How to practice and develop your strategies to negotiate

Here are a few tips from Stuart Diamond's book "Getting More: How You Can Negotiate to Succeed in Work and Life" for ordering pizza, negotiating a contract, or getting a deal on a big purchase.

Always keep your negotiation's goal in mind. It has to do with what you still desire.

Every action you take must unavoidably move you closer to your objective.

Be careful not to become overwhelmed during a negotiation because failing to match your actions with your goals can be very costly to you.

You can't persuade anyone unless you have a clear understanding of the mental pictures, perceptions, and needs that your audience is thinking about.

Find people who your interviewer respects who might be able to give you advice on how to persuade, if the circumstances permit. For instance, a different relative, a different coworker, or a friend.

If you want to know how to convince, consider emotions.
The universe is illogical. A negotiation will become more irrational the more significant it is to the individual involved.

We become emotional when we become irrational. No longer do we pay attention to what is said.

Therefore, finding a way to persuade the person is very challenging.

By emphasising it, for instance, you must consider your interlocutor's emotions.

There isn't a general principle that applies to all of your negotiations.

You might get a different outcome even if you negotiate with the same people later on the same subject.

So, don't take a rigid stance.

People frequently fail to get what they want because they start out with excessive demands.

Manage your negotiation carefully so as not to alarmed your counterpart. Don't give him the impression that the negotiation involves any risk.

If there is no established trust between the parties, this is even more crucial.

Talk about the differences in your values with your listener.
Find out what interests your audience, big and small, material and immaterial, logical and emotional.

Negotiate only about issues that are significant to you but not to your counterpart, or about issues that are significant to you but not to your counterpart.

What do its values entail? Any deviations from these values? How does he decide what to do?

Use this knowledge to your advantage and call his mistakes out if they conflict with his moral principles.

Avoid attempting to influence the other person. He'll frequently realise this, which could make your negotiation impossible.

Avoid attempting to appear nicer, tougher, or any other trait that you are not. Your strongest asset is your reputation.

Be genuine and authentic.

Poor communication between parties is the main cause of negotiation failures.

Never leave a negotiation until the other party has consented to a break or until you have made the decision to end it permanently.

Make a list of negotiation and persuasion techniques that you must master and from which you can draw in order to handle a variety of challenging situations.

If you don't have a plan of action, you can't be adequately prepared.

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