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Negotiation
| Question | Answer |
|---|---|
| What is the first step of negotiation | Establish Safety & Rapport: The Late-Night FM DJ Voice and Mirroring: Repeat the last 1-3 words (or the critical 1-3 words) |
| What is tactical empathy and when to use: | isn't about agreeing; it's about demonstrating you understand their position. Used early on. "It sounds like you’re under a lot of pressure to keep costs down and don't have any room to move." |
| What is the second phase of negotiation? | De-escalate & Validate Labeling: Identify the counterpart's feelings and verbalize them. "It seems like” "It sounds like...", "It looks like..." (Avoid "I" statements. |
| Mastering "No" | Stop trying to get a "Yes. No" provides protection and safety. Is now a bad time to talk?"instead of "Do you have a minute?" |
| After you have De-escalated & Validated. | |
| After you have De-escalation and validation: | Now that they feel understood, you shift them toward your solution. Getting to "That's Right" |
| Getting to "That's Right” (explain) | Summarize their situation so perfectly that the only thing they can say is, "That's right." They are now they are open to persuasion. |
| Explain one of the final steps (Loss Aversion): | Don't tell them what they will get. Tell them what they are already losing if they don't say "Yes.""I want to make sure you don't lose the opportunity to capture this audience before your competitors do." |
| What is the primary goal of a Chris Voss negotiation? | It is not to get a "Yes" or win an argument; it is a process of discovery. Your goal is to uncover information (Black Swans) and make the other person feel safe enough to reveal their true needs. |
| What is the "Late-Night FM DJ Voice"? | voice that is deep, soft, slow, and calm. It signals safety and triggers a neurochemical reaction that calms the other person's brain. |
| What is Mirroring? | Repeating the last 1–3 words (or the critical words) the counterpart just said with an inquisitive tone. It triggers "isopraxis" (imitation), forcing them to elaborate and reveal more info. • Example: Them: "We can't do that." You: "Can't do that?" |
| What must you do immediately after a Mirror? | Silence. You must pause for at least 4 seconds to let the mirror sit. The other person will instinctively fill the silence with the explanation you need. |
| What is Tactical Empathy? | It is not agreeing or being nice; it is the vocalization of the other person's perspective and emotions. It is proving you understand their position so well that they feel heard. |
| What is Labeling? | Verbalizing the specific emotion or dynamic you see in the counterpart. It validates their feelings without judging them. • Formula: "It seems like...", "It sounds like...", "It looks like..." (Avoid "I" statements). |
| How do you Label a negative emotion vs. a positive one? | Labeling a negative fear diffuses it (naming the monster makes it disappear). Labeling a positive emotion reinforces it. • Example: "It seems like you're frustrated by the timeline." vs. "It sounds like you're excited about this feature." |
| What is the "Accusations Audit"? | Listing every bad thing the other person could possibly think about you before they say it. It takes the sting out of their arguments and forces them to defend you."You’re going to think I’m difficult, demanding, and that I don't care about your budget” |
| Why is seeking "Yes" dangerous? | "Yes" is often a trap used to escape a conversation ("Counterfeit Yes"). Pushing for "Yes" makes people defensive because they fear commitment. |
| Why is "No" powerful? | No" is a protection mechanism that makes people feel safe and in control. Once they say "No," they are ready to listen. • Technique: Trigger a "No" early to lower barriers. |
| How do you rephrase "Do you have a few minutes?" to get a better result? | Ask for a "No" instead: "Is now a bad time to talk?" • Why: People love saying "No" (it isn't a bad time), which gives you the meeting without the pressure. |
| What is the "That's Right" moment? | The moment the counterpart confirms you have perfectly summarized their situation. It is better than "You're right" (which is dismissive). "That's Right" signals they trust you and are ready to negotiate. |
| What is the 7/38/55 Rule? | Communication is 7% words, 38% tone, and 55% body language. If the words match the tone/body, they are telling the truth. If they don't match, they are lying—trust the tone/body. |
