There is no best negotiation strategy download fb2. NO

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A unique system for preparing and conducting tough negotiations from Jim Camp, author of the best-selling book First Say No, which is used to close more than $100 billion in deals annually.If your client, threatening to break the relationship, forces you to give him another discount, and you are afraid to refuse and lose him, then Jim Camp has another, more effective way Negotiation: Just say NO.

This short word is the most effective tool in the arsenal of negotiation techniques, allowing you to stop fruitless discussions, discard false assumptions and avoid unnecessary compromises. After reading this book, you will master a unique system for preparing, planning and conducting tough negotiations. You will learn:

. how to stop depending on the outcome of negotiations, which you cannot control, and concentrate on what you can control - your own behavior;
. what and how to say at the negotiating table: how to lead your opponent with the help of correctly posed questions;
. how to resist a strong opponent who uses pressure and manipulation.

Jim Camp has trained more than 50 thousand people in the art of negotiation; Every year he participates in hundreds of negotiations in which transactions totaling more than $100 billion are concluded using his system.

Characteristics of the book

Date written: 2007
Date of translation: 2008
Name: "No". Best strategy negotiations

Date written: 2007
Volume: 300 pages, 2 illustrations
ISBN: 978-5-98124-324-0
Copyright holder: Good book

Preface to the book “No is the Best Negotiation Strategy”

The best word in the English language should be “yes”. You give pleasure to another person. You grant the request. You complete a task, make a deal. Everyone is happy, champagne corks are flying into the ceiling. Accordingly, the worst word should be “no” - “no”. It strokes against the grain. It implies refusal and intransigence. It stops negotiations in full swing. This is a professional killer.

This is what the whole world, built on compromises and assumptions, thinks so. In fact, this way of thinking needs to change dramatically. In the negotiation process, the worst word is “yes.” It reveals the fear of defeat, the fear of missing out on a deal, forces you to please your opponent, get ahead of yourself, instantly agree to concessions, and strive to get a deal at any cost. The best the word in such a situation is “no”. This is what you must be ready to pronounce and hear.“No” provides freedom and protection.

* * *

To understand the power of the word “no,” you must understand that “no” rejects the “concession-assumption” paradigm that dominates negotiation processes today. If this made you wince (after all, who doesn't want to find themselves on the "path to agreement"), read at least a few more pages. The “no” system is not a method of total denial. It gives rise to a completely different paradigm of negotiations, which gives your life and work common sense and introduces an intellectual component.

If you're a stickler for compulsory compromise and endless guesswork, many business people (myself included) would be happy to take you out to lunch every day. All of them have strategies developed at the highest level, sole purpose which is the use of weaknesses in your thinking, i.e. constant readiness to compromise and assumptions. I want you to know that with these tactics and strategies, they easily achieve their goal, making mincemeat of their negotiating opponents and their businesses every day. Think about Steve and Dumont. I want you to switch roles with these people. The "no" system will give you a decisive advantage over Steve's tactics and any other negotiation strategies. In the book, I give real stories of my clients who used my system and achieved great success. You'll learn first-hand about the dramatic, daily impact of saying "no."

For a change, I sometimes explain my “no” system using the example of how my granddaughter Lily negotiates bedtime with her mother every night. I witnessed a three-year-old girl tell her mother “no” five times in a row and eventually get what she wanted. Of course, Lily was not afraid to say or hear “no”, she simply continued the negotiation process. Persistence is very important for the success of denial.

