Words and phrases are important when negotiating as the following
examples illustrate. Embrace these suggestions for better results:
�
Using the word �between� is tantamount to a concession.
When you say, �I can do this for between $10,000 and $15,000,� a
shrewd negotiator will quickly zero in on the lesser price. Don�t
automatically concede ground without extracting anything in return.
�
If you indicate �I think we�re close� in your negotiation, you�ve
just admitted that you value reaching an agreement over getting what
you actually want.
Unless you�re actually facing extreme time pressure, don�t be the
one to point out that the clock is ticking in the background.
Rather, create a situation where your counterpart is as eager to
finalize the negotiation � or more eager � than you are.
�
Studies show that the final outcome of a negotiation is affected by
whether the buyer or the seller makes the first offer.
When a seller makes the first offer, the final settlement price
tends to be higher than when the buyer makes the first offer. So
suggesting �Why don�t you throw out a number?� can be tricky, as the
first number uttered in a negotiation has the effect of anchoring
the conversation.
�
One of the joys of being an entrepreneur is that you get to call the
shots.
Yet in negotiations, especially with large organizations, when you
announce that you�re the final decision maker you can be trapped.
You should instead establish at the beginning of a negotiation that
there is some higher authority with whom you must speak, prior to
saying yes (a key investor, a partner, a member of your advisory
board).
�
While you�ll almost certainly be making the decision, you do not
want the opposing negotiators to know that you are the final
decision maker.
Particularly in a high-stakes deal, you will definitely benefit from
taking an extra 24 hours to think through the terms. For
entrepreneurs this strategy can be taxing, but for once pretend that
you aren�t the person who makes all the decisions.
�
Lastly, remember that it pays to stay calm and to never show that a
low counter-offer or an annoying stalling tactic has upset you.
The
savviest negotiators take nothing personally � they are impervious
to criticism and impossible to fluster. When you act unmoved by the
situation and unimpressed with the stakes involved, you�ll have the
advantage of unnerving less-experienced counterparts. This can be an
effective weapon against small-business owners who often take every
aspect of their businesses very personally.
