain if you no longer had it. Now compare that to other items (i.e. people, things) that you value. Now how do you feel? Through that quick simulation, you’ve prioritized what is of value to you. And, you’ve assessed the emotional state you’d be in if you no longer had it. You can make the same calculations when weighing the benefits of possibly acquiring something new versus not doing so because of where that process might lead. Also remember, something new carries intrinsic risks – it’s unknown – it has no history and thus no track record. It might look good in the beginning and be fraught with hidden dangers to come.
Reward: This can be a great motivator. But you should also note why you’re driven by a reward. If the driving force is to escape what you’re moving from, you should consider that fear might be the predominant source that’s motivating you. That’s important because you don’t want to think you’re driven by reward when the source is fear. The two motivators are directed by different mindsets within you.
The true motivation of reward might appear as you being happy and seeking more to enhance that feeling. As a result, you’re willing to take a risk to obtain what you seek. Always question when seeking a reward what the hidden risk is. Question to what degree it’s the loss of something that you’re familiar with. Thus, make your calculations appropriately to determine if you’re propelled by moving towards or away from something.
Pain: Pain can be a feisty motivator. On the one hand, most people attempt to avoid pain. Then, there are those that embrace it as a source to grow from. Either psyche may be the motivator that moves you to action.
Like the association that fear and reward have to one another, the avoidance of pain can be the conductor that divides one direction from another. That’s to say, if you’re predominately attempting to avoid pain, you may forgo the risk of reward. If you’re immune to pain, you may be more daring. Again, there’s a thin mental line that separates the mindset that’ll move you in one direction versus another. Know what that mindset is.
Always attempt to understand the sources that motivate you. They’re the lifeblood of your being. Thus, the more you know the process that controls its flow, the better you’ll be able to direct it … and everything will be right with the world.
What does this have to do with negotiations?
In a negotiation, you’ll be motivated to take action based on fear, reward, or pain. If you’re aware of the driving force that motivates you to action, you should be better positioned to control those actions. By being in greater control of yourself, you’ll be in greater control of the negotiation and the other negotiator. That means that he won’t be able to easily ‘push your buttons’ … and everything will be right with the world.
Have you considered that you stand in many lines throughout your life? Some lines are long – some are short. But do you know what makes either the best line to be in – and why you should consider it? The answer is, lines lead to wherever you’re going in the next phase of your life. They also dictate how you feel as you enter that journey.
You’ll be boarding the plane shortly. The pathway to the entrance of the plane is separated by a thin hard-plastic strip. A sign on one side of the strip indicates that it’s for priority and first-class passengers. The other side says, economy. The boarding path is about 4-feet wide. That means the only thing that separates the boarding process between first-class and economy is that little hard-plastic strip. And it’s less than an eighth of an inch in width. Oh yeah, on the first-class boarding side, there’s a carpet with a sheen on it. Do you have a sense of priority about yourself, a sense that makes you feel first-class?
Change in Mindset:
Let’s change the scenario slightly. You’re still boarding through the first-class side. But you have 5 of your closest friends with you. Somehow, when you booked your flight, you were the only one that secured a first-class ticket. Thus, your friends are sitting in coach. How do you feel in comparison to them and how does that affect the relationships you have with your friends? Whatever it is, that line had an impact on it. It may be slight, but nevertheless, there was an impact.
In reality, the best lines you stand in throughout your life are the ones that protect your emotions while casting the status you wish to project. Those are the two factors that you can use to assess which is the best line to be in.
Here’s the point. Many times, I’m sure you obsess about being in a line that moves too slowly, or one that gives you a lower sense of status. But when all is said and done, the best line to be in is the one that makes you feel your best. And you’re the one that controls that feeling. So, if you know where you’re headed and you make the proper preparations to get there, the right line will avail itself to you. And even if it doesn’t do so at the time that you think is right, believe enough in yourself right then to know that the right moment will soon be right at hand … and everything will be right with the world.
What does this have to do with negotiations?
Depending on the strategy that you plan to implement during the negotiation, it may behoove you to be viewed as being aligned or misaligned with the other negotiator. That means, you must be aware of when and where you draw a ‘line in the sand’ – give the other negotiator a deadline – or make an offer that pushes him over the line. In every situation, you’re forcing him into a line of decision making. If that position doesn’t serve you, don’t jeopardize the negotiation by pursuing it. Check your line of thought and reasoning.
You should always plan your negotiation with clarity and a sense of direction in mind. The way you implement that process will determine the degree of success you’ll experience. And that hinges on the lines of thought that you invoke in the mind of the other negotiator.
