Negotiating Your First Deal

Writen by Lin Stone

In any type of business one must always be ready to deal with other people. It can be as simple as explaining the situation. For example, someone offered a house for sale at $40,000 and the other party explained:

"I'm sorry, the only houses I buy are purchased at wholesale."
"Oh," said the seller almost instantly. "Then you can have it for only $27,900"
That sounds incredible, doesn't it? Yet it frequently happens just that way.

Negotiation is a big part of the business world. Since the negotiation process cannot be avoided, the business professional must equip himself with proper skills and presentation techniques in order to survive in business.

Communication skills are a necessity. As my favorite aunt says: "Suffering in Silence is for fools who can't communicate." The best negotiation tool you can have is enhanced communication skills. When you want to be heard, you have got to speak up. The only way to get a better deal is to ask for it. One gets what one wants based solely on the ability to persuade others, and that takes negotiation, not luck. This is true especially in the worlds of business and finance, which are full of concerns about deals and agreements with prospective customers.

One must be fully aware that all the information involved in the deal must be true, honest and aboveboard. Misleading information must be avoided at all costs; otherwise, any of the parties involved might enter the contract with a different deal in mind. If such is the case, the best you can expect to happen is that it will certainly lead to confusion and the whole negotiation process could crumble before the deal is done.

All statements must be fair and free of errors. Misleading information and ambiguous terms must be avoided. Word meanings, phrases, and sentences, even whole paragraphs, should all be clear and understandable. Mutual understanding can only be attained through effective communication. Lay everything out clearly for the client. Both parties must be able to fully understand what the contract states. You cannot expect any contract to be entered into by a business professional until after they have become convinced that the contract provides a favorable deal for them.

To achieve a successful negotiation, you must possess fairness and honesty. The client believes that all statements coming out of the salesman's mouth are considered as binding. If it becomes obvious that his words are misleading, the salesman will lose his credibility. When this happens then it would almost certainly result in prospect walking out on the deal.

As you begin to negotiate, try to observe the situation from every perspective. You should always strive to anticipate every possible outcome -- whether it is favorable to you or not. This attitude will strengthen your negotiation and help you to come up with an agreement that will satisfy both parties. In every negotiation learn to stand your ground better and show how confident you are in the outcome you are seeking. While it is okay to have emotions, don't let them overcome your ability to think clearly. When that happens you will probably end up accepting a less than fair deal. Learn to listen well because that shows your sincerity. Stay open to every suggestion and recommendation that might lead to your benefit. Being flexible will help you reach a successful agreement.

Don't be afraid to offer innovative solutions during the negotiation if you believe they will pave the way to a common goal. Innovative solutions (sometimes mistakenly called compromises) can be very significant in closing a deal. Offer them firmly in order to meet the needs and wants of both parties. Since this is your first deal let me caution you against a common failing among inexperienced negotiators... There is an all too human urge, when the pressure suddenly ends to gush out further, unnecessary alternatives and concessions. Be ready for that urge to strike; bite your tongue, shut your mouth.

Once your goal is achieved, close the negotiation and make the deal final.

Click HERE for more information that can help you Negotiate like a Champion. Lin Stone has authored seven books and hundreds of articles. Click HERE for Lin's latest stories and articles.

Games Are A Reflection Of Behavior

Writen by Alicia Smith

You are standing on a small stage yelling, "What's the name of the game?!"

"Win as much as you can!!!" comes roaring back.

"Who's responsible for your score?!"

"I am!!"

The audience is composed of ninety men, all prisoners in a federal maximum security prison.

One more thing – you're a woman.

For three years, Alicia volunteered every Thursday at FCI (Federal Correctional Institute) in Bastrop, Texas-

"I used my skills as a corporate trainer to help these men learn to shift their perspective on themselves and the world."

"Along the way the prisoners taught me as much, perhaps more, than I taught them."

"In my training business, I use games as a way to break down barriers and shift perceptions. What I came to realize is that your behavior in a game is an exaggerated reflection of your behavior in real life."

Games are an opening to behave true to our natures, to react immediately rather than with a careful response. Depending on the other players, we may monitor our behavior less in a game than in the real world, but we aren't acting differently. In a game there are no emotional holds barred.

In a game, we are allowed to be more right brained than logical. After all, "It's only a game."

Saying something is only a game tends to trivialize its importance. Precisely because we view it as trivial, and of no importance, we can give ourselves permission to let our true natures out.

When we floated this idea before a number of colleagues, several of them told us stories of self-discovery. One woman, a very sweet and kind person in "real life", was known as "the enforcer" when she played hockey in school. Another shared that, when she plays a game against total strangers she becomes "brutal" and highly competitive.

So if our true nature comes out in a game, what can we do with that information?

Can we transform situations so that we can be true to our nature? Can we make a game out of real world situations to allow our true nature to flourish? The obvious example is to view business as a game to be won. This implies competition and a winner take all attitude.

Yet Covey and others have told us about creating win-win situations. Is there such a thing as a win-win game – a game where everyone wins, where no one loses? Can you devise a game where you can put your competitive streak toward a larger goal? Can the proverbial pie be made larger? As someone said to me, to transform from "me winning" to "we winning".

What's the name of the game? Win as much as you can!

Who's responsible for your score? I am!

The game Alicia played with the inmates was called "the handshake game". She had them pair up by size, height and weight and explained the rules. "We'll play the game for 45 seconds. You get one point when your hand taps his hip; he gets one point when his hand taps your hip."

The vast majority of the pairs had a combined score of 0 points. A few pairs scored in the 10 – 20 point range.

But one pair scored 260 points.

The high scorers had realized that the name of the game and scoring responsibility did not define a win-lose (or "zero-sum") game. That is, one person did not win at the expense of the other.

Of course, the entire thing was a set-up. Alicia paired them up by size, height and weight to set the expectation that it was an evenly matched contest. She got them chanting to get their excitement up.

And she neglected to tell them that the pair was a team and the team members' scores would be combined.

"Deliberately I didn't tell them they were supposed to cooperate with their partner. I also never told them who the competitors were."

We all know that a "formal" team must cooperate to win. The revelation here was that by cooperating they could maximize their individual scores.

What's the name of the game? Win as much as you can!

Who's responsible for your score? I am!

