“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.
“Beware Silly Provocations – How To Hack Crisis Negotiations“
She wanted everyone to know that she was upset. Her language was foul, loud, and silly. She presented it as a provocation to induce hot drama. Its delivery occurred in a cool and calculated manner with the intent of inciting a crisis. One might think that occurred during a nasty negotiation – it happened in a small bank branch. And the occurrence was the pronouncements of a customer who at first demeaned a bank teller and then the branch manager.
In a negotiation, there are ways to hack situations such as what occurred with the foul silly-mouth customer. The following are a few of those hacks.
The individual in the bank repeatedly complained aloud about the possibility of her ‘personnel’ information being overheard by other customers – note that she meant her personal information – she claimed the teller asked for it to determine her identity. To the customer, that was an offense.
Hack: When dealing with people that appear to lack lucidity, assess if their demeanor is an act. Based on your assessment, be logical or illogical with them. Then, note the change in their demeanor. If they begin to use logic to strengthen their position, use logic in addressing them further. If they’re illogical, ask what they would do if they were in your position with the guidelines you’re working with. Either way, they’ll give you the solution to the problem. Thank them for it. And if it’s to your benefit, use it. If it’s not, excuse them or yourself from the surroundings.
Had the customer been in a different environment (e.g. church) and she’d not received the outcome sought, her demeanor more than likely would have been different. Thus, always consider the environment that one is in when they project certain conducts. And question if it would be the same if not in that setting.
In a negotiation, always consider the type of individual you’re dealing with. Evaluate to what degree she’s educated, a bully, embarrasses easily, or someone that never adopts shame for an action. That insight will give you a measure of understanding as to what type of personality you’re dealing with. That, in turn, will give you clues to how best to deal with that individual.
Educated – Everything being equal, people with higher levels of education can be dealt with at higher levels of reasoning.
Hack: Thus, if negotiating with someone of this ilk, try using logic to reason with them. They may not succumb to your behests. But you’ll have a greater chance of calming them before they become more irrational acting.
Bully – People with bully tendencies seek attention. They want to be perceived as someone that demands respect – in their mind they’re someone that others should not trifle with. Some negotiators will use bullying as a tactic – they’ll do so to determine how far they can push you.
Hack: If you sense someone’s attempting to use provocation as a bullying tool, stand your ground – act bravely! If you give in, they’ll push you harder and further.
Embarrassment – The person that embarrasses easily is on the opposite coin of the person that never adopts shame for her actions. The shameless person will attempt to project her antics to burrow into your psyche. By doing so, she assumes she’ll enhance the probability that you’ll acquiesce to her demands.
Hack 1: For the shameless person, don’t let her tactics effect you. Suggest aloud that you’re aware of her attempts – do so boldly! Then note to what degree she escalates or de-escalates the situation. If she escalates, she may be testing your resolve to determine its validity. What you do next will impact the rest of your interactions – choose wisely between upping your stance again or deflating it. If she de-escalates, she will have given you control. Make haste with it while softening your behavior as her reward.
Hack 2: For the person that embarrasses easily, temper her antics by raising the stakes – deal with her sternly but in degrees. She doesn’t want others judging her harshly. Thus, she won’t escalate a situation that causes her embarrassment – therein lies her vulnerability. Be cautious about appearing to take advantage of her. Anyone can become irrational when pushed too hard. That’ll make them less predictable, which could make a negotiation more difficult.
Provocations, silly or not, can occur in any negotiation. Controlled provocations are tools that good negotiators employ as a tactic. Having greater insight into hacking their efforts will prevent you from falling into their traps, while agilely avoiding hidden crises … and everything will be right with the world.
“How To Stop Crazy Negotiators From Killing Negotiations”
“That #negotiator was crazy. He made offers and then took them back. Worse, when you mentioned it, he acted like he didn’t know what you were referring to. I thought his antics would kill the #negotiation. How did you learn to deal with such crazy negotiators?” – said a junior member of a negotiation team to his team leader.