Are you aware that you can see the thoughts of other people? It’s not a magic trick. It’s accomplished by observing microexpressions. Microexpressions are displays of emotion. They last for less than a second. They occur before the brain has a chance to alter the displayed emotion. Thus, the display is a genuine reaction to the stimulus that caused the emotion to be displayed.
There are seven microexpressions that are generic to everyone on the planet. That means if a stimulus occurred to someone in Europe or Asia, or anywhere in the world, the reaction would be the same.
This article identifies the seven microexpressions and how their recognition can be used in a negotiation.
Fear – Why do we become frightened? In part, it’s a way we protect ourselves. But fear can be debilitating too. In a negotiation, accurately detecting fear will give you an advantage. To obtain that advantage, you must know what the other negotiator is fearful of.
When detecting genuine fear, look for raised eyebrows, widened eyes, and parted lips with the bottom lip protruding downward.
Anger – People become upset in degrees. When it reaches a point of nontolerance, that’s when it becomes anger.
When negotiating, always be mindful of the other negotiator’s temperament, as well as your own. In both cases, when one loses one’s cool, that person can become irrational. Manipulation can easily occur at that time. Thus, they’re opportunities contained in such a mindset if you know how to advantage your position.
There are two main differences between the displayed microexpressions of fear and anger. With fear, eyebrows are raised and they’re lowered when displaying anger. In addition, with anger, one’s nostrils will flare like what a bull might exhibit prior to charging.
Disgust – In a negotiation, this is a temperament that we see when someone is not in agreement with our statement, offer or counteroffer. The other negotiator may say yes to the offer. But if he has his upper lip lifted and his nose turned up in a wrinkle while doing so, he just displayed the microexpression denoting disgust. It’s important to note the distinction between his words and actions because his statement of agreement is not as firm as his body language is indicating.
Surprise – Expressions of surprise can be good or bad (e.g. That’s better than I thought, or there’s no way I’d go for that.) You can recognize surprise by raised eyebrows, wide eyes, and a mouth that’s agape. Fear and surprise have these characteristics in common.
When negotiating, note if the expression of surprise stems from happy or sad expectations. If the other negotiator is too happy about an offer you’ve extended, you might consider reducing it.
Contempt – This gesture is conveyed by a sneer with one corner of the mouth turned upward. The meaning is, “I’m not enamored with this – I might think it’s insulting.’
Take note when you observe this gesture because it can lead to disgust and then anger.
Sadness – When sadness is displayed it’s done through drooping eyelids, lips turned down, and a change in the voice’s inflection and tonality.
If a negotiator displays sadness, it may stem from him realizing that you have the upper hand and there’s no negotiation wiggle room. If that’s a reality, don’t beat him up. You don’t want to turn that into anger, which might lead to unimagined responses.
Happiness – You’ll see this in the form of wide-eyes, a smile, raised cheeks, and a degree of exhibited gaiety.
When perceiving happiness, note what caused it but don’t let your guard down. If it’s genuine, you’ll sense an easy flow in the negotiation. If contrived, it may be an attempt to lull you into a false sense of security.
Negotiators look for advantages in every negotiation. Being able to accurately detect microexpressions can be the advantage you need. So, if you want greater advantages during your negotiations, look for the advantages that microexpressions offer. You’ll be a greater negotiator with greater outcomes … and everything will be right with the world.
He worried about the worst-case scenario and his stomach became queasy due to his negative thoughts. He thought, “I’m through if this doesn’t work.”
I’m willing to bet that you’ve had such occurrences in your life – I know I’ve had them. Have you thought what causes us to focus on negative thoughts? Do you know how to stop your negative thoughts from pummeling your mind?
What causes people to have negative thoughts?
Negative thoughts stem from our brain attempting to protect us. Thus, if it senses something that caused us angst in the past, we become guarded. We may do that even if our latest perceived threat is only loosely associated with a past occurrence. If we become obsessive, our thought may become negative.
To thwart the thoughts of past negativity, consider the fact that you survived whatever trauma came from it. More than likely you learned something new, something about yourself, and a new way to cope with negativity. I’m not suggesting that you haphazardly discount negative thoughts, I’m suggesting that you not allow them to debilitate you.
You can prevent negative thoughts from overwhelming you by:
Focusing on something more positive
Getting drunk! You’re probably shocked I said that. I’m just joking. But that’s an example of how you can alter your thoughts. You can shock your mind, which will take it off the negative thought. While this may be temporary, you can do this over a longer period. Just keep thinking of more shocking thoughts.
Preparing for a worst-case scenario, know that you’re prepared if it occurs, and ridding your mind of the negativity associated with that thought
Focus on what’s positive in your life. While doing so, negativity will take a back seat.