If you have children, you know that every child hears "no" at the beginning. , but not in end of negotiations. An adult is accustomed and brought up to be afraid of this word, therefore, working with clients and audiences, I have to gradually and carefully prove that in practice a polite “no”, spoken, calmly listened to, and also provoking, is of great importance in the negotiation process. In fact, by encouraging the other party to say “no,” any barriers can be broken down and a mutually beneficial dialogue can begin. By allowing someone to say “no,” we let off steam and reduce the intensity of emotions. But since we're talking about children, let's assume that you are a parent and you've been called into school to report your child's lack of self-control and respect for elders. Storm clouds are gathering, the conversation promises to be difficult. You've already talked to Johnny and come up with a plan to solve the problem and help the boy get on the right track. You came to school, hoping for sympathy from the teacher. This negotiation is simple and straightforward, so you need to start the conversation by saying that you have your own plan of action, but you do not mind if the teacher does not agree with some of your ideas. You want the teacher to be able to say “no” easily. It is best to explain at the first opportunity: “Mrs. Jones, I have noticed that Johnny has become restless, so I have made a plan to overcome the problems that his behavior may create. If you disagree with me on something, I will be happy to listen to your objections and ideas. So, I have the opinion that...”

Such an unambiguous request to object and disagree allows the teacher to relax, feel more natural and, if necessary, present you with a real picture of what is happening. But you must make such a proposal consciously and informally, since it is likely that you do not know at all what is really going on at school.

If you are a teacher, you can start the conversation like this: “Mr. Smith, I don’t know you very well personally. But I know Johnny. He is a good boy, but some of his actions puzzle me. Can I ask you a few questions in this regard? Please correct me if I'm wrong." This is a slightly more subtle invitation to say no, but the teacher must also be honest about it. For both the parent and the teacher, a simple “no” can be liberating. Barriers immediately disappear, allowing you to join forces to solve the problem.

But let's get back to business. Suppose your company is stuck in an enslaving contract, in which you were drawn into by a negotiator who has not worked for you for a long time. Under this contract, you lose money on every delivery. Something needs to be sacrificed. A likely strategy is to call “the very top” of the partner company and frankly say: “We made a huge mistake in those negotiations. You probably understood this already then. I realized only now. We cannot continue to work under the same conditions. How can we resolve this situation? When can we meet to discuss everything?”

Many will be embarrassed to make such a call, some will be astonished by the idea, but in fact it is the safest thing to do in such a situation. This is simply an honest statement of fact. We cannot continue down the disastrous path that our former employee led us down, but we can solve the problem. Let's discuss this. And guess what? The partner company will be happy to meet you halfway. Why? The most effective solution on their part would be to keep you as a partner.

I emphasize the power of the word “no” to point out that effective negotiation is, first and foremost, making effective decisions.“No” defines a new way of thinking that generates such decisions in any negotiation. Armed with this principle, you will be prepared both to talk with your teacher and to discuss the supplies on which you are losing money.

I want you to understand right away that “no” has nothing to do with intransigence. Quite the opposite. Everything is based on openness and honesty. An invitation to say “no” demonstrates to those around the negotiating table that these are adults who can think rationally. Let's slow down the process a little. Let's get rid of the fear of failure. “No” allows everyone involved to forget about the need to always be right, the smartest, the strongest, the most decisive. This word protects you from hasty and, even worse, bad decisions made out of a desire to feel safe and liked by the other party. The word “no” tells everyone: let's break away from the consent mindset; relax, I'm not going to rob you, and you're not going to rob me.

If you find it hard to believe that the “no” system breaks down barriers and lowers emotional levels, do me a favor and check it out for yourself. Bookmark this page and do not read further until you have received or created the opportunity to subject “no” to the simplest test - at home, in the office, at school, in church, wherever. Someone will ask you to do something or agree on something, or you yourself will ask someone to do something or agree with you on something. Create the most harmless everyday situation, for example, in a backstage conversation with a colleague: “Oh, Jane, I can’t do this, tell me...” or “Jane, if you don’t like my proposal, just say “no.” I won't be offended. Is it true. I can handle it myself. Just say no."

You immediately you will feel result. Such a polite “no” cannot offend a person. On the contrary, it relieves embarrassment. It assumes adult behavior (even on the part of children). It opens the way to effective solutions. After so many years of teaching clients all sorts of negotiation strategies, I am continually amazed at the almost magical power of the word “no.” The word you were taught to fear can change your negotiation practice forever.

