How to Negotiate a Successful, Profitable Close (تم الحفظ تلقائيًا)

1435
2014
How to negotiate a
successful,
profitable close
PARTICIPANT MANUAL

www.dalecarnegie.com| DALE CARNEGIE
How to negotiate a successful, profitable close
Seminar objectives
At the completion of this seminar, participants will be able to:
1. establish personal credibility and increase individual comfort level during
negotiations.
2. Increase communication skills, including listening skills to discover the true
needs of negotiation situations.
3. Resolve conflict that arises during negotiation in a manner that maintains the
relationship between concerned parties.
4. Plan and use powerful negotiation tactics to achieve win win outcomes for
everyone.
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Dale Carnegie Training

Table of contents
Module one: the current negotiation situation
module objectives 1.1
introductions 1.2
how are you as a negotiator ? .1.3
negotiation 1.4
comfort zone 1.5
Module two: the negotiations triangle
negotiation triangle 2.2
relationships .2.3
relationship action plan 2.4
credibility 2.5
credibility action plan 2.6
need ..2.7
need action plan 2.8
Module three: communication and listening skills for negotiations
communication ..3.2
" I never said he stole the money " .3.3
negotiation model 3.4
questioning ..3.5
Module four: conflict resolution
the dale Carnegie behavior gauge .4.2
dealing with a variety of behaviors during negotiations 4.3
individual exercise: the dale Carnegie behavior gauge ...............4.4
conflict resolution .4.7
team exercise: responding in a positive way ..4.8
resolving complaints 4.10
Module five: negotiating tactics
module objectives .. 5.1
small group exercise: negotiation ......................... 5.2
successful negotiations ..5.5
primary negotiation skills .............................5.6
relationship principles in negotiation ..5.7
negotiation guidelines ..5.8
negotiating options ....5.9
negotiation tactics .5.10
Module six: planning for successful negotiations

evaluation: buying signals ..6.2
evaluation: warning signals ..6.3
the higher level of listening ..6.4
styles of negotiating ..6.5
the negotiation process ..6.6
negotiation planning sheet 1 ..6.7
exercise: negotiation 1 6.8
negotiation planning sheet 2 6.10
exercise: negotiation 2 ..6.11
negotiation planning sheet 3 6.13
exercise: negotiation 3 ..6.14
negotiating summary . 6.16
negotiation action plan .6.17
1
Current negotiation situation
Learning objectives
Assess current negotiation skills.

Analyze current negotiation situations.
Use a reaction/response model.
Plan pro-actively for positive negotiations.
Over view
What skills are needed to successfully negotiate with vendors, unions, employees,
and customers?
How do I measure up when it comes to negotiating with others?
Why am I sometimes uncomfortable negotiating important contracts and work
with others?
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" "

There is nothing like listening to show you that the world outside your head is
different from the one inside your head.
-
Thornton wilder
1.1
Introductions
Name: ________________________ position: __________________________
Why is your position important to your company?
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Why is it important to you?
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What types of negotiations do you deal with on the job?
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What challenges do you personally find with your negotiations?
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What results do you want to achieve with this program?
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1.2
How are you as a negotiator?

YES
I thoroughly research the area I am negotiating
before I begin a dialogue with others.
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I consider both sides of the issue before
beginning negotiation.
.
I plan fallback positions in the event that things
do not go the way I intend them to.

.
I have a specific plan for negotiating before
I begin.
.
I take into account the type of personality
with which I am dealing.
.
I predict the possible objections and agreements
that may be used by the other person.

.
I determine the style and tactics that will be
required in each particular negotiation.

.
I keep my own emotions out of the negotiating
process and never take things personally.

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NO
I am comfortable and confident in the

negotiating process.
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I know where I am most vulnerable in the
negotiating process.
.
I know the main strength and sources of
power and leverage in the other party.

.
Total score

1.3
Negotiation
A successful negotiator is
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What are some of the barriers to successful negotiations? Why do these barriers
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Examples of past or current negotiations:
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1.4
Comfort zone

Inside?
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On the edge?
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Outside?
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Discussion notes:
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1.5
Happens
Think & feel

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Two actions I will take:
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1.6
Notes
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Notes
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1.8
2
The negotiations triangle
Learning objectives
Develop strong relationships for effective negotiations.