Use negative thoughts as a source of motivation. If something is nagging at you, realize that it’s doing so for a reason. Something is probably lurking in the subconsciousness of your mind. Elevate it to your state of consciousness. Then, you can deal with it. Once done, banish it to an island of loneliness.
Negative thoughts are the killer of wellbeing and advancement in life. Once you learn to deal with your negative demons, you will have slain a hidden source that prevents you from moving to higher points in your life … and everything will be right with the world.
What does this have to do with negotiations?
If you’re focusing on negativity during a negotiation, you’ll be more likely to play defense. You’ll be less likely to go on the offense and take advantage of momentary openings. The latter will be due to your hesitation to act at that moment. More than likely, you’ll get stuck in an analytical mode. Before you realize it, the opportunity will have passed.
When you find you’re focusing too much on negativity during a negotiation, take a break and clear your head. Assess the cause and source of your thoughts. Create a strategy to deal with negative occurrences. Above all, never negotiate while in a negative frame of mind. Stop your negative thoughts.
“How To Out-Negotiate And Understand Powerful Handshakes”
“During our introduction, I felt uneasy. There was something in his handshake that made me think that he was attempting to project himself as being powerful. I wasn’t really sure what that handshake meant but I knew he was sending me a message.” Those were words spoken by a team member when recalling how he felt at the outset of a negotiation.
Handshakes convey hidden meanings. They are one aspect of body language that people should pay more attention to. They can make you feel powerful, be perceived as powerful, or make you appear weak.
Continue reading to discover the hidden meanings conveyed simply by shaking someone’s hand.
Meaning of Handshakes:
Hand on Top – One hand on top of the other person’s hand
Normally, the person whose hand is on top is signaling superiority. But, allowing one’s hand to be on the bottom can be a ploy to allow the other person to believe he’s in a superior position.
Hard – One that appears to be overbearing
A hard handshake can be a sign of attempted intimidation. It can also stem from someone that is naturally strong and unaware of the strength they convey when shaking someone’s hand.
One’s perception is what denotes the degree that a handshake is strong or overbearing. If you’ve had prior encounters with the other party and have shaken their hand, you have a basis for comparison in the present situation. If you don’t have that comparison, consider what a normal handshake would be like from someone of the same size, gender, and background.
Weak – Lacking power, dainty, gentle
Weak handshakes convey the exact opposite meaning of those that are hard. Again, don’t necessarily infer that someone is weak because they deliver a weak handshake. It may be the way they wish you to perceive them at the outset of your meeting.
Hand/Arm Jerk – While shaking the hand, a quick movement is made that pulls the hand quickly in a jerking motion in one direction and then pushes it backward in the opposite direction.
Sometimes, in a playful setting, friends will engage in such banter. In negotiation settings, this gesture is most likely a subtle signal that the one exhibiting it plans to keep the other negotiator off guard. Take note when receiving such gestures and compare it to what follows.
Firm – Not too hard, not too soft, both hands parallel to each other
In a negotiation, negotiators state through this gesture that they’re equal and respectful of each other.
The person holding the handshake the longest is the one controlling it – they’re stating that they’re not ready to let go. A normal handshake usually lasts for 3 to 5 upward and downward movements. Any more is excessive, which means it’s being done for a reason.
Here’s the rub. Just because someone extends a weak handshake doesn’t make them weak, nor does a strong handshake make them strong. It can all be a ploy. That means you can use this ploy as a tactic in your negotiations.
By understanding the meaning of handshakes, you understand more of what’s occurring. Thus, when someone shakes your hand, you can respond based on how you wish them to perceive you. That will alter the setting of any negotiation. That will also empower you … and everything will be right with the world.
He spoke with his website designer. After the call, he felt a heightened sense of happiness. As he reveled in his bliss, he assessed his state of pleasure and reflected on why it was in abundance. He realized that those feelings stemmed from that conversation. He thought, “My website will be updated, which means my services and skills will be presented better. That will bring in more business and create more opportunities for me.”
Do you note when you’re happy? Are you aware of the hidden sources of your happiness? Sometimes, we’re happy and we’re not aware of it. It’s usually because we’re not attentive to what put us into an elated state. Are you aware of what causes that lack of recognition?
Continue reading and you’ll discover why it’s important to pay attention to your level of happiness and the benefits gained from doing so.
Do you really know what it takes to make you happy? Or, do you leave it to chance? If you relinquish such an important force to chance, without recognizing it, you’re neglecting your wellbeing.
The more attuned you are to your emotions, your dreams, and driving sources of motivation, the easier it’ll be to identify those variables. That means, regardless of your state of mind, you’ll be able to alter it. But to do that, you must be aware of how and when to exercise that control.