The rules say nothing about preventing the other person from getting a high score. The pair who "got it" quickly settled into a rhythm of "one for you and one for me". And they could have kept that up for as long as the game ran. Meanwhile, the other teams were struggling and would have exhausted themselves long before the winners did. And, when the few teams who did spot the pair who "got it" there were charges of "cheating" leveled at them. "We saw what they were doing but thought they were cheating or didn't understand the rules."

The cooperation – competition confusion is nicely summed up in the concept called "the prisoners' dilemma". Two people are arrested for a crime and there is enough evidence to put them both in jail for 1 year.

The police keep them isolated from each other and offer each the same deal: "If one of you talks and the other does not, the snitch goes free and the other one gets 3 years. If you both talk, you both get 2 years."

The partners can work together (by staying silent) and both get only a year in jail. By both defecting from the partnership to work with the police they will both get 2 years.

A single defector will go free while the one who cooperated gets 3 years.

The dilemma is formed by pitting trust against greed. The temptation of greed combined with a habit of competition blinds us to a different perspective.

But don't think that only prisoners are subject to this. When Alicia has had groups of corporate executives play this game, they fall into the same behavior pattern as the prisoners. In fact, in some corporate sessions nobody "gets it".

There seems to be a dichotomy between competing and winning. The idea of cooperating to win seems odd. In fact, we see other players complain that the ones who "get it" are cheating!

What you do depends on your view of the game. If the game is seen as a one-time event, why not be brutal – there will be no consequences. But if this event is one in a series, then cooperation is clearly the better long-term strategy, if only because there will be a chance for the other to get even.

In studies of prisoners' dilemma style games (played for points and not reduced jail time) the players eventually settle into a strategy dubbed "tit for tat". Their actions are saying, "If you cooperate last time, I'll cooperate next time. If you defected last time, I'll defect next time."

Using the word "defect" helps us see the shift – the opposite of cooperating (working on the same side) is defecting to the other side.

The desire to compete and the desire to win are not the same.

Game terminology (strategies, tactics, moves, etc.) is often applied to "serious" parts of life. Because the word game has a connotation of triviality, we sometimes bristle at its use to describe the things that mean the most to us.

What if we kept in mind that 'it's all a game' – would we behave differently?

Philosopher James P. Carse writes in the first chapter of Finite and Infinite Games, "There are at least two kinds of games. One could be called finite, the other infinite. A finite game is played for the purpose of winning, and infinite game for the purpose of continuing the play."

The book's subtitle is "A Vision of Life as Play and Possibility." His premise is that a game is about the relationship between the player.

In the book he characterizes two types of players. Finite players play within the rules, infinite players play with the rules. Finite players play to end the game (with their victory), infinite players play to continue the game (by whatever means they see fit). Finite players play to win, infinite players play to keep playing.

The players who "get it" are playing with the rules looking to transform a finite game into an infinite one.

If this article has intrigued you we encourage you to look at the various "games" that you are "playing" and with whom. Who are your "teammates" and what kind of game are you playing? With increased awareness of our behavior, and the behavior of others, we are able to create a "win as much as WE can" mentality.

© Copyright 2004 Alicia Smith Consulting & Training. All Rights Reserved.

This article was written by Alicia Smith as told to John Satta

Alicia Smith is a Coach and Trainer whose specialty is helping business people to Make Money Now. She has taught over 10,000 people how to improve their business bottom lines. To learn more about her courses, products and services, please visit http://www.AliciaSmith.com

State Department And Negotiation Ramifications

Writen by Lance Winslow

It seems the United States State Department has their work cut out for them as they deal with dictators and foreign leaders who are problematic for peace in the world. Worse off much of the world runs on guns, drugs, arms, gems, worthless currency and human trafficking. It makes it rather tough to deal with some of these leaders of these Third World countries as they try to dictate policy and kill anyone in their way.

But sometimes in life you have to do business with questionable people, look at what our Department of State has to go thru with China, Syria, Lebanon, Nigeria, Venezuela, and about 35 others? You have to hand it to the State Department, as they deal with these scoundrels around the world. Also it seems that although the United Nations is sometimes called corrupt, you have to understand who they have to deal with on a daily basis.

Humankind is problematic and the primate politics of the world are even worse, but what can you expect from a bunch of sub humans? If the State Department does not negotiate and keep such people close to the vest then they can never keep America safe or keep our early warning detection systems operational to prevent us from being attacked or blindsided or cold-cocked by one of these ruthless scoundrels. Please consider this in 2006.

"Lance Winslow" - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

Foundations To Success

Writen by Kurt Mortensen

Preparation is the magic ingredient to all successful negotiations. When negotiating, you have to be prepared for anything. You need to know the ins and outs, the intricacies of both sides. The more you prepare, the more knowledge you have, and the better you will do.

Skills, techniques and personality will never replace the concrete knowledge that can and will only be gleaned by doing your research and homework before the negotiation process begins. The bottom line is that the negotiator with the most knowledge is the most prepared, and that is the type of negotiator who will succeed. The bottom line is, your negotiation success is determined by your preparation.

Before the negotiation begins, you must determine what your needs and interests are. In other words, you must first decide what you want out of the negotiation. Then you must prioritize those needs and wants. The heat of the moment is not the time when you should step back and try to figure out which option you're really pushing for. For example, let's say you have just opened your business. You've submitted a bid to a very large corporate entity and have been invited in for a meeting concerning your bid. You are excited because landing a client like this one will bring great credibility to your new company. You decide beforehand that your greatest needs are to establish more credibility and to increase name recognition. While in the meeting, your prospective client states that if you bring your bid down, you will get his business. The figure he gives you will only allow you to break even, but you recognize the significant benefit of having this client on your reference list. Hence, you lower your price. Going into the meeting, making money was absolutely one of your interests; however, it was not your top priority. You were prepared to handle this situation because you had determined in advance what your number one objective was. By sticking to your plan instead of crumbling under the pressure or emotion of the moment, you have wisely created a way to strengthen your company's credibility and to secure a flow of work in the future.

After you have a concrete idea of what you want to get out of the negotiation, you need to examine the needs and wants of the other party. Put yourself in their moccasins and ask, "What would my needs be if I were in their position?" Besides thinking the negotiation process through on your own, it is strongly advised that you simply ask what your prospects' needs are. Decrease your margin of error by eliminating guesswork. To be a powerful negotiator is to be exact in addressing all angles of the issue. This step is crucial if you ever hope to reach mutually satisfactory agreements. Your prospects' side of the issue needs to bear as much weight in your mind as your side does. Certainly, a demonstrated interest in and knowledge of their perspective, their circumstances and their objectives will get you much farther than a strictly one-sided presentation. Be assured that one-sidedness will only be seen as shortsightedness. How can your prospects collaborate with you if they aren't confident in your ability to see, understand and appreciate their primary objective and goals?