“No” requires a single and unbreakable purpose and mission. This is a common idea in the business world, but in a “no” system, purpose and mission take on a different meaning. They relate not to you, but to him- the other side.

Additionally, the “no” system makes you aware of the dangers of feeling needy. In other words, you Not you need this deal, because the thought of having to get anything invariably leads to a wasted concession. “No” can change you for the better as a negotiator overnight.

What do you prefer: effective decisions or seething emotions, asking the right questions or vague assumptions and expectations, focusing on controlled actions or chasing unpredictable results?

Getting what you want is as simple as saying no.

"No". The Best Negotiation Strategy - Jim Camp (download)

(introductory fragment of the book)

Feeling of necessity. No chatter.

Don't be afraid to get rejected.

Negotiating partners cannot refuse you (because you don’t need anything from them).

I don't need this deal. I just want this deal. (I need - death, I want - life).

An experienced negotiator knows that only one person in a negotiation needs to feel okay. And this person is not you.

Concentrate your efforts on the object you can control - yourself.

Forget about results, think about behavior.

No compromises.

Beware of inappropriate targets.

Beware of the temptations of unprofitable work (meetings, calls).

Negotiations never end.

Yes - bad, no - good, maybe - worst of all.

Give the opportunity to say no.

Negotiation is an attempt to reach an agreement between two or more parties, each of which has veto power.

“No” allows you to overcome emotional and minor issues and resolve significant issues. We need negotiations based on a decision-making process, not an emotional waste of time.

Don't take responsibility for the other party's decisions. Never say the phrase “save the relationship.”

Respect, not friendship.

In any negotiation, your task and ultimate goal should take into account the interests of the other party.
The mission and end goal create, define, and expand the vision. The other party's vision determines effective decision making, which leads to the conclusion of a contract.

No vision - no action.
No vision - no solution.
No vision, no agreement.

In any negotiations, it is the vision of the problem and its solution that leads the parties to an agreement.
There is a fundamental difference between “seeing” and “understanding”, and seeing should take precedence. Before we can understand something on a rational level, we must see it with our inner vision.
The clearer the vision of the problem, the easier the decision-making process.

Asking questions is an effective way to remove everything superficial and find out what is really going on in the heads of people on the other side of the table, identify their real problems and create a vision of these problems.
Answering your questions gives your opponents the insight they need to make effective decisions that move the negotiation forward.
By using question words “who,” “what,” “when,” “where,” “why,” “how,” “which,” you can ask the right questions in negotiations.
The simpler the better. Ask questions one at a time.
Don't ask questions mechanically. Pause, check the task and ultimate goal, think creatively about ways to create the other side's perspective on the problem.

Don't forget about encouragement.

A truly self-sufficient, confident negotiator always behaves like an attentive person.

Tools of influence: the “3+” principle, sweeping and no presentation.

The job of a professional negotiator is to keep the pendulum from swinging too sharply.

Sharp negative fluctuations ultimately do not benefit anyone, just like positive ones.

The most outstanding presentation of your life in a way that the other party will never see.

Become a blank slate. In your work, base your work on facts and information, rather than on assumptions and expectations, which often turn out to be completely wrong.
Always open a blank slate in your mind. It is impossible to overdo it in this regard.

Positive expectations are a good bait.
Negative expectations are also a good bait.
There is no room for either positive or negative expectations in your work. You turn into a blank slate and negotiate. That's it.

The point is that you don't know anything.
Do your research.

A reliable tool at your disposal to create clean slate, these are detailed records.
Don't reveal your secrets in the hallway. Provide this opportunity to the other party, i.e. do not disclose important information unintentionally and always be prepared to accept such information.

Who's in charge here? Search for a real "switchman".

You'll have to deal with blocking players.

It's always good to start at the top.