Everyone has encountered an experience such as mentioned. You engage in a negotiation assuming the other negotiator will act rationally. And instead, that person risks killing the negotiation because of his craziness. Such antics can leave you wondering if you’re dealing with a sane individual, someone that’s attempting to use ‘crazy’ as a tactic, or someone that’s just full of buffoonery. In either case, the following information will give you a format for dealing with such people.
Form of Communication:
If based on prior behavior, you believe you’ll be negotiating with someone that’s erratic, put as many components of the negotiation in place before sitting at the negotiation table. You want to leave as little to chance as possible. To do that, consider using written communications to outline what will be negotiated and to set the conduct boundaries before agreeing to meet. He may act unreasonably face-to-face. But if you’ve set prior parameters, you can point to them to illustrate when he’s out of bounds.
When dealing with an opposing team, the dynamics can be a little more daunting. That could be due, in part, to the team’s leader not having the control to manage it or any number of other variables.
Nevertheless, if you sense irrationality due to inner bickering amongst the opposing team, consider a divide and conquer strategy – play the strongest against the weakest and the weakest against the strongest. To do that, lend more credibility to an offer made by a weaker member – they should be speaking with one voice but remember, they’re bickering. You’re endeavoring to get the team to bicker more with one another to sow discontent.
When dealing with an individual, you need to know more about the forces that are motivating his actions. As an example, he may have been told to close a ridiculously difficult deal or lose his position with the organization. He may have inferred that he’d get a long-awaited promotion if the deal is within certain parameters. He may also be the setup for the next phase of the negotiation and not even be aware of that. Thus, he’s told to hammer you hard for a deal, only to have the deal supplanted by his superior who will assume the role of lead negotiator in the next phase. You think you’re dealing with one person that’s acting irrationally when, you’re really dealing with a team that could be playing good cop/bad cop – you just don’t know it. And that’s to your detriment.
To insulate yourself from such tactics:
Inquire about others in his environment that might be interested in the deal.
Have him confirm in writing that he has final approval to agree to a deal (watch his body language when doing this – if he displays any form of hesitancy, he may be sending a signal of discomfort. That could indicate that he’s not the final arbiter.)
Get him to commit in-writing every understanding that you have about a deal. Do this as you move from one phase of the negotiation to the next.
The point is, if he’s acting crazily, you want to identify the reason for such actions and eradicate them before investing a lot of time in the negotiation.
There are multiple numbers of ways to control a negotiator that appears to be crazy, irrational or one that attempts to bully you during a negotiation. When dealing with such, point out what’s at stake. Get their buy-in for the agreement and state the consequences as being huge and painful if broken. Doing so will lessen the chance that the crazy type of negotiator will get the best of you … and everything will be right with the world.
“Hacking is a way to discover new value. View the value in what you have for multiple purposes.” –Greg Williams, The Master Negotiator & Body Language Expert
“5 Ways To Hack Your Way To Winning Negotiations”
When you hack something or a process, you discover new ways to use new insights to obtain new values. In a negotiation, you can hack your way to winning negotiations by using techniques, strategies, and tactics in different ways.
Hack 1: Define your words. In the above statement, I gave the definition of how I was using the word ‘hack’ in this article; it means to uncover ways to negotiate better by using existing techniques and strategies in different ways. Since the word, ‘hack’ can have negative connotations (e.g. “he’s a hacker”; meaning, he’s not good), I needed to define it for you so you’d understand my intent. Thus, even if a word or procedure has an existing meaning, you can alter it to serve your purposes in a negotiation. If you’re successful, that will give you greater control of the negotiation. It’s akin to the wizard behind the curtain changing the color of the day to suit his needs.
Hack 2: Consider how you can spin an outcome to appear favorable to your position (e.g. after losing a point badly – “they didn’t win. we were positioning ourselves so we’d be in a favorable position for the next phase of the negotiation.”) When spinning an outcome know your intent. If not, you run the risk of appearing foolish or completely out of touch with reality, which in some cases can prove to be advantageous for you, too (e.g. “I don’t know if he’s crazy, or crazy like a fox.”)
Hack 3: Depending on the severity of a negotiation, think of how you can frame someone (i.e. how you wish them and/or their position to be viewed/perceived). In really tough negotiations, some negotiators will take their opponent to the school of dirty tricks. By doing that, they determine how the opponent and/or their position will be unfavorably perceived; you see this occurring more in high-level institutional negotiations, but you also see it occurring in negotiations between individuals that have winning as their sole source of motivation.