After having thoroughly accounted for the key issues on both sides, it is time to prepare a number of different proposals on how you see the two sides coming together. This is a time where it's important to think creatively. Don't just divide the pie evenly. Rather, seek out ways to expand the pie. What I mean is that you must be prepared to not only fulfill each party's bottom line but also to increase the benefits to all involved. Placing yourself in a position to "over-deliver" is never a bad thing; it will only be met by pleasant surprise. Better still, it is then often followed by cooperation.

After you have devised a few creative alternatives that could possibly satisfy both parties' needs, you are ready to narrow down your list of options. Which agreement is most beneficial and fair to both parties? Establishing a standard of fairness is often a very difficult process for negotiators. That's because each side has their own subjective perception of fairness. In such cases, it is recommended that an independent standard be sought. In other words, what is accepted in the industry? When preparing and doing your homework, look at industry standards, market rates, cost analyses and other neutral indicators that will enable you to establish a standard of fairness during your negotiation process.

After all these exhaustive steps, you might be thinking that in order to come up with the perfect plan, we're now ready for you to charge in there and knock 'em dead-wrong! No matter how brilliant your projections seem, you must set up three alternative negotiation plans. Too often, people go into negotiations with only one alternative in mind. When that alternative is not acceptable to the other party, then the situation really gets sticky. Since the negotiator didn't prepare any other options, s/he is stranded with nowhere to go. Like I mentioned previously, the emotion of the moment is not the time when you want to be making weighty decisions. To prevent yourself from being backed into a corner, be sure to have alternative agreements in mind that will still meet your most important needs, wants and goals.

Equally crucial to the preceding steps is the final negotiation step of mental rehearsal. A wise and skillful negotiator will never enter into a negotiation unrehearsed. It is of prime importance that you have practiced all the likely scenarios you will encounter and that you are prepared to handle any possible turns with skill and finesse. Don't underestimate the power of visualization. Play out the entire meeting from beginning to end. What could happen? What is your opponent's initial perception of you and your offer? What roadblocks could you hit? Can you articulate your opponent's view and concern about the issues at hand? What are your opponent's needs? What has happened in the past? What will your opponent ask for? Will your personalities clash? When you are prepared for negotiation, your stress and fear will subside. You might feel some pressure, but you will not lose control. Going through a pre-negotiation process creates a map for you to follow in any type of terrain you might encounter. Armed with advance preparation, you will overcome any potential obstacles placed in your path. Find a way for all sides to achieve their goals, feel satisfied with the negotiation and find a resolution.

Now, if you find yourself not being able to reach your needs, and if there still seems to be a considerable amount of distance between you and the other party, do yourself a favor; get up and leave. Too often, less experienced negotiators continue to negotiate after this point has been reached. If they blindly forge forward, they may reach an agreement but later realize that not even one of their needs were met. Be careful that you don't commit any of the following common negotiation errors:

1. Being politically incorrect
2. Showing disrespect
3. Using any form of miscommunication
4. Using the wrong word choice
5. Having an irritating style
6. Having no or a poor agenda
7. Personalizing the negotiation
8. Revealing too much information
9. Committing cultural blunders
10. Becoming emotionally involved
11. Desiring to destroy
12. Exhibiting perceived cockiness

Always focus on the following behaviors:

1. Be firm.
2. Use silence.
3. Stay focused and perceptive.
4. Be attentive.
5. Don't rush the negotiation.
6. Have plenty of energy.
7. Know that it is OK to lose a few battles to win the war.
8. Avoid unnecessary humor.
9. Get plenty of sleep.

Everyone persuades for a living. There's no way around it. Whether you're a sales professional, an entrepreneur, or even a stay at home parent, if you are unable to convince others to your way of thinking, you will be constantly left behind. Get your free reports at Magnetic Persuasion to make sure that you are not left watching others pass you on the road to success. Donald Trump said it best, "Study the art of persuasion. Practice it. Develop an understanding of its profound value across all aspects of life."

Summary

Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you've seen some success, but think of the times you couldn't get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade. Professional success, personal happiness, leadership potential, and income depend on the ability to persuade, influence, and motivate others.

Kurt Mortensen's trademark is Magnetic Persuasion; rather than convincing others, he teaches that you should attract them, just like a magnet attracts metal filings. He teaches that sales have changed and the consumer has become exponentially more skeptical and cynical within the last five years. Most persuaders are using only 2 or 3 persuasion techniques when there are actually 120 available! His message and program has helped thousands and will help you achieve unprecedented success in both your business and personal life. If you are ready to claim your success and learn what only the ultra-prosperous know, begin by going to http://www.PreWealth.com and getting my free report "10 Mistakes That Continue Costing You Thousands." After reading my free report, go to http://www.PreWealth.com/IQ and take the free Persuasion IQ analysis to determine where you rank and what area of the sales cycle you need to improve in order to close every sale!

Crisis Management

Writen by Yvonne Bornstein

Crisis Management is a critical part of life, no matter who we are or what is our vocation. Handling matters such as the downsizing of a company or trauma in the workplace are often cause to take positive action in finding the way to great success. This lesson can only be discovered if purpose and the urge to move forward can be achieved.

It took twelve years to get far enough past the crisis and trauma of my kidnapping, torture and rescue to be able to relay my story. It was in January of 1992 I was a businesswoman, wife and mother of two when I found myself caught up in the political disintegration of the Soviet Union. The KGB was disbanded, and many of its operatives moved into the shady underbelly of criminal society. Capitalism was taking hold and new business ventures were springing up between the international business community and the newly monetarily motivated Russian. It was against this backdrop that I found myself caught. Under the auspices of a deal gone bad, I was kidnapped, beaten, tortured and held hostage for eleven horrifying days.

Years later, thinking about others who may have found themselves in a similar position, several questions come to mind.

How do we respond to a crisis?
What are the priorities?
What actions should we take first?
How do we return to normal operations?

Crisis management is a test of the quality and characters of leaders.

The following are five steps toward a positive crisis resolution:

Predicting a Crisis

No one can predict a crisis; however, foresight and careful thought can mean the difference between life and the dreadful alternative.

