Start with No: The Negotiating Tools That the Pros Don't Want You to Know


Start with No: The Negotiating Tools That the Pros Don't Want You to Know

Bücher Details

  • Titel:Start with No: The Negotiating Tools That the Pros Don't Want You to Know
  • Dateiname: start-with-no-the-negotiating-tools-that-the-pros-don-t-want-you-to-know.pdf
  • ISBN: 33540609608002
  • Datum des Hochladens: 2020-01-15
  • Anzahl der Seiten: 668 Seiten
  • Autor: Jim Camp
  • Verlag: Jim Camp

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Amazon.de Start with No by negotiation coach Jim Camp is a tenaciously contrarian guide to the art and science of give-and-take that proposes a viable alternative for today's prevailing 'win-win' approach. Beginning with an inverse premise--that having the right to say 'no' and veto any agreement is actually the key to favorably concluding the various deals and transactions we face every day--Camp's procedure counters the common emotion-based urge to compromise ('a defeatist mind-set from the first handshake') with a series of less intuitive decision-oriented actions. 'My system teaches you how to control what you can control in a negotiation' Camp writes. 'When you do so you can and will succeed (understanding that success sometimes means walking away with a polite good-bye).' Emphasizing the importance of this underlying attitude his method combines related steps like defining a mission understanding the adversary assessing fiscal and emotional investments preparing an agenda and tracking behavior. Each is fully explained as are associated skills such as how to structure a question to elicit a truly helpful response (e.g. 'What else do you need?' vs. 'Is there anything else you need?'). Despite its unorthodox manner if diligently applied the route that Camp details here may indeed produce winning results. --Howard Rothman Pressestimmen “Jim Camp offers easy-to-apply strategies to help make you a more effective negotiator. You’ll learn techniques that you can use immediately to improve your negotiating skills by reading this book.” —Joe Mansueto Chairman Morningstar Mutual Funds“This book is an amazing read and right on target.” —John Kispert Chief Financial Officer KLA-Tencor corporation “Jim Camp’s negotiating system is a powerful set of disciplines and tools that helped our salespeople function in our customers’ world—which ultimately led to a better negotiating process with our customers. Start with No describes his approach in detail and is recommended reading for our entire staff.” —Scott Sturm vice president of Sales Entegris Corporation“Jim Camp’s book is a sophisticated course in applied psychology that shows how you can change your behavior so you can sell your ideas especially in sales situations and other negotiations. The most effective executives will find the results astonishing.” —Bob Boehlke Member Board of Directors DuPont Corporation Klappentext n is the best way to make the deal? Think again. It’s the worst possible way to get the best deal. This is the dirty little secret of corporate America.For years now win-win has been the paradigm for business negotiation—the “fair” way for all concerned. But don’t believe it. Today win-win is just the seductive mantra used by the toughest negotiators to get the other side to compromise unnecessarily early and often. Have you ever heard someone on the other side of the table say “Let’s team up on this partner”? It all sounds so good but these negotiators take their naive “partners” to the cleaners deal after deal. Start with No shows you how they accomplish this. It shows you how such negotiations end up as win-lose. It exposes the scam for what it really is. And it guarantees that you’ll never be a victim again.Win-win plays to your emotions. It takes advantage of your instinct and desire Über den Autor und weitere Mitwirkende Jim Camp has coached people through thousands of negotiations at more than 150 companies including Motorola Texas Instruments Merrill Lynch IBM and Prudential Insurance as well as many other smaller companies in a wide range of industries. He has lectured at graduate business schools in the United States and has been a featured speaker at Inc. magazine’s “Growing the Company” conferences. Jim founded the Camp Negotiation Institute in 2010. Leseprobe. Abdruck erfolgt mit freundlicher Genehmigung der Rechteinhaber. Alle Rechte vorbehalten. 1 Your Greatest Weakness in Negotiation The Dangers of NeedinessWhy are the tiger's eyes set in the front of the head facing forward? Because the animal is a predator always on the lookout for prey. Why are our own eyes also set in the front of the head facing forward? Because we are predators as well. Watching children in a playground is delightful but it is also cautionary as every parent knows because we see the king-of-the-hill one-upmanship bullying competitive instincts emerge at a very early age. These instincts last a lifetime as anyone who has spent much time in a nursing home knows. They accompany some of us right to the grave.This is a harsh truth with which to begin the first chapter of this book but it's a vitally necessary point. Like all predators we humans often take advantage of the fear-racked the distressed the vulnerable the needy. We're capable of wonderful altruism as well but we don't find too much altruism in the business and negotiation world despite all the sweet talk of some cagey win-win negotiators. In a negotiation 'dog-eat-dog' may not do justice to the hidden ferocity. In your life as a negotiator even in your life as a private citizen of the world you are dealing with some serious predators who are looking for the slightest sign of distress and neediness.It is absolutely imperative that you as a negotiator understand the importance of this point. You do NOT need this deal because to be needy is to lose control and make bad decisions.How vulnerable are you to predators when you lose control? Very vulnerable. I'll illustrate the point with the movie To Walk with