Problem is, as we get older the fear of failure sets in, and it becomes harder and harder to get out of that mindset. Every brain on the planet makes decisions in exactly the same way. So in Part One, Jim uses the first 25 questions from students to break down his system to its most basic level in order to give you the solid foundation you need to start mastering every agreement.
And Part One will help you get rid of any preconceived notions you have about the process, so you can start right where you need to be — at square one. Aggressiveness gets gobbled up too. And in Part Two, Jim answers questions from students about managing fear while staying focused and calm during a negotiation.
In fact, it may actually be a good thing not to be overly confident. Jim is always on. And wondering why the negotiation failed again. If you can get into the world of your adversary, you can integrate yourself into their vision. But in order to do that, you have to stop thinking win-win. According to Jim, that mindset only makes people feel like they need to win at any cost and that cost usually comes at your own expense.
Think about it. What happens to businesses when the economy tanks? Margins get slashed because owners assume they need to compromise their agreements in the field. Then because profit margins are smaller, they ask employees to take pay cuts. And the employees likely will — because they also have a mindset of compromise. That kind of mindset will only generate a self-induced, fearful emotional state.
According to Jim, there is no such thing as power in a negotiation. Or leverage. And believe it or not, he says the price is never a factor either. In order to have a successful negotiation, you have to stop worrying — about power, fallback positions, and especially compromise because none of that matters. Both your mission and purpose have to be well thought out, clear, and step-by-step.
You also have to make sure they benefit your adversary. Having a strong mission and purpose is critical for negotiating success. Hear case study after case study from Jim Camp from his incredible career of high-level negotiation.
You'll hear. If you have questions call or text You may also e-mail senoff. Michael Senoff. Is negotiating a skill that you are taught in a formal classroom setting or is it a skill set that comes with experience? What is the biggest misconception with your methodology of negotiation? What is the single most important thing one needs to know about negotiating? Is it to start out with strong demands so that you have some room to fall back?
So how do you factor in cultural differences when it comes to negotiations? Describe for the listeners what is collective bargaining. What skill, Jim, do you think is most critical to a successful negotiation? What are the stages you go through in a tough negotiation? Why should the listeners want to learn more about the subject of negotiating?
What is in it for them? Do you have a mind map about all of the steps or which specific steps to follow when conducting a negotiation? What do you think is the most important attitude to carry into any negotiation?
You mentioned FBI and it just sounds like a great story. Is it something you can share? So are they actually using the revamped negotiating? What is the one thing you believe that all great, truly great, negotiators have?
How do you decide whether to negotiate something or not? What guidelines do negotiators use to determine whether or not to negotiate or not negotiate something? How do you make sure that you are dealing with the real decision maker in a negotiation? There must be a lot of times in the world where people are negotiating to the wrong people. I believe that negotiating is learning the beliefs and wants and desires of the other person.
Do you believe that psychology plays a big role in negotiating? Is there basic psychology to winning or is there a basic rule to win when negotiating like never giving in first or always give in first, etcetera?
How important is persuasion architecture in negotiation? Do you currently, or did you have when you first started, a cheat sheet to keep on your mind while going into negotiations? For example, to help you remember the top five things to focus on when going into negotiations or do you have an acronym that you used to remind yourself what to keep in mind when first trying to master negotiation?
Also when you first started negotiating did you have any fears going into negotiation and if so how did you overcome them and what did you focus on? What is the best advice for a new negotiator to learn?
How hot is the topic of negotiation skills within small companies? Is it regularly trained or is it overlooked as a skill to develop within the corporate culture?
Jim, do you go into negotiations knowing the exact outcome you want? How do you determine when to walk away? Often times the decision makers are surrounded by gatekeepers of different sorts: assistants, managers, etc. What is your best suggestion for negotiating with these gatekeepers to get through to the owner, principal, or decision maker?
Can an interrogative negotiation be effective when parties have unequal power where one is recognized as having a greater position or strength? Jim, I sometimes deal that with international customers who seem to have no problem with win-lose negotiations, how should I deal with them?
What makes the difference between a good negotiator and a great negotiator? Other negotiation coaches teach tactic and closing, how do you go about dealing with these types to negotiators using the Camp method? Please elaborate. How do you know when you have gotten everything possible out of a deal?
Why do so many gurus use them? So often I hear women trying to act like men in business. How can women be more effective in negotiating? How to I encourage someone to negotiate who refuses to consider any option other than what is best for them? How much do you need to negotiate before you sign a contract? Are there details that can be ironed out after signing? Or is it good to have all the details nailed down before signing anything? I would like to hear you, Jim, debunk the common myths of negotiating such as make an offer and shut up, next person to speak loses, feel free to add any of your own.
