** Email Magic **
Subject Line: Have you given up on this project?

** That's Right **
Good: That’s Right
Bad: Yes, You’re Right
Summary to trigger That's Right
‍‍Trigger That’s Right with a Summary:
- Effective Pauses encourage the counterparty to keep talking
- Minimal Encouragers: Yes, OK, Uh-Huh, I see → show I’m paying full attention
- Mirroring: Listen & repeat back
- Labeling: Give feelings a name & identify with how they feel
- Paraphrase: Repeat in my own words to show I’m really understanding
- Summarize: Re-articulate meaning of what is said + acknowledgment of the emotions = Paraphrase + Labeling

** Never Split the Difference **
Leads to a bad outcome for both sides, eg 1 black + 1 brown shoe

** Deadlines **
Deadlines make people do impulsive things
Resist the urge to rush as a deadline approaches
Take advantage of the rush in others
Share my deadlines: information asymmetry is the worse for me
Three uses of Fair
- Defensive move: We just want what’s fair
- Nefarious accusation: We’ve given you a fair offer
- Positive: I want you to feel like you are being treated fairly at all times. So please stop me at any time if you feel I’m being unfair and we’ll address it

** Extreme Anchor **
Bend counterpart’s reality by anchoring the starting point
Before making offer, emotionally anchor by saying how bad it will be
Set an extreme anchor to make my real number seem reasonable
Use a range to seem less aggressive

** Loss Aversion **
People will take more risks to avoid a loss than realize a gain
Make sure my opponent sees there is something to lose by inaction

** Bend their Reality **
- Anchor their emotions: Start with an accusation audit acknowledging all their fears. Anchor them in preparation for a loss
- Let the other party suggest a price first. Especially if neither party knows true market value. Consider alternatives if other party is a shark or  a rookie
- Establish a bolstering range: Recall a similar deal. Range high so people will naturally want to satisfy the low end of my range
- Pivot to non-monetary terms: Give things that are not important. Get things that are. Suggest ideas to stimulate brainstorming
- Use odd numbers: Don’t use round numbers
- Surprise with a gift: Generate reciprocity by giving unrelated surprise gifts

** Calibrated Questions **
The listener has control of the conversation
Goal is to suspend unbelief → calibrated questions to ask for help
Don’t use: Can, Is, Are, Do, Does
Avoid: questions that can be answered with Yes or tiny pieces of information
Start every question with what, how (& sometimes but rarely why)
Only use why when defensiveness it creates is in my favor: Why would you ever change from the way you’ve always done things and try my approach?
You can’t leave → What do you hope to achieve by going?
Avoid angry emotional reactions
Phrases to use

What makes you ask?
What about ____ is important to you?
How can I help make this better for us?
How would you like me to proceed?
What is it that brought us into this situation?
How can we solve the problem?
What’s the objective / What are we trying to accomplish here?
How am I supposed to do that?

** How **
Yes is nothing without How
Calibrated how? Questions help guarantee execution
Look for That’s Right
Don’t settle for I’ll try, You’re Right → Those mean I plan to fail
‍Phrases to use

How am I supposed to do that?
How will we know we’re on track?
How will we address things if we find we’re off track?
Influence those behind the table

How does this affect the rest of your team?
How on board are the people not on this call?
What do your colleagues see as their main challenges in this area?

** 7-38-55 **
7% content < 38% tone of voice < 55% body language & face

Fly great distances to meet people in person
Pay close attention to tone & body language. See if they don’t match up with literal meaning of words
Use labels to discover source of the incongruence:
I heard you say ‘Yes’ but it seemed like there was a hesitation in your voice
No, this is important. Let’s make sure we get this right

** Rule of Three **
Get them to say yes 3 times
- Get them to give me a commitment
- Label + summarize → get a That’s Right
- Calibrated How or What questions about implementation. Ask what will constitute success: What do we do if we get off track?

