Nothing Special   »   [go: up one dir, main page]
Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    Failed to Negotiate the Deal: The Art of Street Smart Dealmaking
    Failed to Negotiate the Deal: The Art of Street Smart Dealmaking
    Failed to Negotiate the Deal: The Art of Street Smart Dealmaking
    Ebook154 pages2 hours

    Failed to Negotiate the Deal: The Art of Street Smart Dealmaking

    By Paul Hamblett

    ()

    Read preview

    About this ebook

    Negotiations and Dealmaking are about effectively dealing with people.
    This book provides a jump start on how to deal with people and quickly build rapport and authentic relationships.
    This book is not based on science, theory or case study, instead it is a simple read with real-life stories as opposed to a textbook lecture.
    Failed to Negotiate the Deal: The Art of Street-smart Dealmaking is based on genuine, hard-boiled, real-world experience to accelerate the reader toward a pathway to exceptional agreements.
    If you want to deal with people successfully, you should read this book.
    LanguageEnglish
    PublisherGatekeeper Press
    Release dateAug 24, 2022
    ISBN9781662925511
    Failed to Negotiate the Deal: The Art of Street Smart Dealmaking

    Related to Failed to Negotiate the Deal

    Related ebooks

    Negotiating For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      Land More Sales by Eliminating Your Prospect’s Risk

      Aug 17, 2021

      If you are in the business of selling—whether its goods or services-nothing can more potently affect your sales than mastering the art and science of Risk Reversal. Risk Reversal is making it hard for the potential or current client to say “no” by ta

      2 min read

    • Article

      So, You Want To Sell…

      Apr 24, 2020

      So, You Want To Sell…
      5 min read

    • Article

      Solid Gold Strategies

      Jun 4, 2020

      Solid Gold Strategies
      5 min read

    • Article

      So, You Want To Buy…

      Apr 24, 2020

      So, You Want To Buy…
      6 min read

    • Article

      How Much To Pay

      Oct 2, 2020

      Spares cars can cost less, but a repairable Cabrio should start at around £1000, with (just) roadworthy examples for double that price, and usable cars for around £3000. Value decent bodywork higher than spec or mechanical components. Tidy cars start

      1 min read

    • Article

      Why New York City Needs Its Own Cryptocurrency

      Feb 22, 2018

      Money used to be local. The first non-precious metal coins emerged as a natural consequence of trade, and were seldom accepted as currency outside the city-state on the Grecian coast that minted them. Then nation-states emerged and central banking wa

      5 min read

    • Article

      Keeping A Record Of Your Art

      Feb 26, 2017

      Keeping A Record Of Your Art
      7 min read

    • Article

      North east

      Feb 28, 2023

      North east
      4 min read

    • Article

      Auditing The Auditors

      Nov 10, 2023

      Auditing The Auditors
      8 min read

    • Article

      The Rise And Fall Of NFTs

      May 20, 2022

      The Rise And Fall Of NFTs
      1 min read

    • Article

      Hard Work And Desire

      Aug 4, 2023

      As the first recipients of the Stormzy Scholarship to Cambridge in 2018, Drew Chateau and Joseph Vambe didn’t know what to expect. They had already been accepted at the university, to do law, and human, social and political sciences respectively. Aft

      4 min read

    • Article

      Silver Hair and Silver Linings

      Feb 20, 2024

      Julia and I and our fishing buddies, Cory and Dan, were recently invited to Costa Rica to fish with Capt. John Adams aboard Griffin, one of our 65’s. Silly as it may sound, I had never been out upon the Pacific before. Those warm breezes and flat-cal

      5 min read

    • Article

      The Hard Road To Equality

      Sep 1, 2019

      The Hard Road To Equality
      9 min read

    • Article

      John Fram

      Jun 10, 2020

      John Fram
      7 min read

    • Article

      Kalahari CLOSET

      Jun 15, 2022

      Kalahari CLOSET
      4 min read

    • Article

      Your Voices

      Aug 20, 2021

      Your Voices
      7 min read

    • Article

      ‘Driving The Green Book’: Black History, Hospitality, And Entrepreneurship

      Aug 10, 2021

      The host of the award-winning podcast “Driving the Green Book” shares his reasons for making the podcast and his view of race relations today.