Hi Jim, is it a process that you follow when you are going nose to nose with the big boys? How does negotiating via email differ from face to face or telephone negotiating?
Jim, how do you deal with people who get difficult or aggressive in a negotiation? How do posture myself with confidence but not arrogance, so everybody wins? Can you give some negotiating tips for people that are not naturally assertive?
How do personality types affect negotiating? Can you tailor strategies to specific traits or personality types? What subtle body movements or voice inflections indicate to you that a client is ready to negotiate in your favor?
I tend to be a friendly person, but in negotiating people see that as a weakness and attempt to take advantage of that. How can a person who is non-confrontational by nature, become comfortable jockeying to get what you want in a negotiation?
How do I manage my emotions, for example, unhappiness and anger, during the negotiation process? How can an introverted person overcome the fear of negotiation? So my question is, Jim, how do you control feelings of weakness and a lack of self-confidence in negotiations?
What should you do if you really do need to make a deal happen? How can you still negotiate from strength? How much does physical stance portray in negotiations? How do you deal with the adversary who brings a psychic to the negotiating table? How do you persuade someone to do something if they are adamant about not doing it?
Is there a way to appear more confident and relaxed when sitting down to negotiate price and terms for my consulting services? I know in earlier recordings you have even recommended working part time, etc. I have a rather large opportunity coming up with a cash-flush client, and want to negotiate a long-term agreement with a significant amount up front.
Could a bad financial situation be hindering many of us in this difficult economy? Are there things to look for that could indicate the person you are negotiating with is dishonest or the deal is dishonest or a lie?
What self-talk do you use to calm yourself down? When one has a problem with self-confidence, and they come across as fearful, timid or weak to the other party in the communication of a business deal, how can that person rebound within the negotiation to gain credibility and the upper hand in the mind of the other party.
It allows for me to be myself, and more relaxed when sending a positive and reassuring signal to the other guy. In short, I tried to negotiate in such a way that all parties were relaxed. The bonus was multiple long-term deals came my way. Any suggestions on how I can take my personal style and improve on it? Please what is the best kind of persona to portray when getting into any negotiation situation? With negotiating with a Fortune or anybody thinking about it, how do you use your body language to determine if they are lying or misleading on an answer?
Can you give examples of this if possible? Jim, how did you get your first start in the world of negotiating? The greatest strength for professional negotiator is to not know. When someone asks a question we need to train ourselves. That is really how we eliminate assumptions that is it, a rapid overview. Andrew : I am going to take this a little deeper but let us make sure I have an understanding and the way I get a good understanding is to use an example.
So let us suppose that I see that you are teaching classes and I say the mix of audience could learn negotiating skills beyond what we are doing here. You are saying the first thing I need to do is go and do my research which might mean calling up other people whose sites you are listed on.
May be a taking a look around your website and reveal some kind of a affiliate fee and so on. By that you mean come into negotiations we are thinking of selling or reselling your classes on big city dot com. How do you structure your deals, what do you pay out referrals? What do you a website how would you get us up and running is that what we are talking about here? Interviewee : Let me first start off with why would you want a affiliate with me?
Andrew : You are saying I would ask you that. Interviewee : I would want to try to gather your vision and you should be trying to gather mine. So if I can get an idea of your vision and why you might want to affiliate with me. I then can begin to get a picture and make decisions for myself and then I might ask you Andrew why would you think I should affiliate with you? So now I can begin to do my research on your world and your accomplishments and all the thing that you just talked about.
Andrew : What about this if you were to ask about what is your vision why would you want a partner up with me I might. Andrew : …partner up with me. I just want to help. How do you get past that? How do you get to the real goal?
Interviewee : We have a rule called Three Plus. Interviewee : And I might say, and we also have a behavior called Strip Line. I know a lot of really great people like yourself want to help the world, but why would you want to affiliate with me?
Why is the second time significant? Interviewee : Because we have to peel the emotional onion, and create a more complete vision. So we have to ask more than three times. The more important the question, the rule is, the more important that we.
Now, and we talk about that in the book. Both my books, and all of our training, practices that. I might come back with another question. How important is it that your client, your affiliates, all the people you get to touch, how important is it that they find something that really changes their life to the better?
How important is that? Interviewee : Are you really serious about this? Yes, no and maybe. Where am I falling short? Their decisions to give up valuable information are made right there. I had a great client one time, CFO of a company at the time. It was really uncomfortable, very, very uncomfortable. Why this contract? Why do you want, why would you want this contract? And Bob said he asked it nine times.
I see. But by the fifth time that they ask it, somehow something slips. We agreed to certain things that were facts. He comes on here. He comes.
I ask him a question, and he gets the facts wrong, about his own company! Interviewee : [Laughs] Andrew : I have to come and re-phrase it. It's fast, easy and free. Subscribe Today. John La Puma.
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