Preparation is the Key

Consider the fact that a crisis plan is an insurance policy. If a crisis hits, you can spend crucial time implementing that plan instead of trying to figure out where to start. Prepare a detailed crisis strategy.

The Facts

Gather as much information about the situation from a variety of sources. Stay in contact with your management or crisis team.

Minimize danger to human life. Take immediate action If any lives are in jeopardy, address those concerns first.

Use common sense, it is a powerful tool

Think carefully through the crisis situation. If your instinct tells you that your common sense is not working, think again. Trust yourself and those around you.

-Yvonne Bornstein, author of "Eleven Days of Hell, My True Story of Kidnapping, Terror, Torture and Historic FBI and KGB Rescue

Yvonne Bornstein, author of "Eleven Days of Hell, My True Story of Kidnapping, Terror, Torture and Historic FBI and KGB Rescue" wrote her new book because she was compelled to. It took her twelve years to get far enough past the trauma of her kidnapping, torture and rescue to be able to relay her story. It was in January of 1992 that Bornstein, a wife, mother of two, and businesswoman, found herself caught up in the political disintegration of the Soviet Union. The KGB was disbanded, and many of its operatives moved into the shady underbelly of criminal society. Capitalism was taking hold and new business ventures were springing up between the international business community and the newly monetarily motivated Russian. It is against this backdrop that Yvonne and then husband Daniel Weinstock found themselves caught. Under the auspices of a deal gone bad, the couple was kidnapped, tortured and held for $1.6 US ransom.

She became a successful businesswoman jointly operating the couples lucrative international barter trade business. The expansion of the business took them to Russia.

A Business Contract Write One Yourself Its Safer Than A Handshake

Writen by Robert Noyes

Friends and Family might be the only ones whose word or handshake you can trust. There may be some who can't even risk that. As unfortunate as it sounds, it's often the case and the reality is that most deals are not with friends and family but with those you hardly know at all. Ever had a contractor drag his feet on your home repair or improvements? How about the pool man or the neighborhood grass cutting kid not showing up when you expect them? Get them to sign a personal business contract. Here's how to write one...

BUSINESS CONTRACT BASICS

1) Put the Date at top of the page;

2) Put your name and the name of the contractor, salesman, etc.;

3) Put down both parties addresses and telephone numbers (very important);

4) Write in detail the products to be transferred or the services to be performed;

5) Write down all the Buyer's agreements, for instance, Buyer agrees to pay in full when work is complete, Buyer agrees to provide all resources, etc;

6) Write down all the Seller/Contractor's agreements, for example, Seller agrees to service product if faults are found within a (state time frame, one week, one month, etc.) period, Contractor agrees to work every (state best time, Saturday at 1pm, etc.), Contractor agrees to work on (Date) and work from 9 to 5 for 10 consecutive days with one hour break for lunch, etc;

7) Create signature blocks at the bottom for both the Buyer and Seller and get signatures for each.

What won't a business contract like this cover?

Very little, but consult an attorney if your deal is extremely important or you want to make absolutely sure.

Visit www.LetterRep.com for Free Sample Business Contracts, hundreds of sample personal and business letters and Online Tools for Addressing, Dating, Editing, Formatting, Printing, Emailing and Faxing.

Rob Noyes owns and operates the Internet's premiere Business and Personal Letter-writing site, LetterRep.com. Contact Rob at admin@letterrep.com for answers and solutions to common letter-writing situations.

Coach Lee Sumners Advice About Salary Negotiation

Writen by Lee Sumner

You've bought a great suit and a pair of new shoes. You're preparing to interview for a new job for which you feel very qualified. But you need help assessing the value of your skills and experience to calculate a respectable salary. You want to pinpoint a salary that you feel confident asking for and that your future employer will feel comfortable paying you. How do you figure out what you're worth and actually get it?

Salary negotiation can be an emotional experience. We want the job but we need more money. Or we may be afraid that if we push too hard the company will offer the job to another candidate. Negotiating is not merely saying, "I want more money." You're looking for a way to reach an agreement, not a confrontation, with your future employer. Before discussing salary, you need to have the answers to certain questions, such as:

• What is the salary range for this job in this geographical area?
• What is the lowest salary I will consider?
• What makes me worth a higher salary?
• What makes me uniquely valuable to this company?

You can research salary information through the National Association of Colleges and Employers, job-hunting websites, libraries, trade publications, a college career office, or people who work in that industry or company.

THE INTERVIEW

While salary negotiation begins after the interview process, it really starts in the initial interview. That's when you will tell the company about yourself, your accomplishments and what you can do for them. You'll want to use active words in the interview to describe your achievements such as: I developed, I coordinated, I took charge of, I initiated, I oversaw, and I actively contributed to. During the interview, you want your eventual supervisor to feel that you can help solve his or her problems. Here are some rules-of-thumb related to salary negotiations that will help you during the interview process:

1. Listen to understand the needs of the company and the person doing the hiring. What does this involve? Making good eye contact throughout the interview- the surest way to establish trust. Not interrupting and allowing them to finish their thoughts. Repeating back to the person, in the course of your answer, part of what they've just said. Nodding after they make a statement to reinforce that you've heard it.
2. Try not to be the first one to mention money. Don't tell them how much you'll take. If you underestimate your worth, you'll low-ball yourself and have to settle for less than the company was prepared to pay.
3. If asked what salary you're looking for, say you have a range. Then say it really depends on the total package, including fringe benefits you might be entitled to, such as: Health insurance, vacation time, annual salary review, retirement savings plans, bonus plans, college tuition reimbursement plans, stock options.
4. If pushed on the subject, state the range you have in mind. The bottom of the range is what you must have and the top is 10-15% above what you'd take. ("I'm looking at a $65,000-$72,000 range"). Your range is based on your analysis of the market and what you feel you're worth to the company.
5. If asked what your current pay is, tell the truth. If you're due for a raise or bonus, mention that also.

THE NEGOTIATION PROCESS

There are several ways the conversation might go as you discuss salary and reach a mutual agreement with your future employer. Let's say she has just offered you $62,000 annual salary. You can say "O.K" and settle for less than you're worth. Or you can swallow the "O.K" and say "Hmmm" instead. According to Jack Chapman in his book, Negotiating Your Salary: How to Make $1000 a Minute, "When you hear the figure or range, repeat the figure or top of the range and then be quiet." "$62,000? Hmmm (pause) That sounds a little low."

