How to negotiate, or the art of a cunning leader

How to negotiate, or the art of a cunning leader

Business negotiations are an important part of a successful career. And here are some secrets of “artful” negotiations.

The first and, perhaps, the main skill of leadership in the conversation is an inconspicuous interception of the initiative and skillful direction of the conversation in the direction you need.

Therefore, the first cunning will be called “interception”. It is to question what the person is saying. That is, to ask, is this true? Ask if your opponent is sure of what he says.

After that, you already lead the conversation. You are the master of the situation. He wanted to ask you his questions, and now he has to answer your questions. By the way, this is a good way to protect against unfair criticism of the authorities. Sometimes the boss declares: “And I was reported here …” – Who reported? It is impossible to take vague accusations in any case. Give evidence. Otherwise, what’s the conversation about?

The second trick is to be the master, not the guest. What does it mean? And this means that by choosing the time and place of the meeting, strive to be in the role of master. The guest is not only the one who comes. The guest – and the one on whose initiative the meeting took place. Guest – and the one who first raised a new topic. The guest is always at risk. He is forced to answer all the questions, although the owner can give him a turn from the gate. An experienced guest prefers to swap places with the owner, even if the meeting took place on his initiative.

“You probably know,” he asks, “… why I wanted to meet with you …”. And if the host starts to show a shrewdness, he will instantly turn into a guest. Because the former guest, who became the owner, can start asking: why do you think so? Who told you about this? why did not you come to me? , etc.

Another cunning tricky conversation. Use from time to time a paraphrase, that is, a paraphrase. You just need to rush into the conversation and say: “Did I understand you correctly, did you say this and that and that?” – “Yes.” “Thank you, continue.” Having accustomed, therefore, the interlocutor to their interventions, once again after his “yes” you calmly say: “And I, in turn, are ready to state the following …” And went – about his, where you need.

And how should one behave when several people are talking, for example at a meeting or a meeting of some commission? For example, we are discussing a problem where five people are involved. Let’s say you have a wonderful solution to this problem, and you want it to pass. If you seize the initiative from the outset by promulgating this decision, there is almost no chance that it will pass. The people will not accept him. And not because he, the people, is against, but because he was not listened to.

The fact is that each of us has a solution in his head, his own brilliant thoughts! And so it is foolish to hope to stuff another’s attic with new garbage, until he is freed from the old one. Therefore, we always let a man speak out, and after that we speak our own way.

Thus, in the tactics of pushing your opinion the most important is to seize the organizational initiative. It is necessary to become a PROCEDURAL LEADER. The man began to talk, we – join, nod, ask, did we understand correctly? He says, “Yes.” “Great. And what do you think? “- we turn to another interlocutor. And everyone is already used to talking. You do not express your point of view, and you are recognized for the right to speak.

What is the result of such maneuvers? It turns out that, firstly, everyone was called and no one was forgotten. Secondly, who is the last one speaks, speaks with great weight. In addition, after hearing all the arguments, you can think over what to argue with. And in the finals to smash the defenses of the enemy.

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