| What is a Calibrated Question? | An open-ended question starting with "What" or "How" that forces the counterpart to think. It avoids "Why," which sounds accusatory. • Goal: To give the counterpart the "Illusion of Control" while you steer the conversation. |
| What is the ultimate Calibrated Question for overcoming a bad offer? | "How am I supposed to do that?" • Why: It forces them to look at your constraints and solve the problem for you. It gently says "No" without actually saying the word "No." |
| How do you respond to "I just want what's fair"? | Do not get defensive. Shift the burden back to them calmly. • Quote: "I want you to feel I have treated you fairly at all times. If I don't, please stop me." |
| What is Loss Aversion? | People are more afraid of losing something than they are motivated by gaining something. • Application: Frame your deal in terms of what they will lose if they don't say yes (e.g., "I don't want you to lose the chance to secure this rate"). |
| What is the Ackerman Model for making offers? | It’s a tapered concession system to pay the lowest price. Offer 65% of your target → 85% → 95% → 100%. Don't just split the difference; make them work for every inch. |
| Why should you use precise, non-round numbers (e.g., $37,263)? | Round numbers ($37,000) feel like estimates or placeholders. Precise numbers sound calculated and immovable, like you have scraped together every last penny. |
| How do you Anchor the price without making an offer? | Use a Range based on external data. • Example: "Top creators in this niche usually get between $1,500 and $2,000." This anchors their lower limit to your high number ($1,500). |
| What do you do when you hit your absolute limit on price? | Pivot to Non-Monetary Terms. Offer things that are high value to them but low cost to you (or vice versa). • Example: "I can't budge on the price, but I can give you an intro to my vendor." |
| How should you handle Deadlines? | Ignore them. Most deadlines are arbitrary pressure tactics. If a deadline passes, the deal rarely dies; the clock just resets. Stay calm. |
| What is the best response to "Take it or leave it"? | Do not get angry. Switch to a Label to disarm the threat. • Example: "It sounds like you're under a lot of pressure to wrap this up quickly." |
| How do you say "No" to a price without saying the word "No"? | Use the "How" question repeatedly. • Example: "Your offer is very generous, but with the time involved, how am I supposed to do that?" |
| What is the "F-Word" (Fairness) Trap? | If they say "I just want what's fair," they are baiting you to concede. Respond calmly: "I want you to feel I've treated you fairly. If I haven't, please stop me." |
| How do you make a final offer that signals "I am done"? | Throw in a distinct, non-monetary item (like a specific piece of equipment). It signals you are at the limit of your cash resources. |
| What does it mean when the other side acts "Crazy"? | They aren't crazy; you are missing information. They are either: 1) Ill-informed, 2) Constrained (by a boss), or 3) Have a hidden interest. Dig deeper. |
| What is the Rule of Three? | Get them to agree to the same thing three times in the same conversation. This filters out "Counterfeit Yeses" and ensures they are actually committed. |
| How do you spot a Liar (The Pinocchio Effect)? | Watch for more words, complex sentences, and third-person pronouns ("they/it" instead of "I"). Honest people are usually concise and direct. |
| What is the "Proof of Life" question? | A question to verify if the deal is actually alive or if they are just using you for a quote. • Example: "There are so many other options; why are you talking to us?" |
| What does "I'll try" really mean? | It means "I plan to fail." It is a passive "No." Do not accept it. Loop back with a "How" question to get a firm commitment. |
| How do you ensure Execution (that they will actually do the work)? | Ask, "How will we know we are on track?" or "What happens if we drift off course?" Make them visualize the potential failure points. |
| What is the 7-38-55 Rule for spotting a disconnect? | Words are 7%. Tone is 38%. Body is 55%. If their tone says "hesitant" but their words say "Yes," trust the tone. Label the hesitation immediately. |
| What is the last thing you should do in a negotiation? | Leave a positive Last Impression. The memory of the interaction is defined by how it ends (Peak-End Rule). Even if you didn't agree, end graciously. |
Created by:
danHunt