To avoid sounding arrogant, use a question rather than a demand. "Hmmm, $62,000 (pause). I'm delighted that you're interested in me and I am very interested in the position. Based on my experience, I'd like to be making between $65,000 and $72,000. What would it take to get to the higher level within that range?" Make a positive statement about liking the company or job before asking for other things. This communicates that you appreciate the offer and are almost ready to join them, if you can just get this one last thing. "Hmmm, $62,000. I like the opportunity and I know that I could contribute to your company, but I really need $65,000 as a minimum. I would love to work here if I can get that figure. Is there a way we can work that out?"

Don't worry that the employer will change her mind about hiring you just because you ask for more. You must have interviewed well and be a front-runner or else you wouldn't be getting an offer. Besides, you aren't pushing her higher than she expected to go anyway. If you get an offer that's a little lower than you wanted with a company you love or one where you'd have great upward potential, ask if you can get a salary review in 3-6 months instead of a year.

The process of negotiating is an important skill at any level of employment and it pays off in two ways--by putting money in your bank account and paying dividends in increased self-esteem. Follow these guidelines and get ready to make a toast to your success!

CONTACT INFORMATION:
Brian Kirk
(205) 835-8167
http://www.WomenCorp.org

Lee Sumner is a Certified Professional Coach who has helped hundreds of people create high-quality lives. She is President of No Limits Coaching and past Vice-President of the International Coach Federation-Alabama. She is also a valuable member of the Womencorp Team.

Writing An Rfp Request For Proposal

Writen by Meryl K. Evans

A while back, a potential client provided me with some general details of the writing work he wanted me to do for his company. Then he asked me to send him a proposal.

Proposal?! I panicked as I tried to confirm with him what he meant by that since I had never done one before, at least not as a freelancer.

I must've not really wanted to pursue this opportunity since I didn't bother to do research or follow up with the company after submitting a contract instead of a proposal. A little time passed, I came across an article on writing RFPs (Request for Proposal). Ding! The light bulb went on. This guy verbally gave me his RFP and wanted a written response.

When a company needs a project to be completed by a contractor or outside source, they write a RFP. This is a formal document describing the project, how the contract companies should respond, how the proposals will be reviewed, and contact information. Often, the company documents the submission guidelines to make it easier for them to compare responses. There are no specific standards or guidelines for creating the RFP, but government agencies usually strict standards they follow when conducting the proposal process.

Outside companies read the RFP and write a proposal (a bid) explaining how they can best provide and meet those needs. When writing the proposal, the company should closely follow the guidelines established in the RFP to avoid being removed from consideration for the potential project.

A typical proposal contains:

• Executive summary - summary of the entire proposal
• Statement of need - why project is necessary
• Project description - How project will be implemented and evaluated
• Organization information
• Project schedule
• Budget
• Conclusion

My situation was an informal version of all this. The client gave me a high level overview of what I might do for him. If I knew then what I know now, I would've written up a description of the client's needs and how I would complete the work in meeting those needs.

Small businesses would likely do a proposal in between the one I got and the complex government required ones. Most small businesses will be prompted to write a proposal when approaching a client. The client may ask you to submit a proposal outlining what you can do for them. In this case, write a proposal including the elements of a typical proposal and keep it short and to the point especially if the client is not a large company.

There are examples of RFPs and responses peppered throughout the Web, but which one you can learn from depends on the type of work involved. A proposal can be two pages or as big as a book. Rely on your favorite search engine and do the research to create an unbeatable proposal.

Meryl K. Evans, Content Maven, is Editor-in-Chief of eNewsletter Journal and The Remediator Security Digest. She's a slave to a MarketingProfs weekly column and a Web design reference guide at InformIT. She is the author of the popular e-report, How to Start a Business Blog and Build Traffic. Visit her site at http://www.meryl.net/blog/ for free newsletters, articles, and tips.

Yes Lets Make A Deal

Writen by Dr. Gary S. Goodman

I received an inquiry the other day from an organization that's inviting me to speak before its staff.

Small problem: they can't pay me my standard fee.

Well, scratch them off them off the list, right?

Wrong.

If I've learned anything in my consulting career, it is the wisdom in the phrase, "Mighty trees come from tiny acorns." A prospect may seem small, but that's only what a snapshot will reveal. Look deeper, and you'll start to detect its potential, which can be phenomenal.

Here are seven things that should be considered before we dismiss a potential deal as being impossible to make:

(1) What additional forms of compensation can they offer, besides money?

My dad, an astute businessperson and salesman, was very fond of trading goods and services. For instance, the hot, Black Mustang convertible he drove was traded for advertising time on the radio. (His best trade, from my point of view!)

If you can't do a 100% trade, consider making a deal for part-cash and part-trade. Airlines are often willing to make these arrangements.

(2) Will this experience enable you to penetrate a new market?

Some industries are difficult to break-into. Glamorous movie studios have no problem lining up vendors, and they can be very picky about hiring you, especially if you haven't worked in "the biz." So, that inquiry you get from a tiny, independent studio may be just the credential you need to take you from being an outsider to becoming a chummy insider.

(3) A well-managed start-up may be tomorrow's mega-firm.

You're not just a salesperson, a marketer, or a businessperson. You're investing in your clients in a way, by deciding to expend effort with them. If you think they are on the upswing, start with them on the ground floor. You'll take-off, together.

(4) Provide creative financing.

Defer some of your earnings, as ballplayers sometimes do, in order to allow management to temporarily strengthen its financial condition. There's a risk, but you can moderate it if you devise a suitable and fair schedule of payments.

(5) Cut quantity, but not quality.

Their eyes may be bigger than their wallets, right now, so see if you can pare back the order, a little. The price will become more modest, but you'll still be able to serve them.

(6) Consider sending them to a struggling competitor.

Why help the competition? You'll be taking the high road, and you'll make two new friends, at once. And who knows, some day, that competitor may return the favor, or be open to a merger or acquisition overture.

(7) Will I feel better by saying no, or by saying yes?

There is an emotional consequence to making or passing on every deal. I regret having passed on about half of the deals that I thought I shouldn't do. Some would have had tremendous upside potential.

So, the next time you feel that you just have to say no, try your best to say yes, let's make a deal!