Increase personal credibility.
Discover the power of need in negotiations.
Overview
Excellent negotiations are made, not born. People who successfully negotiate have
learned skills in relationship-building and effective communication. They
understand the importance of uncovering critical needs during the negotiation
process and capitalizing on meeting those needs.

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When people talk, listen completely. Most people never listen.

-
Ernest hemingway
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2.1
Negotiations triangle

Relationship
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2.2
Relationships
Begin in a friendly way.

-
Dale carnegie
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What is the value of building strong relationships?
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How are strong relationships built?
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Relationship principles
Don't criticize, condemn, or complain.

Become genuinely interested in the other person.
Remember that the other person's name is, to that person, the sweetest
and most important sound in any language.
Make the other person feel important and do it sincerely.
Give the other person a fine reputation to live up to.

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How do these principles help us build strong relationships?

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2.3
Relationship action plan

Situation where I need to improve the relationship:
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Why?
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Things I will start doing to accomplish this:
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Things I will stop doing to accomplish this:
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I will know I am making progress by:
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2.4
credibility
Arouse in the other person an eager want.

-
Dale carnegie
.
What is the value of building credibility?

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What does it take to build credibility?

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Credibility principles
Talk in terms of the other person's interest.

Show respect for the other person's opinion. Never say, " you're wrong. "
If we are wrong, admit it quickly and emphatically.

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" . " .
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How do these principles help us build credibility?

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2.5
Credibility action plan

Situation where I need to improve my credibility:
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Why?
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2.6
Need
Let the other person feel that the idea is his or hers.
-
Dale carnegie
what are some of the important things that happen when we are good questioners
and listeners?
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How do questioning and listening take relationships and credibility to the next
level?

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Need principles
Be a good listener, encourage others to talk about themselves.

Let the other person do a great deal of the talking.
Make the other person happy about doing the thing you suggest.
Get the other person saying, " yes, yes " immediately.

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How do these principles help us determine what the other person needs?

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2.7
need action plan

Situation where I need to determine what the other person needs:
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Why?
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2.8
Notes
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2.9
Notes
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2.10
3
Communication and listening skills for negotiators
Learning objectives
Identify roles and responsibilities in the negotiations loop.

Communication filters.
Demonstrate effective questioning and listening skills that strengthen
relationships.
Overview
Surveys have shown that up to 80-percent of everything communicated by human
beings is misunderstood to some extent. After completing this module, you should
be able to demonstrate more effective questioning and listening skills to improve
the quality of your negotiation.
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. % 00

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Be a good listener. Encourage others to talk about themselves.
-
Dale carnegie
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3.1
Communication
Communication breakdown in negotiations

Berries to effective communication in negotiations

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3.2
" I never said he stole the money "

" "
" what " versus " how ":
:" " " "
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Examples:
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3.3
Negotiation model

Sender
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Relationship
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Receiver
Sender responsibilities
receiver responsibilities
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What are some of the actions we can take to become better negotiators?

3.4
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Questioning
As is:
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Should be:
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Barriers:
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Benefits:
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3.5
Notes
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3.6
4
4
Conflict resolution
Identify types of individuals in the behavior gauge

Resolve conflict during negotiations
Recognize and deal with a wide variety of behaviors
Overview
How can I encourage others to tell me what's really going on?
What can I do to stop taking conflict personally?
Be careful of your thoughts; they may become words at any moment.

-
Dale carnegie
. :

4.1
the dale Carnegie behavior gauge

the following represents a gauge of the types of individuals with whom you might
have contract during negotiations.
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4.2
Dealing with a variety of behaviors during negotiations