Hack 4: Confusion will usually lead to inaction. If you find you’re losing a point that’s vital to your position, try confusing the issue. You can do this by citing sources of disinformation; in a best-case scenario, you would have fomented the disinformation prior to the negotiation. If nothing else, confusion will slow the negotiation down. It can also serve as a bridge to a point that’s more favorable to your position. To be effective, plan how and when you might use confusion as a tactic in your negotiation. Hack 4 can also be incorporated into hack 3.
Hack 5: If you’re knowledgeable about reading body language, there are ways you can send nonverbal signals that enhance or detract from what’s been said. You might intentionally want to introduce doubt into a statement made by the other negotiator, even if you believe what he’s said to be true; do this by tilting your head to the side in an inquisitive manner. Then, allow him to convince you that he’s sincere. Psychologically, he’ll feel good about convincing you, which means you can use his good feeling to keep him endeared to you.
There you have it. Five hacks that you can use to enhance your negotiation efforts. Try them out and observe how your negotiation win rate soars … and everything will be right with the world.
“Good negotiators know negotiation secrets that allow them to be good. To become better when negotiating, learn the secrets that good negotiators know” -Greg Williams, The Master Negotiator & Body Language Expert
“Do You Know The Hidden Secrets Of Good Negotiators”
Good negotiators know a wide range of hidden negotiation secrets, when to use them, and which ones to use in their repertoire of secrets when negotiating. That’s one of the things that distinguishes good negotiators from not so good negotiators.
So, what are some of the hidden secrets that good negotiators use? The following are a few of those hidden secrets. Using them will give you an advantage in your negotiations.
Reading Body Language:
Being adept, when it comes to accurately reading the other negotiator’s body language, will give you insight into his train of thought, and an edge in the negotiation. As one example, if face-to-face, note the consistency with which his eyes move when assessing information to questions you pose. If you pose questions that he should have to call on by referencing past occurrences, note the direction he looks in to obtain that information. When that pattern breaks, note it, along with the question that caused it to occur. They’ll be insightful information that you can use in that action.
Know What’s Really Important:
If you’re attempting to successfully entice a venture capitalist to invest in your business, you should know the main question she has about the potential investment is, will I make a decent return on my money and how long might it take to do so? The question is important to keep in mind because it’ll be the answer to that question that will determine what motivates her and what it will take to keep her engaged with you.
Throughout any negotiation, know the main points that will keep a negotiator engaged and determine how you’re going to use that information throughout the negotiation.
Always attempt to control emotions when negotiating. Emotions add an extra dimension to what is said.
In controlling emotions, you should know the hot-buttons that will push you and the other negotiator from one point to another, per the state of mind you or he will possess once in that state; you should already be well aware of your own hot-buttons.
To gain insight into the other negotiator’s hot-buttons, gather information beforehand about what ticks him off, and what makes him experience bliss. Then, during the negotiation, take note of his reactions when you push his buttons. If he doesn’t react the way you know he’s reacted in the past, you’ll gain insight into what he may be attempting to keep disclosed. If that’s the case, pick at that thing like a bad itch that begs to be scratched.
Good Listening Skills:
Good listening skills encompass not just listening to what’s said, but also listening for what’s omitted, the word choice used, and the way such words are conveyed; we’ve all heard a statement that sounded like a question. Unless you intentionally mean to pose a statement as a question, don’t do it. Also, note when the other negotiator sends hidden meanings inside of his verbal messages; it may mean he’s unsure of what he’s saying, or that he wants you to believe he’s unsure. Probing will uncover his intent.
When momentum is on your side, accelerate the negotiation. When you’re on the defense, slow the negotiation down. It’s the little strategies that you utilize in a negotiation that will pay the biggest dividends. Thus, when negotiating, don’t take small things for granted. It’s the implementation of small things, such as what’s mentioned above, that will allow you to accomplish bigger outcomes in your negotiation. Master those things … and everything will be right with the world.