** Spotting Liars **
Liars...
- Use more words than truth tellers
- Talk about him, her, it, one, they and their. Rarely I → distance from the lie
- Speak in more complex sentences (to cover up the lie)

** Spot Decision Makers **
Watch pronouns
- I, me, my → less important in the decision of the outcome
- We, they, them → actual decision maker leaving options open
Use my own name
My name is Yanda
What’s the Yanda discount?

** Saying No 4 Times **
How am I supposed to do that?
Your offer is very generous. I’m sorry that just doesn’t work for me
I’m sorry but I’m afraid I just can’t do that
I’m sorry, no
Use mirroring and open-ended questions in between. Empathize 3x:
That’s very generous of you
That price is more than fair
Thank you for taking the time to talk to me

** Types of Negotiators **
Analyst: Acquiring facts & info > making a deal
Time = Preparation
Silence = Opportunity to think
Methodical & diligent. Hates surprises.
Self-imaged tied to minimizing mistakes
Prefers to work on their own
Reserved problem solver
Information aggregator
Skeptical by nature
May appear to agree when just agreeing to think about it
Doesn’t like calibrated questions
Apologies have little value
Hypersensitive to reciprocity
Get gift first = it must be a trap
Give first = you must reciprocate‍
Tools: labels, specifically to compare analysis,
Use data to drive my reason, no ad-lib
Use data comparisons to disagree‍
Worst-type match: Assertive

Accommodator: Building relationship > making a deal
Time = Relationship
Silence = Anger
Communicating → happy
Sociable, peace-seeking, optimistic, distractible, poor time managers
Watch tone & body language → hesitancy won’t come in words‍
Risk: may overpromise, agree to give you something they can’t actually deliver‍
Tools: What & How calibrated questions focused on implementation‍
Worst-type match: Accommodator

Assertive: Being heard > making a deal
Time = Money
Silence = Opportunity to speak more
Getting solution perfect is less important than getting it done
Loves winning above all else
Most likely to get tunnel-vision. Focus on goal → miss opportunities to explore Emotions = bad
Negotiation = intellectual sparring
Focus first on what they have to say. Once they are convinced I understand them, only then will they listen‍
Tools: calibrated questions, labels, and summaries. Get a that’s right‍
Be careful with reciprocity (give an inch → take a mile)‍
Wost-type match: Analyst

** Deflect the Punch **
Counterparty will start with an extreme anchor. Get ready to deflect the punch
By saying “no” :  How am I supposed to do that?
By deflecting the anchor: What are we trying to accomplish here?
Pivot to terms: detour to non-monetary issues:
Let’s put price off to the side for a moment & talk about what would make this a good deal?
What else would you be able to offer to make that a good price for me?
Respond with your own extreme anchor

** Strategic Umbrage **
I don’t see how that would ever work

** I statements **
I feel _____ when you _____ because ____ .

** Ackerman Bargaining **
1. Set target price
2. Plan your offers
Buyer: 65% → 85% → 95% → 100%
Seller: 135% → 115% → 105% → 100%.
3. At final offer add non-monetary item to show that I’m at my limit

Use an Accusations Audit to pre-empt the first offer to take the edge off
You’re going to think I haven’t done my homework
You’re going to feel insulted by my offer
I’m embarrassed to tell you my offer
Use lots of empathy and ways of saying No in between to get other to counter before I increase my offer
Use precise, non-round, odd numbers

** Black Swans **
3 Black Swans in every negotiation
Every negotiation is new → don’t let old patterns blind me
Always ask myself: Why are they communicating what they are communicating right now

** 3 Types of Leverage **
Positive Leverage: I have something they want
‍Negative Leverage: My ability to make my counterpart suffer
More powerful because of loss aversion
To use, first find what is important to them:
Who is their audience?
What signifies status and reputation to them?
What most worries them?
Identify with labels: It seems you strongly value the fact that you’ve always been paid on time
Normative Leverage: Using the other party’s norms to advance my position
Show inconsistencies between their beliefs and their actions
No one likes to look like a hypocrite
To discover norms: Ask what my counterpart believes in and listen openly
See what language they speak and speak it back to them
Listen, listen, listen
Review everything I hear. Double check
Use backup listeners whose only job is to listen between the lines
Compare notes with team members to discover new information