The following matrix illustrates behaviors related to each of the degrees on the
dale carnegie behavior gauge.
Behaviors
Hostile
Resistant
constantly emphasizes your negative points through rumors

and misinformation about you and your company
neglects to inform you of meetings, or tells you the wrong time
tries to drive you out
doesn't return your phone calls
refuses to provide you any assistance
does not implement your ideas or suggestions
Discontent
does what you ask, but nothing more

often approaches you with objections or complaints
openly questions your ability to get things done
Ambivalent
does what you ask

provides a reasonable amount of assistance
moderately helpful
Favorable
provides assistance on a regular basis

speaks well of you to others in the organization
returns phone calls promptly
Supportive
open to ideas
speaks highly of you
is usually available when help is needed
conscientious about implementing your ideas and suggestions
champions your ideas throughout the organization

works at finding solutions for you and your organization
Enthusiastic
views you as an active partner working for the best interests of
the organization
4.3
4.3
Individual exercise: that dale carnegie behavior gauge

:
Instructions
Select three individuals from your own experience and record your responses to
the following questions on this page and the next:
Where each of those people belong on the gauge.

The steps for dealing with each person.
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Individual 1
Name: ______________________________
1
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Where does this individual belong on the gauge?

What steps will you take to deal with this person?

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4.4
Individual 2
Name: ____________________________________
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Individual 3
Name: ____________________________________
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4.6
Conflict resolution

Show respect for the other person's opinion. Never say, " you are wrong. "
-
Dale carnegie
" . " .

What happens if we don't resolve conflict?

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Conflict resolution principles
Begin with praise and honest appreciation.

Call attention to people's mistakes indirectly.
Use encouragement. Make faults easy to correct.
Ask questions instead of giving direct orders.

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How do these principles help us resolve conflicts?

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4.7
Team exercise: responding in a positive way

:
Instructions
Working in teams, answer the following questions. Be prepared to report your
answers.
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Why is it important to respond to conflict in a positive way?

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What are some negative results that might occur from not responding in a positive
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4.8
There are seven steps to resolving conflicts during negotiations.

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4.9
Resolving complaints

Plan your response:
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4.12
5
5
Negotiating tactics

Learning objectives
Team negotiation skills
Practice an effective negotiation model
Primary negotiation skills and options
Continue to express your dissent and your needs, but remember to remain
civilized, for your will sorely miss civilization if it is sacrificed in the turbulence
of change.
-
Will Durant
5.1
small group exercise: negotiation

:
Instruction
Read the following case. Then work with your small group to answer the questions
on the next page. Be prepared to share your group's responses.
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Andronia vs. gyland

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The tiny country of andronia has little to offer in terms of natural resources. Its
coastal soil is too rocky to cultivate and most of the coastline is too hazardous for
large ships to navigate. For centuries, the country's only economically viable
resource has been the seaport of oceana, from which thousands of fishing boats
based their daily operations. Now, due to overfishing and environmental changes,
the andronian fishing industry has been reduced to less than ten percent of what it
once was.
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. % 10
This stands in sharp contrast to neighboring gyland. Known for its outstanding
vineyards and beautiful gardens, gyland is among the world's leading fruit-growing
countries. However, because gyland is landlocked, it depends highly on access to
oceana to export its produce.
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5.2
For years, andronia has provided gyland with free access to oceana, because
gyland used andronian railroad companies to transport its fruit. However, after
observing the gross disparity between andronia's faltering economy and gyland's
increasing prosperity, the government of andronia decided to apply tax to all
foreign shipments in and out of oceana, in the amount of 20% of the wholesale
price of the goods being shipped.

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% 20 .
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The andronian position was simple-it has a valuable seaport that was contributing
significantly to gyland's economic success, so the government of andronia felt it
had the right to share in that success.

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One the other hand, the government of gyland believed that its newfound success
was due to hard work and worldwide marketing. It pointed to decades past when
andronia's residents thrived while gyland suffered. It believed the new tax would
hurt both countries by driving up the price of gyland's fruit to where it would no
longer be competitive.

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.
The negotiations dragged on for months while gyland paid the huge taxes. Armies
amassed along the border, and several skirmishes erupted. Representatives of the
united nations moderated the negotiations, and in the end, andronia withdrew its
seaport tax in exchange for higher railroad shipping fees and a portion of gyland's
fruit harvest. In return, gyland received a commitment from andronia not to
institute a seaport tax for at least 10 years.
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. 10
Six months later, the armies still patrol the border between two neighbors that
had peacefully coexisted for centuries.
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5.3
Questions
In the case of andronia vs. gyland, what did each party gain?
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Who, if anyone, gained the least and gave up the most?

