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Information from the Monetary Stress Institute
Dr. Gordon conducts workshops and training about negotiation.
He is available for consultation on how to negotiate, as well as being
available to negotiate on your behalf.
Negotiation is the most important part of our lives. We always need
to negotiate sales, relationships, and even our consultation fees.
By using the services of Dr. Gordon, you will learn:
How to achieve what you want in the negotiation.
How to increase your profit margin.
How to create a better relationship with the people with
whom you negotiate, like employees, partners, competitors, vendors, and
How to change mind sets to create breakthroughs.
Preparations for Negotiation
Before you start negotiating, you have to get into a positive state of
mind and to start your negotiation with the belief that you will achieve
what you want.
It is important to accept the situation that you are in, because only from
acceptance can you get to the next step of creating what you want to achieve
in the negotiation.
It is very important to listen to the other party with whom you are negotiating.
(Remember, you have two ears and one mouth.)
Do not try to guess what the other party wants.
Always accept and acknowledge the feelings of the other party.
When you negotiate, you have to remember that you are not the negotiation,
but are simply yourself who is involved in the negotiation process.
If you avoid identifying personally with the negotiation process, you will
be able to achieve what you want more effectively.
When you negotiate, do not begin with the attitude that you need to win
or assert your point of view. You have to understand that there are many
different points of view. If you start with the idea that you will
have to give in, for example, monetarily, in order to come to a solution,
you have already lost. You will always want to give as little as possible
and the other party will always want the maximum, and no one will be satisfied.
Don’t assume that the other party’s primary concern is the same as yours.
You have to look at the whole picture and see if there are other things
that your party to the conflict is interested in, and then you will come
to an agreement by giving the other party what they need also.
Whatever the outcome of the negotiation, do not take it personally, and
this will prepare you to be more positive for the next negotiation.
Be open to the fact that there are other things that might be important
to the other side. If you negotiate salaries and there is a conflict
between the CEO and the employees, do not assume that the only important
thing is the salary. If this is what you emphasize, you will never
be able to match salaries to everyone’s satisfaction. You have to
look at the whole picture of what the employees would be happy with, for
example, flex schedules, more benefits, more freedom for self-expression,
more responsibility and being able to make more of their own decisions,
empowerment, etc. So if you find out what is the most important thing
from the point of view of the employees, then salary might become only
secondary. In monetary negotiations, sometimes the manner of delivery
of product will be more important than the price.
Strategies for Negotiations
1. Always be ready to walk away from the situation. As long as you’re
not ready to walk away from the situation, the other party is in a better
2. Say, “I have to check with the president (or vice-president, or the
committee), but I think that you will have to make a better offer, otherwise
they won’t want to look at it.”
3. If the other party says they have to check with a committee or somebody
else, compliment them and say, “I’m sure that with your recommendation,
the committee will agree to what we offer.”
4. When you come back from the committee, you can always say that the committee
wants a better offer, and if the question will be how much better, answer,
“The maximum that you can give because we are too far apart.”
5. When you feel that the other party is putting too much pressure on you
for the price or the terms of the negotiation, state that you feel that
at this stage you have to take the information to your superior, board
of directors, or committee, etc. Come back later with an offer that
is even farther away from what you negotiated before, saying that this
is the best that the committee agreed to do. The other party will
probably demand to go back to the original terms that you negotiated before
going to your superior. A good statement would be, “If I convince
them to take what we talked about before, will you take this offer?”
Usually this will stop the haggling.
6. Keep all your concessions to the last minute even if they are not important
to you, and use them as negotiating tools.
7. Always come with an offer that is not a final offer in order to make
the other party feel good for achieving a better outcome, and always congratulate
them and compliment them for the good work that they have done. Be
amazed at what good negotiators they are.
8. Always trade off. Even if you give something that you don’t need,
always ask something in return.
9. When you negotiate, always use smaller denominations. If you talk
about the price of a square foot, divide the price to a monthly or daily
cost, and not a yearly cost. If you are on the other side of the
negotiation, show your party how expensive it is for you to use the whole
term of the contract.
10. Do not ask for everything that you want up front. When you come
to an agreement, in the last minute when you are shaking hands, or the
last day of negotiation and everything is already clear, throw in another
small demand. Another possibility is when you come to an agreement
and you are ready to sign, come back and say that you could not convince
your superior this was a good deal, and you have get a small concession
from your partner to the negotiation in order to convince your superior
to sign the agreement.
11. Always play the reluctant buyer or seller. Always have another
possibility in mind, even if it is not a viable one. However, having
a viable possibility will always put you in the superior position of negotiating
because when you have another possibility you seem less eager and you negotiate
better. Do not even think that you need this particular thing.
12. As a buyer, always start negotiating with the lowest price, and as
a seller, start your negotiation by asking what is the highest price the
other party will pay.
13. As a buyer or seller, never offer to split the difference. Let the
other party ask to split the difference. You can ask to split the
difference only when you add another demand.
14. Apologize for your board of directors’ unwillingness to negotiate,
and stress the amount of time that you both spent to get to this point.
Say at this point that it is worth it to come to some agreement.
February 18, 2000
To Whom It May Concern:
This letter of recommendation is for Dr. Roby
Gordon, P.F.P.; it is based on several office-lease negotiating experiences
in which he represented an engineering company and I exclusively represented
a mid-rise office building in Oakland, CA.
During his search for offices in the Oakland
area, Dr. Gordon contacted me. He was focused in his search and knew
exactly knew what he wanted. He has a creative negotiating approach.
When the Oakland office became a success and outgrew the sublease arrangement,
Dr. Gordon opened negotiations on a larger office suite and succeeded in
acquiring some of the best office space in the building at a great price.
His attitude and creative approach to negotiation was eye opening.
I understand that Dr. Gordon also provides
financial expertise and stress management. Based on my experiences
with him, I can unequivocally recommend him as a great resource.
I look forward to working with Dr. Gordon again in the future; I can attest
to his strong character, business acumen and common-sense approach to the
various types of negotiations which occur throughout life.
Peter L. Glenister
Golden Future Real Estate
Monetary Stress Institute
Redwood Tree Lane
(1-800-303-7622) Tel: 949-733-0607 Fax: 949-733-1238
document © 1997, 1998 The
Monetary Stress Institute.