We achieve success with the help of a negotiation agenda.
1. problems
- decision makers.
— tasks and ultimate goals.
- creating a vision.
First of all, look for the root of the problem in yourself and your group.
2. our luggage
Your specific attitude to a particular issue, which affects your emotions and interferes with decision-making.
3. their luggage
The only point about which assumptions are permissible.
Luggage is always the worst part. Discuss it, otherwise you will reach a dead end.
4. what do we need
Of all the items that should be on the agenda but are often not there, desires are of paramount importance.
5. what happens next
Negotiation budgeting—and not just in dollars and centers.
Budget formula: 1xtime, 2xenergy, 3xmoney, 4xemotions
Maximum budget = 24 (as seen due to emotions).
You must keep your costs as low as possible while taking advantage of the fact that the other party's costs are significantly higher.
A budget is another way to control the progress of negotiations. If you don't have control over your budget, don't blame the other party. By creating a pre-meeting checklist, you determine the structure of activities that will be used to create the other party's vision. With the help of a post-meeting journal, you describe the ideas formed during the negotiations, summarize the work done, and analyze it in search of ways to consolidate the vision and move forward.

A unique system for preparing and conducting tough negotiations from Jim Camp, author of the bestselling book "Say No First," which is used to close more than $100 billion in deals annually.

If your client is threatening to break the relationship, forcing you to give him another discount, and you are afraid to refuse and lose him, then Jim Camp has another, more effective way of negotiating for you: Just say “NO”.

This short word is the most effective tool in the arsenal of negotiation techniques, allowing you to stop fruitless discussions, discard false assumptions and avoid unnecessary compromises. After reading this book, you will master a unique system for preparing, planning and conducting tough negotiations. You will learn:

How to stop depending on the outcome of negotiations, which you cannot control, and concentrate on what you can control - your own behavior;

What and how to say at the negotiating table: how to lead your opponent with the help of correctly posed questions;

How to resist a strong opponent who uses pressure and manipulation.

Jim Camp has trained more than 50 thousand people in the art of negotiation; Every year he participates in hundreds of negotiations in which transactions totaling more than $100 billion are concluded using his system.

Introduction - Best Word in English 1

Chapter 1 - Stop the ride - I'll get off! - Manage Confusion 3

Chapter 2 - So, do you need results? - Concentrate your efforts on an object that you can control - yourself 10

Chapter 3 - If you want an advantage, answer no - Why no is good, yes is bad, and maybe is the worst 13

Chapter 4 - The Most main secret negotiations - How to combine your tasks and goals with the interests of the other party 20

Chapter 5 How I bought a yacht - How vision drives decisions 24

Chapter 6 - You are as good as Socrates - The Art and Science of Asking Questions 28

Chapter 7 - Tools of influence - The “3+” principle, sweeping and no presentation 32

Chapter 8 - The Fact is You Don't Know Anything - The Blank Slate State as a Means to Success 36

Chapter 9 - Who's in charge here? - Search for a real “switchman” 42

Chapter 10 - Getting What You Want - Achieving Success with a Negotiation Agenda 45

Chapter 11 - How to make your opponents pay real price- Budgeting negotiations – and not just in dollars and cents 48

Chapter 12 - Impeccable Preparation - Maximum Advantage in Any Negotiation 51

If you want more 53

Notes 53

Jim Camp
No: The Best Negotiation Strategy

To my children

Jim and Cynthia, Scott and Meredith,

Todd, Brian and Christy

Introduction
Best word in English

The best word in the English language should be "yes". You give pleasure to another person. You grant the request. You complete a task, make a deal. Everyone is happy, champagne corks are flying into the ceiling. Accordingly, the worst word should be “no” - “no”. It strokes against the grain. It implies refusal and intransigence. It stops negotiations in full swing. This is a professional killer.

This is what the whole world, built on compromises and assumptions, thinks so. In fact, this way of thinking needs to change dramatically. In the negotiation process, the worst word is “yes.” It reveals the fear of defeat, the fear of missing out on a deal, forces you to please your opponent, get ahead of yourself, instantly agree to concessions, and strive to get a deal at any cost. The best The word in such a situation is “no”. This is what you must be ready to pronounce and hear."No" provides freedom and protection.