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5.4
How did each party feel about the negotiation?

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5.5
Successful negotiations

In the following model for successful negotiations, the quantitative axis as the
extent to which each party gains something from the negotiation in terms of
numbers and/or results. The quantitative axis deals more with how the parties feel
about the negotiation and the extent to which they would want to work together
again. For a negotiation to be successful, both parties should be in the top center
quadrant.

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5.5
Primary negotiation skills

There are three skills on which all negotiations are based:
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Positioning-putting a positive " spin " on the situation

Offering-proposing possible solutions
Compromising-giving and taking to achieve a solution that benefits both parties
" " -
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5.6
Relationship principles in negotiation

Begin in a friendly way.
Listen attentively.
Let the other person save face.
Try honestly to see things from
the other person's point of view.
Avoid arguments.
Ask open questions.
Be genuinely interested in others.
Show respect for the other person's
opinion; never say, " you're wrong. "
.
.
.

.
.
.
.
:
" . "
Why are good human relations important for effective negotiations?

_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
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_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What do you think people want from negotiations?

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5.7
Negotiation guidelines

you do not have to be aggressive to be a good negotiator.

Negotiating is not fighting.
Most people have a natural talent for negotiating.
You do not have to compromise your ethics to get what you want through
negotiation.
You do not have the upper hand to negotiate effectively.
Negotiating is not always a formal process.
There are no rules to negotiating.
Virtually everything that is a product of negotiation is negotiable.
Expect others to ask for a better deal.
Learn to say no.
Look for creative solutions to reach an agreement.
.
.
.
.
.
.
.
.
.
.
.
_____________________________________________________________________
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5.8
Negotiating options

Negotiating is very similar to the games we play. Keep your eye on the outcome.
Do not get distracted. The small things can make big differences, so negotiate for
every issue. The ability to negotiate the seemingly minor issues can become
significant when multiplied over a year's activities. Successful companies increase
their volume and profit when they negotiate effectively with others. Being able to
recognize tactics and develop appropriate response strategies may be the
difference in keeping or losing a customer.
. . .
.
.
.
.
Persuade.
_____________________________
_____________________________
Silence.
_____________________________ __
_______________________________
You go first.

_____________________________
_____________________________
The contract.
_______________________________
_______________________________
throw-ins.

_____________________________
_____________________________
delay or inactivity.

_______________________________
_______________________________
authority to negotiate.

_____________________________
_____________________________
the walk-away option.

-
_______________________________
_______________________________
time pressure.

_____________________________
_____________________________
5.9
ultimatum.
_______________________________
_______________________________
Negotiation tactics
when they:
Display exaggerated reaction:
I should:
silence is usually the best
response.
obvious physical reaction.
Refer to a higher authority:
Try to split the difference:
get them to make the first offer to

split the difference.
typically you split the difference of
the difference.
withdrew the offer:
remember the power of the printed

word.
use exact numbers.
I tried to get them to go with the

change, and they said no. they
wouldn't even go with the original
offer.
minimize the issue:

play down importance.
act pressed for time:

move quickly.
done deal:
just do it!
5.10
make them be as specific as

possible
they follow your advice, don't they?
you will recommend us for the job,
won't you?
carefully check your documents.

let's just get this clear, even though
it makes sense for both of us.
never get boxed in.
we are eager to go ahead when it
makes sense for both of us.
stop talking and close the deal.
we've worked on this long enough.
let's wrap it up.
:
.

.

.

.
.
.

.
.

.
.
.
.

.
.
:
.
:
.
:
!
5.10
Notes
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______________________________________________________________
_____________________________________________________ _________
5.11
Notes
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___________________________________________________________ ___
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___________________________________________________ ___________
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______________________________________________________________
5.12
Planning for successful negotiations

Learning objectives
Recognize buying and warning signals.

Negotiation styles.
Negotiation process and planning sheet.
Practice a case study.
Summary materials.

.
.
.
.
.
I beg you, do not be unchangeable. Do not believe that you alone can be right.
The man who thinks that, The man who maintains that, only he has the power
to reason correctly, the gift to speak, the soul. A man like that, when you know
him, turns out empty.
-
sophocles
. .
.
.
-
6.1
Evaluation: buying signals

:
A buying signal is anything that the person says or does which indicates that the
person may have taken a more favorable position regarding buying.