      4 min read

    • Article

      On The Road To Flourish

      Jun 5, 2023

      On The Road To Flourish
      18 min read

    • Article

      A LETTER To My MENTOR

      Sep 4, 2019

      A LETTER To My MENTOR
      6 min read

    Related categories

    Reviews for Failed to Negotiate the Deal

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words

      Book preview

      Failed to Negotiate the Deal - Paul Hamblett

      INTRODUCTION

      So, what’s the big deal? The reality is that everything is a big deal. Whether you’re dealing with your kids, boss, political rivals, or negotiating a big deal, trying to figure out what’s important to them and what motivates them is the key to deal-making success. I quickly realized that to be successful in sales and negotiations, I had to figure out the age-old question of how to deal with all types of people. Trust me when I say that it is difficult to fully understand people, but not impossible. Everyone’s DNA and fingerprints are quite different; so are their personalities. In a typical negotiation, I know what I want, and on the surface, I think I know what they want, but that’s never enough information. It’s the wise negotiator that knows there has to be more to the story than what’s on the surface, so you have to dig deeper for more information. I do that with the three R’S, respect, rapport, and relationship. I ask questions and listen carefully to the answers. The objective is to find out what is really needed and wanted, while creating an environment where you can expand the value of the deal, without giving up your objectives. In other words, I want to help them win as well, without losing on my part.

      In my early twenties, I studied Karate. We used to practice twice a week at night. It was a fairly large Karate school with two instructors. The head instructor was brutal. He preached intimidation, brute strength, and knockdown, drag-out fighting. The other instructor was an engineer by day. He taught us the mechanics of kicks, punches, and blocks. His approach to self-defense was quite different from the head instructor’s. He taught us to watch and study our opponents. Watch their eyes, he would say, they give away their next move. He explained the concept of soft techniques. Using the power, aggression, and strength of our opponent, and using their inertia by gently sidestepping them before throwing them to the ground. His approach was not to destroy the opponent but simply win the match.

      I applied his advice on the soft approach to my business. I learned from experience that dealing with people is a contact sport and in order to win, my opponent does not necessarily have to lose. If the head instructor from my Karate school was a negotiator, his approach would be statements like, It’s my way or the highway, Take it or leave it. He would be very much a draw the line in the sand negotiator. He would use the bully approach and pound you with his fixed position. It would be very easy for his opponent to say, I can’t deal with you, or, We agree to disagree and walk away. I never wanted to walk away or terminate a negotiation that would be a failure. I simply wanted to find ways to keep the parties talking, with respect I must add.

      So, the objective of this book is to try to convey to you that there is a soft approach to sales, negotiations, and mediation that works. I will do my best to illustrate through my experience and training an approach that more often than not works for me. I will do this with stories, anecdotes, and simple concepts that are not scientific or a boring study of human behavior. Just simple street-smart techniques from a guy who did a lot of deals and took a lot of punches.

      I will end each chapter or story with the phrase so what’s the point, where I will summarize the main message and focus on a takeaway. I hope you will read and enjoy this book and at the very least get a couple of gold nuggets and chuckles. Enjoy the ride… Paul

      RAPPARS POINT

      In my thirties, I thought it was a good idea to take flying lessons as a new hobby as a diversion from the hard work and stress that was going on in my life. I started taking lessons at a small grass airstrip in Hampton NH, which was known for its small fleet of Piper Cubs. In my mind, a Piper cub was simply a go-cart in the sky. It was a two-seater, seating back and front, and the controls were stick and rudder. My instructor was barely 18 years old and when we would fly, he would get bored and take over the controls and chase Seagulls, just to show me how agile and responsive the plane was. But as reckless as I thought my instructor was in the air, he was dead serious about safety and had a thorough knowledge of the airplane and its moving parts. Before each flight, he completed a detailed walk around checking out the entire exterior of the plane with serious detail, which he called his pre-flight inspection. Once in the plane, he taught me another preflight inspection process, which had an acronym called CIGARS. CIGARS was a word that would prepare me for a safe departure and flight. Essentially, CIGARS was a memorized checklist before take-off to check the C ontrols, I nstruments, G asoline, A ttitude, R un-up, and S afety. In the end, I was not cut out to be an aviator, but I learned a lot, especially the idea of the pre-check and an acronym to give me a memory system or plan before I started anything.