Take Bill, a successful sales representative for Midwest Widgets who fills orders for Dumont. The companies have been cooperating for seven years. It would seem that nothing foreshadows serious changes. Midwest makes quality devices and sells them at a fair price. However, an almost formal commercial visit to Dumont suddenly takes a threatening turn. Steve, the new purchasing agent, stuns Bill with the following statement: "Sorry, but we have decided to change the supplier of devices. I was tired of Midwest's arrogance, so I decided to choose one of your three competitors who have been knocking on our doorsteps for several years to get at least some then a deal."

Like most sales managers, Bill immediately realizes that Dumont is simply trying to manipulate him for a discount. However, he believes that the only remedy in this situation is to immediately give up and compromise. Reduce the price and save the business. Bill does some frantic mental calculations. What is the minimum discount that can save the contract with Dumont? What is the maximum discount that could cost him his job? Almost instinctively, he asks Steve what the price of the device should be to maintain the customer relationship. Steve can hardly contain his glee at how simply everything turned out for him: Bill did exactly what they wanted him to do. Steve responds, "I appreciate your willingness to give us a better deal, but I doubt you can do business at any price. However, if you knock 14 cents off each device, I'm willing to put in a good word for you in committee."

Lose the contract with Dumont! It's like taking your resume out of your file again and putting your house on the market. Emotional chaos– is too mild a description of Bill’s condition at the moment. Feelings overwhelm him, his heart is ready to jump out of his chest, but he finds the strength to restrain himself and ask for a minute break. Steve agrees, and Bill calls Susan, his business manager. The only way to retain a customer is to provide a large discount, 14 cents per device. Otherwise, Dumont will go to others.

Susan immediately gets involved and dives headfirst into the pool. Bill's failure is her failure. She takes everything Bill says at face value - the same way Bill treats Steve's words. "Maybe he'll settle for 12 cents, Bill?" Both suggest that 14 cents is Bill's limit, but he will try to knock that number down a bit. Both have no idea what is really going on at Dumont. All they know is that they are in a world governed by a win-win strategy: you ask, I give - the deal is done!

I call such negotiations built on fear and compromise. Dumont's Steve manipulates Susan and Bill's fear of failure and losing their contract. He rather crudely tries to manipulate their innate tendency to say “yes” and fear of saying “no”. This trick is as old as time, but it works thousands of times a day. I teach and preach a system based on the word “no”, which helps maintain the status quo in any negotiations. If Steve wants to knock 14 cents off each device, a "no" on Bill's part will simply provide security. It gives Bill the opportunity to make a decision on a full or partial discount or to refuse it based not on momentary emotions, but on an analysis of the facts obtained in the process of successful work.

The book "Getting to Yes" and many similar publications promoting concessions endorse the subconscious desire to say "yes." This desire, at the very least, pulls the rug out from under you, creates vague assumptions and fear, while the willingness to say “no” liberates and protects you, relieving the emotional tension in the negotiations. It provides a strong framework within which the most effective course can be delivered.

To see how this happens, let's look at Bill's situation again. If Bill uses the "no" principle, Steve's stunning statement about 14 cents will not unsettle him, since Bill reacts not emotionally, but systemically. After carefully analyzing the goals and objectives of Midwest Widgets, Bill will realize that his company's management is unlikely to support an offer to make a significant concession just because someone asks for it. Then, armed with this idea, Bill will force Steve and Dumont to spin.

Bill asks Steve several questions, each of which is aimed at making Steve submissions about what switching suppliers really means for Dumont. What did we do wrong, Steve? How many times has Dumont experienced Midwest device failures on the line? Is Dumont willing to take the risk of adopting a new, untested device? Bill asks these questions in a certain way, listens carefully to the answers, makes notes in his notebook. Of course, he knows the real answers: how often Midwest units malfunction, the amount of risk Dumont can take, the quality and price of competitors' units.