Lions starring Richard Harris and set in East Africa naturally enough where the character played by Harris has many 'friends' among the animals including a certain lion. One day Harris slips and falls on a hillside--and the lion is on him in a flash! Harris manages to fire his gun and scare the lion away but he doesn't shoot him because he has always known and never forgotten that the lion is a predator first and foremost and will behave like a predator when given the opportunity and sensing weakness. Every animal trainer knows the same thing: with a predator it's all about power.Many negotiators are the same way. Many win-win negotiators are the same way. When I cover this subject in workshops and seminars some people seem to think that I'm exaggerating about this neediness business. I am not. In fact if I polled my clients over the past years to name the one idea of my system that had the greatest and most immediately beneficial impact on their negotiating work I'm pretty sure that a plurality maybe even a significant majority would identify this simple warning about neediness. With experience they have learned that neediness can have--will have--a dramatic always negative effect on their behavior. You must overcome any neediness at the negotiating table. Neediness Comes in Many VarietiesPerhaps the category of negotiation in which this neediness dynamic is most powerful and dangerous is the straight retail sales negotiation in which the golden rule of business is the implicit understanding of both sides: 'The one with the gold rules.'In Western culture we see ourselves as buyers don't we? We proudly buy and consume as much as we can. The salesperson on the other hand has a problem with his or her self-image. The very term 'sales' is being replaced in many fields by 'business development' because the image of the salesperson is that of the huckster on the street almost. More important the salesperson is definitely the dependent party in the negotiation. He or she must be prepared to give to compromise while the buyer takes everything he or she can get. After all the buyer can go elsewhere in most cases but the poor seller needs this deal. The self-image of the individual in the selling role traps him or her in a neediness mode and often leads to bad deals.Tough negotiators are experts at recognizing this neediness in their adversaries and expert in creating it as well. Negotiators with giant corporations in particular will heighten the expectations of their supplier adversaries painting rosy exaggerated scenarios for mega-orders joint ventures global alliances all for the purpose of building neediness on the part of their adversary for this once-in-a-lifetime career-making deal. Then when the neediness is well established they lower the boom with changes exceptions and a lot more--demands for concessions all of them. Throughout this book we'll see in ugly detail how this works.Sometimes however the buyer not the seller finds himself in the potentially needy position. A classic example from history is the Lewis and Clark expedition. When these intrepid explorers really needed fresh horses the Native Americans somehow knew this. If the local residents were negotiating to sell less valuable and necessary goods they came to quick agreements but when they were selling vitally needed horses to the explorers they pitched their teepees and settled in for the long haul. They were instinctively tough negotiators. (The journals of Lewis and Clark are excellent reading for any negotiator because these two great Americans encountered dozens of unusual negotiating situations.)Sometimes Lewis and Clark were needy plain and simple. Sometimes they really were desperate for horses and other supplies. Today in the twenty-first century we're not needy. We're just not but we nevertheless still hear people say 'I need this jacket.' Or 'I need this car.' Or 'I need to make this call.' Or 'I need this job.' Or 'I need to talk to you.' Or 'I need this deal.' We use the word 'need' much too casually. The only things we truly need are the basics of physical survival--air water food clothing shelter--and everyone reading this book already has these. We also need the basics of intellectual and emotional well-being--love family friendship satisfying work hobbies faith--each reader has his or her own list here. But it's a short list and it does not--or should not--include the $500 jacket or the $100000 car because there are other jackets and cars. It should not include this particular job or sale or deal because there are other jobs and sales and deals.Nevertheless neediness is everywhere. Let me tell you the most instructive experience on this subject I've had in my own life. The time is 0-dark-30 hours (military lingo for early a.m.) on a cold damp foggy January morning in West Texas. This is the first morning on the flight line for my group of fighter pilot trainees. The room is full of young men all second lieutenants dressed in new green flight suits and black high-top boots waiting for the flight commander. In walks Major Dave Miller slightly gray at the temples the perfect specimen of a fighter pilot a veteran of the Red River Valley in Vietnam site of some of the most intense aerial combat in history. 'Atten-hut!' We jump to our feet and stand ramrod straight.In a deep confident voice he commands 'Seats!' You never saw men sit down as quickly as this group did. Immediately he says 'Lieutenant Camp.' I'm startled but gather my wits as best as I can leap back up to attention and answer 'Sir yes Sir!' Dave Miller says 'You have just taken off you are three hundred feet above the ground and climbing. Instantly everything goes quiet and you feel like someone is putting on the brakes. Your airspeed is at two hundred fifty knots and slowing. You suddenly realize both engines have quit. What are you going to do?'My mind goes blank and my heart goes into orbit. It seems like forever but then I hear myself say...

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