      In negotiation and deal-making, I related it in some way to flying. I needed to take off, maneuver, and eventually land. In Negotiations, I needed to start the negotiation, deal with it, and eventually close the deal. Piece of cake. So, I developed a pre-negotiation checklist that I called RAPPARS POINT which would give me a basic checklist of items that would help me jump into a negotiation cold turkey. The following is what I thought were the essential concepts of an overview that would prepare me for the fun.

      So, what does this all mean? Let’s find out.

      Respect. This is one of the most important words out there and best of all it’s free. It’s been said that you have to earn respect, but for me, it’s always been beneficial to give respect upfront, with no conditions. Everybody wants, needs, and deserves respect, so my attitude is giving it to them upfront and giving them the dignity they want, while maintaining a healthy rapport throughout the negotiation. Some of my peers have questioned my good oh boy approach, but I honestly don’t see the logic or productivity of not giving respect to my counterpart early on. I understand they may not deserve it, but in the end, I want to put a deal together and I prefer not to judge, but simply end with a positive result. So always respect one another right from the get go.

      Assumptions. This is kind of a follow-up to respect. I never go into a negotiation with a fixed thought of my counterpart or what their intentions are. I plan ahead and do my pre-checklist, but walk in with an open mind. You give respect, flush out any assumptions, and maintain a clear head. This sometimes can be infectious, as your counterpart can also learn from your actions and follow suit. You want to create an environment where you all have free-thinking, no ax to grind, and create the ground rules for productive dialog.

      Parties. Parties and players can be confusing, however very important to distinguish. Parties in this context is who I am dealing with. Call them the front person, lead person, or the bad cop in some cases. Whatever the label, your initial counterpart. These are the type of folks that are somewhat disguised as a true negotiating partner; however, their real role is intelligence gathering and a temperature check to jump-start a negotiation for other folks. The important part is to figure out if this person is capable or authorized to make any decisions, most likely not.

      Players. Now, this is the person that can be the back-room person, or the person at the table who is quiet, yet listening intently. This is the person who really makes the decision, yet likes to take the back-seat approach to the process. Once you figure this out, it will help guide you through a more inclusive and productive dialogue. Let’s assume you’re a real estate agent and you are dealing with the husband. He’s asking all the questions, beating his chest, and making it seem like he is running the show. Not so quick, his wife is listening, analyzing, and processing everything you say. Not only words but your approach, sincerity, trustworthiness, and authenticity. The bottom line is that she is one that makes the decisions and if you ignore her, come off as condescending, or brush her off as a sideshow, you will get absolutely nowhere. So, when you’re selling, negotiating, or settling a dispute, figure out the party you’re dealing with and the player that makes the decision as soon as you can. For when you figure that out, you can talk at the party you’re dealing with but your message is really aimed at the player that can make the decision.

      Authority. Sometimes you will have to deal with individuals, teams, groups, committees, or some kind of backroom big wheel. Trying to figure out who you’re dealing with and who makes the decisions can be confusing.

      I remember I was negotiating a large commercial real estate property for an international construction company that I worked for. We were the sellers and the buyers were a Fairly large development company that I was not totally familiar with. I was the Vice President of our New England office and was authorized to make a deal. The buyers asked me to meet them at their office to discuss a potential transaction. When I arrived, all by myself, they placed me in this huge conference room and then, what I thought was a small army, marched in a group of about 10 people. I said to myself, you gotta be kidding, I thought there were only going to be a couple of people here. So, the original person I was dealing with, who had all the pricing information as well as all of the documentation for the property, opened up the meeting with an introduction of all the attendees. Within seconds, I am getting peppered with questions about details, pricing, and terms from every which direction. I felt like a goalie for a dart team. I answered and deflected all of their shots and made sure I would do my best to answer all of their questions without getting trapped into a position. After a while playing a respectable defense, I decided it was the right time to go on the offense to determine who was the dealmaker. I had trained myself about the concept of Parties and Players, so now I became the person with the question. With key questions to some of the folks about their involvement with the project, it was easy to determine the accountant, project manager, land engineers, and attorneys. For the remaining folks, that I was unsure of, I simply asked straight out each individual, what is their role in the project. Finally, I figured out that the quiet person on the side of the table was the actual buyer… Volar! With proper eye contact and a confident smile, I zeroed in on the buyer/decision-maker and looked at him point-blank and said to him, you have all the information, what are your thoughts, are we able to do business. He smiled at me, and I think he was genuinely impressed by

      Enjoying the preview?
      Page 1 of 1