From e1ef1b5f3e21e84fcca29bedee6d1af154d61169 Mon Sep 17 00:00:00 2001 From: Paul Buetow Date: Sat, 24 Aug 2024 19:42:38 +0300 Subject: Update content for html --- notes/never-split-the-difference.html | 24 ++++++++++++------------ 1 file changed, 12 insertions(+), 12 deletions(-) (limited to 'notes/never-split-the-difference.html') diff --git a/notes/never-split-the-difference.html b/notes/never-split-the-difference.html index 15f5f4fe..74a647da 100644 --- a/notes/never-split-the-difference.html +++ b/notes/never-split-the-difference.html @@ -8,7 +8,7 @@ -

"Never split the difference" book notes

Published at 2023-04-01T20:00:17+03:00

@@ -26,7 +26,7 @@ '''
-

Tactical listening, spreading empathy

Be a mirror, copy each other to be comfy with each other to build up trust. Mirroring is mainly body language. A mirror is to repeat the words the other just said. Simple but effective.

@@ -37,7 +37,7 @@
Mirror training is like Jedi training. Simple but effective. A mirror needs space. Be silent after "you want this?"

-

Mindset of discovery

Try to have multiple realities in your mind and use facts to distinguish between real and false.

@@ -49,7 +49,7 @@
Try: to put a label on someone's emotion and then be silent. Wait for the other to reveal himself. "You seem unhappy about this?"

-

More tips

Put on a poker face and don't show emotions.
Being right is not the key to successful negotiation; being mindful is.
Be in the safe zone of empathy and acknowledge bad news.

"No" starts the conversation

When the opponent starts with a "no", he feels in control and comfortable. That's why he has to start with "no".

@@ -71,11 +71,11 @@
Get a "That's right" when negotiating. Don't get a "you're right". You can summarise the opponent to get a "that's right".

-

Win-win

Win-win is a naive approach when encountering the win-lose counterpart, but always cooperate. Don't compromise, and don't split the difference. We don't compromise because it's right; we do it because it is easy. You must embrace the hard stuff; that's where the great deals are.

-

On Deadlines

All deadlines are imaginary.
They push a deal to a conclusion.
They rush the counterpart to cause pressure and anxiety.

Analyse the opponent

Understand the motivation of people behind the table as well.

The person on the other side is never the issue; the problem is the issue. Keep this in mind to avoid emotional issues with the person and focus on the problem, not the person. The bond is essential; never create an enemy.

-

Use different ways of saying "no."

I had paid my rent always in time. I had positive experiences with the building and would be sad for the landlord to lose a good tenant. I am looking for a win-win agreement between us. Pulling out the research, other neighbours offer much lower prices even if your building is a better location and services. How can I effort 200 more....

@@ -101,7 +101,7 @@
You always have to embrace thoughtful confrontation for good negotiation and life. Don't avoid honest, clear conflict. It will give you the best deals. Compromises are mostly bad deals for both sides. Most people don't negotiate a win-win but a win-lose. Know the best and worst outcomes and what is acceptable for you.

-

Calibrated question

Calibrated questions. Give the opponent a sense of power. Ask open-how questions to get the opponent to solve your problem and move him in your direction. Calibrated questions are the best tools. Summarise everything, and then ask, "how I am supposed to do that?". Asking for help this way with a calibrated question is a powerful tool for joint problem solving

@@ -117,11 +117,11 @@
Prepare 3 to 5 calibrated questions for your counterpart. Be curious what is really motivating the other side. You can get out the "Black Swan".

-

The black swan

What we don't know can break our deal. Uncovering it can bring us unexpected success. You get what you ask for in this world, but you must learn to ask correctly. Reveal the black swan by asking questions.

-

Establish a range at top places like corp. I get... (e.g. remote London on a project basis). Set a high salary range and not a number. Also, check on LinkedIn premium for the salaries.

-- cgit v1.2.3