“One way to overcome the loss of trust when negotiating is not to lose it in the first place.” -Greg Williams, The Master Negotiator & Body Language Expert
“How To Overcome Lost Trust When Negotiating”
Trust is the hidden variable when negotiating that possesses silent power in the negotiation. Once trust is lost, a negotiation takes on a persona from which it may never recover. Thus, depending on the severity of lost trust, it may be the death knell of the negotiation.
There are multiple factors that play a role in regaining trust when it’s lost. The implementation of those factors are directly tied to how you wish to proceed from the point of disruption, the outcome you seek from the negotiation, time factors related to future events, and any mitigating circumstances that may cause you to engage/disengage in/from the negotiation.
This article will give you insights as to how you can overcome the loss of trust when you negotiate and turn your efforts into winning actions.
Point of Disruption:
Be observant as to how trust is being evaluated during the negotiation. Such signs will be conveyed through the possible reluctance to believe, follow, or acquiesce to a request and/or concession. Once you sense such hesitancy, address it right then. Don’t let a possible festering thought about trust linger. If you do, you may be setting up the rest of the negotiation to be addressed from a deeper entrenched position on both sides.
Be crystal clear about the outcomes sought by you and the other negotiator. To the degree you have commitments, shine a bright metaphoric light on those agreements and make those commitments known to stakeholders with lots of fanfare. As an aside, be mindful of whom you show the commitments so that they don’t tear them down. In a best-case scenario, you tie/lock the other negotiator to the commitments he states he’ll abide by. Also, limit finger pointing, gloating, and be aware of your verbiage when highlighting agreed on commitments. The wrong word(s), gloating, and/or finger pointing can easily lead to the unraveling of a commitment. To ensure that commitments will be adhered to, discuss with the other negotiator how they will be conveyed when presented to the outside world.
Time Factors and Future Events:
You should always consider the time factor and how today’s negotiation will impact future events. To that end, to restore lost trust:
sign-off on agreements at specific points in the negotiation and wait to see if deliverables are made
know hidden power players and their possible reaction(s) about the direction of the negotiation
have contingency plans in place to persuade power players to positions that are advantageous to you
There are mitigating circumstances that can encompass any negotiation. Such can be caused by the misperception of a word, a misperceived gesture, or just a dislike amongst the negotiators. If you’re aware of any mitigating circumstances that may cause the negotiation to be headed to the negotiation graveyard, consider changing negotiators. New negotiators can see the negotiation through new eyes.
A loss of trust can be a silent death knell in a negotiation but that doesn’t have to be so. The best way to offset its occurrence is to be as forthright as possible as you engage in a negotiation. Of course, that forth righteousness is a two-way street that the other negotiator must also be willing to traverse. Use the suggestions above to offer him the opportunity to do so … and everything will be right with the world.
“The degree of success you experience in life and in negotiations is based to a degree on asking the right questions successfully.” -Greg Williams, The Master Negotiator & Body Language Expert
“How To Use Reverse Questioning To Win More Negotiations”
You no doubt know what reverse engineering is, right? Reverse questioning in a negotiation is the process of identifying the questions you need to ask in order to obtain the answers that will lead to a successful negotiation outcome. It’s also a way to identify how you’ll control the flow of the negotiation.
As a quick example, if you wanted to exit a negotiation paying $1,000 for a product you’d work from the outcome sought back to the beginning of the negotiation; you might also consider working back from that point to how you would position yourself prior to entering into the negotiation. To perform the latter, you’d assess the requirements needed (i.e. how you’d position yourself) to have your persona projected in a certain light/manner.
The following is what the step-by-step process would look like.
Identify the most and least favorable outcome you’ll seek from the negotiation, along with why you’ve identified those points of juxtaposition. As a benefit, having that insight will help you identify exit points from the negotiation.
Assemble a list of questions that might be asked of you as you would go through the negotiation.
Create answers to the questions posed in step 2 that are needed to drive your efforts towards a winning negotiation outcome, while formulating questions you’ll ask to keep the negotiation on track; these will be your defensive questions. Identify points where you can answer a question with a question; remember, the person asking the questions is the person controlling the negotiation. That’s due to the fact, that person is gaining more information.