Dr. Gary S. Goodman © 2005

Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. A frequent guest on radio and television, worldwide, Gary's programs are offered by UCLA Extension and by numerous universities, trade associations, and other organizations in the United States and abroad. Gary is headquartered in Glendale, California. He can be reached at (818) 243-7338 or at: gary@customersatisfaction.com

Negotiation Tacticgetting It In Your Hands

Writen by Tristan Loo

This tactic is the classic for the sales-driven person. Essentially the "getting it in your hands" tactic is like giving candy to a child to make them stop crying. Once they get it, they are happy and nothing else matters to them. The sales professional knows that if he can get their product in your hands for a "free trial" before fees are assessed, then you will have a psychological attachment to that product and be more likely to purchase it and pay more for it. This is why car salesmen like to get you into the car for a test drive. Once you give it a spin, your emotions have already closed the deal..

How To Counter This Tactic

Getting something you want in your hands before the deal is done is a very powerful negotiating tactic. The best way of dealing with this tactic is first by knowing your level of self-control. Can you resist the temptation to drive home in that new sports car if you go test drive? The second thing is to prepare for such temptations ahead of time. Go with an objective friend who can ground you back into reality, or leave your identification at home (ID is required for a test drive). The point is to prepare ahead of time and expect that this tactic will be used against you.

Tristan Loo is an experienced negotiator and an expert in conflict resolution. He uses his law enforcement experience to train others in the prinicples of defusing conflict and reaching agreements. Visit his website at http://www.acrsonline.com or e-mail him directly at CEO@acrsonline.com

Five Rules For Negotiating Like A Pro

Writen by Mary Greenwood

No matter whether you are negotiating a raise with your boss, negotiating a vacation schedule with you ex-spouse or negotiating with a seller or buyer on an on-line auction, there are certain rules or principles that will help you settle your disputes. These five Rules will help you resolve your dispute and negotiate like a Pro.

Rule 1 Focus on the goal. Don't be distracted by your emotions.

It is important to check your emotions at the door before trying to negotiate anything. Emotions such as anger can make one lose control. We have all seen someone who gets red in the face and starts shaking his finger and generally looks as though he could easily have a heart attack. Sometimes that person is so mad that he is incoherent. You need to get past that stage if you are going to succeed.

If you are the one who is angry and upset, you need to focus on what you hope to accomplish and tell yourself that nothing is going to stand in the way of that goal. It really does not matter whether you like the other side or not. Some parties are rude, obnoxious and insulting. Try to get past these insults so you can focus on resolving the dispute. The other side may be baiting you so don't give them the satisfaction of knowing they have gotten to you. If you focus on the goals of the negotiation, it won't matter whether you like or respect the other party.

Rule 2 Look forward, not back. The past is called the past for a reason.

If one party gets too involved in what has happened in the past, it can be counter-productive. One party in a divorce case, may be so intent on documenting everything the husband has done wrong, that the wife is not even thinking about the goals of the negotiation beyond blaming the husband. You have to figure out a way to get to the present and deal with current issues of custody or visitation. Ask the other party what they want now to resolve the dispute.

Rule 3 You don't have to be right to settle.

What are the three words we want to hear the most, even more than "I Love you"? We love to hear those magic words, "You are right". For some people, this is even harder to say than "I love you". And if you say, "You are absolutely right", that is even better. When someone says, "It is the principle that counts" or "It is not the money, it's the principle!" I know that the negotiation is in trouble. That is because the party is making a judgment call that it is more important to be a martyr than settle the case. When someone is obsessed with the principle of a situation, he/she is still emotionally vested in his/her feelings. Unless you can get beyond those emotions, the dispute is not likely to be resolved. Feeling that you are right can be a heady emotion, but it has no place in the negotiation. If the other side is only interested in being right, chances are the situation won't be resolved.

Rule 4 Know what you want and what the other side wants

Knowing what you want may seem obvious, but many parties don't know what they want. They are so angry that they have not even asked themselves how the issue can be resolved. If they don't know what they want, how can they go about getting it? They may want to hash and rehash the circumstances that got them into this negotiation. Depending on the complexity of the situation, you should have a detailed plan of what you want. In addition to knowing what you want, you also need to know what you are willing to give up to get what you want. Generally you can get what you want if you are willing to pay the price for it. Don't ever begin a negotiation without knowing what you want.

Rule 5 Be prepared and do your research

Once you have an idea what you want, you must do your research and preparation. That could be as simple as listing your arguments on a sheet of paper or as complex as doing the research to cost out a request for wage increases. Either way, you need to be prepared. Otherwise, you might make a concession or agreement that you will later regret. You need to know the rationale behind your requests and a good estimate of the costs, including the future costs.

Nothing is more embarrassing than making a presentation and having someone question the accuracy of your numbers and having the whole presentation fall apart because the data is confusing, or even worse incorrect. If you are not completely prepared, consider delaying the start of the negotiation. If you go in with little or no information, and try to wing it, you will regret it later. You cannot be over-prepared. Even if you don't use everything you prepared, it does not matter. It is important to have as much information and research as possible just in case you need it.

Mary Greenwood, J.D., LL.M: Author, Arbitrator, Mediator, How to Negotiate like a Pro, 41 Rules for Resolving Disputes To order call 1-800-Authors or visit http://www.iuniverse.com or Email me at: Howtonegotiatelikeapro@aol.com

Visit http://www.Howtonegotiatelikeapro.com or http://www.Marygreenwood.com

Suppliers As Your Partners In Cost Reduction

Writen by Vera Haitayan

This article is one of the many articles still to come in which I will discuss very basic yet proven techniques that you could use immediately in your encounters with your suppliers.

Oh but wait, to find any value in this article, you must be a firm believer that Purchasing strategies have evolved from just 1) focusing on price and 2) focusing on quality, reliability, responsiveness and total cost to a much broader focus of building supplier relationships.

Did you know that for each $1.00 you save in your "total cost of ownership" reduction efforts, you will improve your bottom line profitability by $1.00? And did you also know that most companies do not get this concept and continue focusing their resources in all the wrong places?

Now is the time when I want to share with you 4 basic rules that have proven to work and work very well to help you create the partnership relationship with your supplier and allow them to equally benefit from the experience as well.

Rule #1: Getting direct cost savings is really a thing in the past. Getting savings has become increasingly difficult to achieve as your suppliers face similar predicaments themselves and operate with very little room in their margins to wiggle.

Rule #2: To affect your bottom line, using 80/20 rule, work on reasonable incentives to approach your top 20 suppliers with and build a "preferred" supplier base.

Rule #3: Communicate to your suppliers on "how to" earn a "preferred" supplier status and what is required of them to remain a "preferred" supplier.