.
What might a person say to indicate acceptance of some aspect of the
product/service?
/
_____________________________________________________________________
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_____________________________________________________________________
What might a person do to indicate acceptance of some aspect of the
product/service?
/
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_____________________________________________________________________
How should we respond when we recognize a buying signal?

_____________________________________________________________________
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_____________________________________________________________________
6.2
Evaluation: warning signals

:
A warning signal is anything that the person says or does which indicates that the
person may have moved further from a favorable position regarding buying.

.
Which might a person say to indicate hesitance or rejection of some aspect of the
product/service?
/
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
What might a person do to indicate hesitance or rejection of some aspect of the
product/service?
/
_____________________________________________________________________
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How should we respond when we recognize a warning signal?

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6.3
the higher level of listening

What is his or her body saying? Watch for any sudden changes.
.
Actions
May indicate
Eye contact
Arms folded
Rubbing nose
Deep sigh
Rabid blinking
Hands steepled
Learning back with hands behind head

Drumming fingers
Sitting on edge of seat, learning forward

Knuckles under chin
Change in rate of speech

Silence
Change in voice tone
6.4
Attention
Resistance
Being uneasy
Relaxation
Nervousness
Confidence
Concentration
Impatience
Attentiveness
Concentration
Anger
Hesitation
Enthusiasm
styles of negotiating

quick style
strengths
effective when:
__________________________
time is limited
__________________________
working one-on-one
__________________________
one primary issue
weaknesses
__________________________
__________________________
__________________________
deliberate style
strengths
effective when:
__________________________
time is not limited
__________________________
multiple meetings
__________________________
multiple issues and variables
weaknesses
__________________________
__________________________
__________________________
6.5
The negotiation process

investigative phase information gathering

_____________________________
_____________________________
_____________________________
presentation
prepare your person's case as
listen to the opposing arguments

look for possible solutions
get all the facts
consider tavtics being used
be aware of emotions
specify all points of agreement

create a checklist
schedule for fulfillment
agreement
though it were your own

present your own case
bargaining
___________________
___________________
___________________
When negotiating, remember to:
Be enthusiastic
Use good human relations skills
Use logic versus emotions
Be aware of body language
Be persuasive, not manipulative
Don't let emotions get in the way
6.6
Negotiation planning sheet-1

1-
Recurring issues
Best
Expected
Minimum
Acceptable

1.
2.
3.
4.
What negotiation style will you use, and why?

____________________________________________________________________
What negotiation tactic will you use, and why?

____________________________________________________________________
What are the pressures each side has to face?

____________________________________________________________________
What are the main strengths or sources of power or leverage?

____________________________________________________________________
Where are you vulnerable?

____________________________________________________________________
What resources are required?

____________________________________________________________________
6.7
Exercise: negotiation-1
1- :
How will you assess what the other person is willing to accept?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
What points will you use to negotiate a deal which is acceptable to you and the
other person?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Which of the two negotiating styles will you adopt and why?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
After much discussion, you reach an impasse. What will you do to move the
relationship forward?
. .
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
What are some of the creative options you might consider to reach agreement
here?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
6.8
Notes
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6.9

2-
Recurring issues
Best
Expected
Minimum
Acceptable

1.
2.
3.
4.

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________
6.10
2- :

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
other person?

____________________________________________________________________
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____________________________________________________________________

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. .
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
here?

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6.11
Notes
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6.12

3-
Recurring issues
Best
Expected
Minimum
Acceptable

1.
2.
3.
4.

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________
6.13
3- :

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
other person?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
. .
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
here?

____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
6.14
Notes
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______________________________________________________________
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6.15
negotiating summary

1. there are three stages of every negotiation.
Learning other's goals; stating what you want.

Gathering information on others and his or her needs.
Reaching for compromise.
. .1
. :
.
.
2. work with, not against, others to develop mutually-beneficial solutions.
You are negotiating all of the time.

Try to create a win-win solution.
Never try to negotiate on only one issue.
Never attempt an offer too quickly.
- could have done better.