The more aware you are of the environments that challenge your happiness, the more opportunities you’ll have to avoid negativity. First, you must know yourself, know what you want, and focus on constantly moving in the direction of your needs and desires.
When you sense you’ve made accomplishments, you feel the momentum of progress. And that makes you experience happiness. Conversely, when you’re not making progress, you may feel like you’re in a rut. That diminishes your happiness.
If you’re more aware of your environments and the people in them, you can make better assessments about the probability of outcomes. That’s another reason you should surround yourself with like-minded people. They can serve to help you strive for higher achievements. Their actions can have a profound impact on you and your degree of happiness.
What does this have to do with negotiations?
When negotiating, your emotions sway from one end of the spectrum to the other. At times, they’re like a wild and uncontrollable ride. At other times, they’re akin to a pleasurable stroll on the beach. In either case, your emotions will dictate your actions. Thus, the more aware you are about what causes you happiness, the better you can control your emotions. With that, you’ll be in greater control of your actions when negotiating.
Happiness is truly a state of mind. If you’re more aware of the actions that lead to greater happiness, you’ll be able to induce that state more readily. You’ll also be able to use that skill in times when you might otherwise feel besieged by others, which could lead to unwanted outcomes.
When you learn to control the occurrences that lead to greater happiness, you will have created space where more happiness can reside. That will make you the controller of your happiness quotient … and everything will be right with the world.
Are you aware that they’re specific components that go into a good negotiation? Those components determine the probability of a negotiator’s success. If you would like to know how to negotiate better, note the components that follow.
Observe body language and nonverbal signals:
Being able to accurately detect body language and nonverbal signals allows a negotiator to hear and see the unspoken thoughts of the other negotiator. Most negotiators can detect when “something’s off”. But most miss more signals than they catch.
As the basis to reading body language, understand that one’s body always attempts to stay in a state of comfort. Thus, when a stimulus causes it to be out of that state, the body reacts to being out of balance. Therefore, to note when the body transfers from one state to another, note its cause.
Pre-Negotiation Probing Questions:
Negotiations are about control. It flows between you and the other negotiator throughout the negotiation. You can control that flow through questions.
Before engaging in the negotiation process, ask yourself deeply seeded probing questions (e.g. what you’re seeking from the negotiation, why do you want the outcome, what will you do if you can’t achieve it, what does a winning/losing outcome look like, etc.). The purpose of this is to uncover hidden thoughts that might drive your actions at the negotiation table. You should also put yourself in the shoes of the other negotiator and pose similar questions from his perspective.
Be prepared to address the following occurrences in the negotiation.
Opening: Start by making sure that you and the other negotiator know what you’re negotiating for. Do this at the beginning of the negotiation by stating your understanding. You’d be surprised at the number of miscommunications that occur due to the negotiators not being on the same page.
Dealing with offers:
The first offer – Depending on your negotiation abilities, you can make the first offer – it will set an anchor. The tradeoff about making or not making the first offer really lies in your abilities to out-negotiate the other negotiator, due to the anchoring effect that the first offer provides.
Counteroffers – Make counteroffers with the degree of deliberation required for the situation. If the offer has a substantial bearing on the negotiation, don’t give the impression of countering it with haste. Remember, you’re conveying subliminal messages through your actions throughout the negotiation.
Take it or leave it – Don’t make this offer unless you’re serious about exiting the negotiation. This type of offer has a sense of hardening a negotiation if it’s not accepted. It also places you in a difficult position if you must retreat from it.
What if – The ‘what if’ offer can be used to test the other negotiator. It’s akin to being behind a shield. Because, if the other negotiator does not accept your offer, you’re not obligated to commit to it. Plus, you gain insight into his thoughts per what he will or will not accept.
Closing – You should be very vigilant in the closing phase of the negotiation. It’s the point that some negotiators make concessions to keep the deal together. Thus, savvy negotiators will take the opportunity to make a ‘slight’ request at that time. All the time, they’ve been planning for just this moment to do so.
As you know, they’re many moving parts to a negotiation. Thus, the more you can flow with the altering terrain that occurs, the greater the chances of success. Utilize the insights above and you’ll heighten that probability … and everything will be right with the world.
When called into his boss’ office, he was glowing with pride. He thought, “I took a gamble, made the right decision and now I’m going to get that promotion.” As he walked out of his boss’ office for the last time, with his head hung low, he said to no one in particular, “How do you know when you make good decisions if they’re good decisions?” He was fired for making a decision that caused the company to lose its biggest client.