Once you create and address step 3, create a list of questions that you might ask of the other negotiator that’s separate from the ones you might use to respond to his questions; these will become your offensive questions. Offensive questions are questions that move your negotiation efforts quicker towards the end of the negotiation; they are questions that the other negotiator has to agree with because they’re based on what he’s previously stated as his beliefs or truths; you’ll be weaponizing his thoughts and questions against him. Some of these questions will also come in the form of questions that answer questions.
Assess how the opposing negotiator might respond to your scenario.
Continue going over steps 1 through 5, in an attempt to uncover additional questions that you’d not considered that need to be included in the process.
Once you feel you’ve honed the questions to a point that the other negotiator has to follow a prescribed path that you’ve created for the negotiation, test your hypothesis in a mock negotiation. This will allow your questioning process to become more refined and may uncover better/additional questions.
Once you feel totally prepared to utilize your questions in a negotiation, do so. Engage with the confidence in knowing that you’ve created a stealthy way of capturing better information as you go throughout the negotiation.
Save your questions in a repository to be used for comparison to past and future negotiation situations.
The wrong question asked at the right time in a negotiation may do incalculable harm. The wrong question asked at the wrong time in a negotiation may lead to a negotiation impasse. Create and test your questions before entering into a negotiation and you’ll have more of a chance to reach a successful negotiation outcome … and everything will be right with the world.
“Through your actions, you choose to be good or better. Choose wisely!” – Greg Williams, The Master Negotiator & Body Language Expert
“How To Misdirect People To Distract Negotiations”
Do you use misdirection to distract the other negotiator in your negotiations? Have you ever wondered why magicians use misdirection in their acts? Misdirection serves to divert attention from one occurrence while directing it to another. It’s used as a strategic ploy by smart negotiators.
Whether you realize it, some form of misdirection occurs in every negotiation you’re in. If you’re not aware of that fact, you may not be aware that sometimes misdirection is used against you. As soon as you sense a negotiator is employing it, raise your awareness to what’s occurring in the negotiation. Therein will lie why he’s attempting to distract you.
Discover how you can increase your negotiation skills by using and being aware of when misdirection is being used in a negotiation.
Act dumbfounded – There are times when acting like the bumbling idiot, or someone that doesn’t comprehend everything that’s being discussed is advantageous. You can use this tactic to get more information from the other negotiator while not giving him more information that he might use against you.
Cite meaningless statistics (They can even be made up.) – Some negotiator types love numbers. If you happen to be negotiating with such a person, quote statistics and/or challenge those that he cites as a way to dilute and/or cast dispersions upon them. In some cases, by raising doubt, you can promote and inject different thoughts into the negotiation. When doing so, promote thoughts that serve you and not the other negotiator.
Ask to have questions repeated – By asking to have questions repeated, sometimes a negotiator will be thrown off track from his main point. In that moment of confusion, you can attempt to have him adopt a path that serves your negotiation purpose. The way to do that is to state something akin to what you heard that’s different than what was said.
When to use misdirection:
Stalling: – Sometimes when you need more time, for whatever reason in a negotiation, you can use misdirection to buy the time you need. You can do that by talking about prior negotiations you’ve had that are similar to the one you’re in while recounting the outcome; the hidden lesson in your recantation should be the subliminal message conveying what the other negotiator should do in the current situation.
Alter the pace of the negotiation – In basketball, when one team is ‘in the zone’, the opposing team calls a timeout. They do so to change the momentum/pace of the game. If the pace of your negotiation is to the advantage of the other negotiator, change the pace by misdirecting his attention to something else. It can be anything as long as it accomplishes your objective.
Create confusion – Convoluted thoughts can lead to convoluted outcomes. They can also lead to the outcome you seek. In any situation where confusion resides, an opportunity is its partner.
Control – Use references that are irrelevant to what’s being discussed. By doing so, you’ll be exercising more control over the negotiation. Thus, by controlling misdirects, you control what’s being discussed. That increases your power in the negotiation.
As you can see, misdirection can serve you well in a negotiation. Use it wisely and your negotiation efforts will be rewarded with more winning negotiations … and everything will be right with the world.