Rule #4: Tell your suppliers what's in it for them (WIIFT) as they partner with you and build a "preferred" relationship.

To earn a "preferred" status means that your supplier will have the first shot to quote on new business, parts and project. In fact you can go so far as to create "earn a point" program every time you achieve your cost reduction goals using these techniques as they apply to your business.

Supplier earns a previously agreed upon point(s) when:

1) Shared tooling costs or shared engineering costs on a project

2) Extended terms: 60 or 90 day billing terms for a period of one year

3) Certified as "ship to stock" on all supplied parts or assemblies for a period of one year and remain compliant for every year thereafter

4) Ship zero defects for a period of one year and continue as such for every year thereafter

5) Work with purchasing, manufacturing or engineering to add value

Working with your suppliers to explore these techniques not only presents opportunities for you to reduce your "total cost of ownership" but also helps your suppliers to review, improve and streamline their processes and grow internally to be able to meet your expectations and earn that "preferred" supplier status.

Use this "total supply chain cost" model as your guide to isolate and focus on the actual cost elements impacting your bottom line profitability.

Total supply chain cost=

Buying price=

+Supplier performance cost

+Cost of acquisition

+Out-of-sync planning

-Speculation returns

+Speculation cost

+Mfg. cost

+Selling cost

+Distribution cost

+Profit

=Selling price

Vera Haitayan, Principal Consultant of The Leadership Laboratory., a California-based employee development and process improvement consulting firm and is the senior editor of The Stepping Stone Newsletter featuring leadership and process improvement best practices. http://www.1leadershiplab.com mailto: vera@1leadershiplab.com

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30 Tips For Keeping Meeting Expenses To A Minimum

Writen by Susan Freidmann

Money makes the world go 'round. And when it comes to meeting planning, money can probably get you whatever you want. However, few event planners have the luxury of an unlimited budget. Your boss may like to drink champagne on a beer budget. In other words, caution you to spend less, but expect miracles at the same time.

Preparing and managing a realistic budget is serious business, but to score "big boss" points you also need to be a savvy negotiator and cost-cutting aficionado. To help you on your way, here are 30 tips in a variety of different areas to keep your meeting expenses at a minimum without losing quality you strive for.

1. Keep your budget flexible. Be prepared to build in a contingency of 10 percent into your total budget to take care of any unexpected expenses and emergencies. Unforeseen or overlooked costs such as, overtime, overnight mailings, phone and computer hookups or speaker substitutions could skyrocket your budget.

2. Check all invoices. Question anything on your invoices that doesn't compute against the written quotation. Scrutinize your hotel/facility and food and beverage invoices while on-site. Ironing out discrepancies in person is much easier than over the phone.

3. Limit authorization. Only a select few should have the authority to charge items to your master account at the hotel. Make sure hotel has a list of these people, and refuse to pay for charges signed by unauthorized personnel.

4. Review accounts daily. To avoid any major surprises or heart failures when you see the final bill, review your accounts with the facility on a daily basis. It's easier to spot errors or make necessary changes if costs are escalating in certain areas.

5. Schedule during low-usage times. If you have the flexibility, consider scheduling your meetings during low seasons or days of the week when the facility is less busy. Booking near holidays such as Easter, Memorial Day, and Labor Day might definitely be to your advantageous.

6. Ask for the best rates. Do your research. Check out the rack rates, corporate rates, AAA discounts and so on, and compare them to the group rates you're being offered. Call the toll-free reservation desk for information.

7. Confirm and reconfirm your dates and event details. Overlooking a detail may cost you big bucks.

8. Request a discount for on-site payments. When the facility doesn't have to wait for payment because you arrange to pay immediately after the event or as the meeting is ending, they may well be open to a discount for prompt payment.

9. Be conservative with room blocks. With more and more guests using discounted hotel sites for room bookings, attrition on unused rooms can get very expensive.

10. Negotiate comp rooms. As part of your discussions with hotel management, negotiate comp or discounted rooms for speakers, staffs and or upgrades for VIPs.

11. Understand your cancellation clause. Don't sign anything you're not completely happy with. Be certain that your cancellation clause is reciprocal, so that both parties get the option to back out of the contract before a specified date, in case of any changes to the original agreement.

12. Negotiate set prices. To help with your budgeting, arrange to pay a specified amount on food and beverages during your entire event, rather than a rate per person, per function.

13. Consult a tax attorney. Investigate tax laws for your business location and the event location. You may be eligible for tax breaks that you're not claiming.

14. Keep room setup simple. Wherever possible use theater style (where only chairs are used) as it is less labor-intensive than classroom-style (which includes both table and chairs), thus lowering setup costs. Also, plan to keep setups the same from day to day.

15. Check into other groups. Find out about groups holding their meeting prior to and after yours and discuss staging needs. You may find that you can save on setup and teardown if you all have the same or very similar requirements.

16. Investigate sponsorship opportunities. Find sponsors to cover as many of your program expenses as possible, especially speaker fees, audiovisual equipment, and special meal functions.

17. Investigate grants. Although it might be a time-consuming exercise, you might look into specific federal, state, local or corporate grants that might be available for holding your meeting.

18. Use industry experts. To save on speaker expenses, consider using industry experts whose companies often pay expenses. Alternatively, use local speakers where appropriate to save on travel expenses. However, check how good they are before hiring them. You may end up with a dud!

19. Avoid renting unnecessary equipment. Double check speaker needs for audiovisual equipment to avoid renting unnecessary items.

20. Keep signage simple and reusable. Consider investing in a laminating machine to make your own signs.

21. Discuss economical audiovisual setups. Limit the number of microphones needed. Check if the hotel supplies a complimentary microphone in each meeting room. Skirt a cocktail table instead of renting special carts for A/V equipment.

22. Use outside suppliers. Look outside the hotel for possible audiovisual suppliers whose prices may be more competitive than those in-house. However, the hotel may match the other supplier's prices if asked.

23. Save on transportation. Use airport shuttles instead of taxis. If you have a sizeable group attending your event, negotiate special discounts with the shuttle bus company. Alternatively, check if the local taxicab company can provide discount coupons.

24. Arrange for one room. For smaller committee meetings that may be held during a larger conference arrange for a buffet luncheon to be held in the same room as the meeting to save on having to rent a separate room.

25. Negotiate food. Negotiate paying for food based on consumption. You can then return food without having to pay for it.