So, what criterion do you use when making decisions? And to what degree do you know or think you’ve made a good decision at the time you make it? Decision making can be dicey. Consider the following when engaging in your decision-making process.
Every decision will lead in one direction versus another. The variation may be slight. But, if you make a drastic decision that takes you further from your goals, you will have wasted valuable time and effort. Because that will put more distance between you and your goals. Before implementing major decisions, consider the impact that little decisions will have on your goals.
Where Does It Lead:
To be more mindful of the decisions you make, question yourself about where a decision may lead. Ask yourself, what will be the outcome of the decision you make and how will it impact other decisions? Will the possible outcome be too costly to bear? How will I and those that I care about feel emotionally about the outcome? If you sense a feeling of dread during this phase, it may be a warning to abandon the decision(s) you’re contemplating.
Play the ‘what if’ game when considering the decisions you’re contemplating. Ask yourself, what would happen if I didn’t make the decision – where would that leave me? Where would I be if I made it? What would happen next? By posing such a series of questions to yourself, you’ll gain deeper thoughts about where a decision might lead. If it leaves you in a place you rather not be, don’t make it – abandon it.
Decisions have consequences. Consider the ones that are more important more carefully. In part, assess the impact a decision will have on your life or those that significantly impact your life. For greater assessment ask yourself, what combined impact will my decisions have on others and how might that affect me, good or bad?
What does this have to do with negotiations?
During a negotiation, you’ll evaluate a countless number of decisions. Some will be easier to make. Because you will have discovered the paths to take during the planning phase.
For those decisions that might bear strong consequences, consider the outcome carefully. If you think a decision may leave you in a good place now but challenge your position later, it may behoove you to forgo it. There’s always another side to consider when considering decisions. Don’t ignore the consequences of that other side. Don’t make decisions in haste – there may be unforeseen consequences.
Even when a decision can appear to be the light at the end of a tunnel, that light can be a train coming at you. Be mindful of how, with who, and when you make decisions. The more you examine the possibilities of where they may lead, the better a handle you’ll have on the decisions to make … and everything will be right with the world.
“Negotiator – Do You Know How To Be More Powerful?”
“The patient fussed with her fur coat as she sauntered up to the doctor’s receptionist. “I have an appointment in 15 minutes with the doctor. Is she on time to see her special patients today?” The receptionist replied with a taunt to her tone, “The doctor’s patients are all special to her. She’ll see you soon.” With that, the receptionist left her station and engaged in other activities.
Are you aware that you can be perceived as more powerful by the way you present yourself? Do you know how to be more powerful as a negotiator? Continue reading and you’ll discover how to enhance your power in your negotiations.
Display of Empathy:
In the story above, the patient ‘sauntered’ into the doctor’s office, fussing with her fur coat and positioned herself as the doctor’s special patient. She projected an image of someone that was self-absorbed. Had she taken the time to observe the receptionist’s activities, commented about them and conveyed a pleasantry, the patient would have been displaying empathy. In doing so, she would have enhanced her power. Instead, she diluted it.
The display of empathy towards another’s plight is one way to bond with that individual. It also says subliminally that you’re not just concerned about yourself. You recognize the other person for what they’re dealing with.
Never discount the value or role that empathy plays in any interaction. It humanizes you while strengthening the emotional ties between people. And that enhances power.
I’m the king. Bow down to me – Not! When you project an image of self-aggrandizement, some people will rebuff you. They’ll be appalled at the perception you have of yourself, which will cause them to become rigid to your request. While such a persona may work favorably with some people, over time, they too will become tired of it. Then, they will seek ways to avoid or demean you.
Your persona changes over the course of your life. Always attempt to align it with how you’d like to be perceived. During a negotiation, you can dilute a powerful position simply because your persona rubs someone the wrong way.
Demeanor When Rebuffed:
When you’re rebuffed, how do you feel? I’m sure your answer is dependent on who the person is, what the subject matter was, and where it occurred. Just as your answer depends on those variables, so it does with those you engage with.
To possess more power, limit its display to environments where it’s less likely challenged (e.g. boss vs. subordinate, etc.). In addition, if you know you’ll be in an unfriendly environment, have retorts ready that will subdue the subject of the rebuff. Just make sure you don’t escalate the situation and cause yourself distress.
Some of the reasons people are perceived as more or less powerful are mentioned above. There are more reasons but let those be a starting point. To enhance your negotiation efforts and outcomes, always be mindful of how you’re perceived. To the degree it fits the negotiation, align your perceived power based on the person you’re negotiating with. If it’s not perceived as being threatening or overbearing and that’s what you’re striving to achieve, you will have aligned the perception of your power successfully. That will make you appear to be more powerful … and everything will be right with the world.