** Similarity Principle **
People trust those who are in their in group
Look at and mirror attitudes, beliefs, ideas, and even modes of dress

** Power of hopes & dreams **
Visualize what counterpart wants out of life → use those aspirations to get them to follow
Everyone wants to believe that we are capable of the extraordinary
Display a passion for what my counterpart has always wanted and convey a purposeful plan on how to get there → changes my counterpart’s perception of what is possible to change
We are all hungry for a map to joy → be courageous enough to draw it and others will follow

** … because ... **
People respond favorably to requests made in a reasonable tone of voice and followed by a because reason (even if the reason isn’t great)

** Not crazy **
People acting crazy are often not. Instead, counterpart:
- is Ill Informed: has incomplete or different information to me
- is Constrained: may not have power to close the deal
- has Other Interests: hidden interests that justify his behavior

** Get Face Time **
Get face time
Observe unguarded moments
- First few minutes before you get down to business
- Last few moments as everyone is leaving
- Interruptions, odd exchanges, etc…
When something doesn’t make sense, there’s an opportunity. Dig in!

** Negotiation One-Sheet **
The Goal: specific scenario that represents best case
- Set optimistic but reasonable goal & define it clearly
- Write it down
- Discuss my goal with a colleague (commitment & consistency)
- Carry the written goal into the negotiation
Summary: Couple of sentences about the known facts that have led up to the negotiation. Aim for That’s Right in response
Labels / Accusation Audit: 3-5 labels to perform an accusation audit
- It seems like ____ is valuable to you
- It seems like you don’t like ____.
- It seems like you value ____.
- It seems like ____ makes it easier.
- It seems like you’re reluctant to ____.
Calibrated questions: 3-5 to reveal value & overcome potential deal killers
- For my counterpart:
  - What are we trying to accomplish?
  - How is that worthwhile?
  - What’s the core issue here?
  - How does that affect things?
  - How does this fit into what the objective is?
- To identify behind-the-table deal killers
  - How does this affect the rest of your team?
  - How on board are the people not on this call?
  - What do your colleagues see as their main challenges in this area?
- To identify and diffuse deal-killing issues
  - What are we up against here?
  - What is the biggest challenge you face?
  - How does making a deal with us affect things?
  - What happens if you do nothing?
  - What does doing nothing cost you?
  - How does making this deal resonate with what your company prides itself on?
Follow up with labels to their answers to the calibrated questions:
- It seems ____ is important.
- It seems you feel like my company is in a unique position to ____.
- It seems you are worried that ____.
Non-cash offers: list of non-cash items possessed by my counterpart that would be valuable?
- What could they give me that would make me do this for free?

## Background Information
$background_information

## Deal or Conflict Overview
$deal_or_conflict_overview

## Stakeholders and Their Interests
$stakeholders_and_interests

## Understanding of Other Party's Position
$other_party_position

## Negotiation Strategy 1
$strategy_1

## Pros and Cons of Strategy 1
$pros_and_cons_1

## Negotiation Strategy 2
$strategy_2

## Pros and Cons of Strategy 2
$pros_and_cons_2

## Negotiation Strategy 3
$strategy_3

## Pros and Cons of Strategy 3
$pros_and_cons_3

## Analysis
Strategy 1 Analysis
$strategy_1_analysis

## Strategy 2 Analysis
$strategy_2_analysis

## Strategy 3 Analysis
$strategy_3_analysis

## Possible Obstacles and How to Overcome Them
$possible_obstacles

## Additional Possible Strategy
$additional_possible_strategy

## Recommendation
$recommendation

## Follow-Up Actions
$follow_up_actions

## Negotiation Scripts/Talking Points
$negotiation_scripts

## Contingency Plan
$contingency_plan