26. Minimize portions. Sever mini-Danishes, muffins and doughnuts, or cut larger servings in half. Many people (especially women and dieters) only want half to start with. Alternatively, serve a continental breakfast instead of a full breakfast buffet.

27. Opt for fewer choices. When it comes to hors d'oeuvres, go for fewer choices in larger quantities rather than a large selection in smaller quantities. And, remember to avoid the shrimp. People inhale it. There's never enough!!!

28. Check for dead stock. Check if the hotel has dead stock wine available (such as wine that in no longer on the wine list). You may be able to negotiate a great price for some really good quality wine.

29. Store opened bottles. Find out if the hotel can store opened bottles of liquor from one reception and us them another reception during the same conference.

30. Open bottles as needed. As the banquet captain to open wine bottles only as needed. You pay for every bottle that's been uncorked.

Bonus tip: Avoid salty foods during receptions as it encourages people to drink more.

About The Author

Written by Susan A. Friedmann,CSP, The Tradeshow Coach, Lake Placid, NY, author: "Meeting & Event Planning for Dummies," working with companies to improve their meeting and event success through coaching, consulting and training. Go to http://www.thetradeshowcoach.com to sign up for a free copy of ExhibitSmart Tips of the Week.

info@thetradeshowcoach.com

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Do You Want A Paycheck Or A Passion 10 Qualities Managers Are Looking For In Hiring You

Writen by RJ Lancaster

Based upon my research of over 300 managers in the last two years, I have found what qualities are most important to hiring managers.

You will be in a more competitive advantage if you do a self-assessment to determine if you possess these qualities. If you lack some of these qualities, find a career coach and turn your liability into an asset for any organization.

The following are the top ten qualities hiring managers seek. They are not in any particular order.

• Personality

Making people feel comfortable when you meet them goes a long way in establishing a business and personal relationship. A smile and a warm greeting in any situation pays big dividends. Always ask about the other person. It makes them feel that you sincerely care about them.

• Verbal and Written Communication

Being concise but specific in your communication is very important to anyone in this day of high tech communication. Many times the human factor of thoughtfulness and consideration is abandoned in the technology. A key formula in both written and verbal communication is: Tell'em What You Are Going To Tell'em, Tell'em, and Tell'em What You Told 'Em.

• Team Player

Being a team player simply means that one not only does his or her job, but also is honestly willing to support their peers. If another department or group is in need of help, volunteer yourself. Remember, top management really knows who is a team player and who is not. Just keep in mind that there is always an extra set of eyes watching you.

• Listening Skills

Have you ever noticed that when you go to a fast food place and you tell them that your order is to go and they ask you, "Is this to go"? How does that make you feel? Right, they are not listening. Listen thoroughly before you speak. That means listen to what's not being said. Then ask open-ended questions, who, what, when, where, why and how to show the other person that you really are listening and that you do care about them.

• Attitude

We can train people on how to do a job, but we can't train attitude. Managers look for a positive and sincere attitude when thinking about promoting someone. Always have something positive to say about your company, department and peers. If you don't have something positive to say about them, don't say anything. If asked, be truthful with diplomacy. Remember, attitude is everything.

• Enthusiasm

Enthusiastic people seem to radiate confidence and leadership qualities. Think about what you are most enthusiastic about at work and share your enthusiasm with others. It is catching.

• Goal Setting

One of the many traits top executive men and women possess is goal setting. They write their goals and read them every day. They make their goals specific, measurable, attainable, realistic and they put a timeline on each one. Be prepared when one day your boss will ask you what are your goals? Write them down and carry them with you daily. Share your goals with a trusted friend of manager. During your performance review, be prepared when your boss ask you what your goals are.

• A Sense of Humor

Adding harmless humor to the workplace takes a lot of stress away from the pressures of our daily activities. Life is too short to take seriously. Take your job seriously but not yourself by using your sense of humor.

• Professional Appearance

The image we project will determine how others judge us. From our economic heritage to our economic status, our educational heritage to our educational status, our level of sophistication to our income levels we are judged by our appearance. Observe how your senior management projects their image. Take some clues and do the same.

• Life-Long Learning

Another common trait top executive men and women share is their quest for knowledge about a variety of subjects. They read about many things that cause them to be creative and knowledgeable. Their attitude is that once they stop learning how to become better at what they do as a person or as a professional, they might as well retire. Show your managers that you are willing and excited about learning. Attend your company's training sessions, establish an executive book club in your department and come up with creative ideas to increase the success of your department and company.

Ryan James (R.J.) Lancaster is the president of the Education & Learning Institute, a research, seminar and publishing company. He helps organizations and individuals think differently to ensure their success. He is also a professional speaker and author of E-books. Two of his E-books are: Nice People Do Finish 1st and Great Leaders Make Great Teachers.

Contact information: (602) 274-4609 Email: rlancaster5@cox.net Website: http://www.rjlancaster.com

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Negotiating Tactics Dont Let Good Guy Bad Guy Control The Sales Negotiation

Writen by Richard Cunningham

Counter one of the classic negotiating gambits by addressing it directly.

You've assembled a brilliant sales proposal for a new client and when you arrive to the meeting to hammer out the final details, you suddenly find yourself sitting across the table negotiating with two people. One is a person with whom you've had contact during the sales process; the other is new – a purchasing agent.

The former is characteristically warm, gracious, and quite friendly to your proposal. The latter is hard-nosed, aloof, and completely opposed to nearly every one of your positions. They are playing the classic negotiating tactic of 'good guy – bad guy.'

In the audiobook, "Sound Advice on Negotiating Skills," author Roger Dawson says that when buyers use good guy – bad guy, they are counting on the salesperson being drawn to the good guy. Psychologically, the salesperson wants to please him or her by making concessions.

The solution, says Dawson – a renowned speaker and author of the book, "Secrets of Power Negotiating" – is to "counter their tactic by letting them know that you realize what they're doing. It's such as well known negotiating tactic that when you say to them, 'Oh come on, you're not going to play good guy, bad guy with me, are you?' they become embarrassed they were caught and will back off."

Roger Dawson offers negotiating skills advice each week in the free audio newsletter from What's Working in Biz, http://www.whatsworking.biz/full_story.asp?ArtID=92

About The Author

Richard Cunningham is a principal of What's Working in Biz, http://www.whatsworking.biz, a publisher of business audiobooks and online audio programs on marketing, sales, and small business strategies.

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