- what is wrong with it?
Creat value for all involved.

. - .2
.
.-
.
.
. .
3. finalize all agreements.
Don't depend on working out the details later. Time pressures cause us to
be vulnerable to compromise.
Offer to write up the agreement, if possible. There are always small points
that are unclear. When you write the agreement, you define those points.
. .3
. .
. .
.
6.16
4. follow through.
Do what you said you would do.

Do it when you said you would do it.
Do it how you said you would do it.
Make sure they follow through.
. .4
.
.
.
.
6.16
negotiation action plan

Significant aspects from the negotiating skills training:
:
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
One action I will take is:
:
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
By when (date)? ____________
The result I expect is:
__________ ()
:
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
The person I will ask to coach me is: ____________
__________ :
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
6.17
Notes
__________________________________________________________
__________________________________________________________
________________________________________ __________________
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__________________________________________________________
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__________________________________________________________
__________________________________________________________
If you believe others in your company could benefit from the experience you had in
this seminar, please let them know that we can bring this seminar in-house to your
company.
Dale Carnegie training offers public, on-site, and customized courses throughout
the united states and in more than 70 worldwide locations.
To find the office nearest you,
Call us at 800-231-5800 or
Visit us on the web at www.dalecarnegie.com
6.18
the dictionary
identify
loop
filters
demonstrate
surveys
misunderstood
versus
stole
benefits
behavior
gauge
conflict
recognize
thoughts
hostile
resistant
discontent
ambivalent
favorable
supportive
enthusiastic

actions
personally
triangle
results
credibility
achieve
discover
thoroughly
capitalizing
fall back
-
principles
event
-
criticize
intend
-
condemn
dealing
complain
predict
-
genuninely / required
sincerely
particular
-
reputation
emotions
improve
vulnerable

accomplish
leverage
arouse
inside
eager
on the edge ?

opinion
out side ?
admit
discussion notes :
emphatically
barriers
&
encourage
happens
immediately
think & feel
&
the dictionary
harvest
decades
resident
thrived
suffered
hurt
representative
moderated
withdrew
institute
quantitative
axis
extent
in terms of

quadrant
spin
proposing
compromising
achieve
avoid
arguments
completion
participants
credibility
during
including

discover
conflict
arises
manner
concerned
/
parties
/
outcomes
assess
response
pro-actively
vendors
unions
measure
position
types
deal
" "
vineyards
responding
matrix
among
occur
illustrates
access
primary
/ emphasizes
observing
options
rumors
disparity
express
mis information
gross
dissent
neglects
faltering
civilization
implement
prosperity
sorely
reasonable
dragged
sacrificed
moderately
amassed
turbulence
regular
border
responses
basis
portion
natural resources
promptly

seaport
coastal soil
conscientious
contributing
rocky
record
significantly
cultivate
responses
new found
hazardous
belong
pointed
navigate
conflict
/
several
centuries
resolution
skirmishes
liable
opinion
erupted
overfishing
praise
harvest
reduced
instead

the dictionary
hesitation
recognize
appropriate
enthusiasm warning
display
strengths
further
exaggerated

weaknesses hesitance
obvious
investigative rejection
physical
presentation eye contact

refer
bargaining
arms folded
split
agreement
rubbing nose
recommend
deep sigh
typically
rapid blinking
exact
hands steeled
sense
attention
signals
resistance
summary
being un easy
beg
relaxation
unchangeable
nervousness
soul
confidence
evaluation
concentration / indicates
impatience
favorable
attentiveness
acceptance
anger
aspect
/
genuinely
guidelines
talent
compromise
ethics

always
virtually
persuade
authority
pressure
silence
contract
delay
ultimatum
similar
distracted
seemingly
minor
significant
multiplied
recognize

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www.dalecarnegie.com| DALE CARNEGIE

How to negotiate a successful, profitable close

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

How to negotiate a successful, profitable close

Dale Carnegie Training

Module six: planning for successful negotiations

How to negotiate a successful, profitable close

Dale Carnegie Training

Assess current negotiation skills.

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

How are you as a negotiator?

How to negotiate a successful, profitable close

Dale Carnegie Training

I am comfortable and confident in the

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

Think & feel

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

Develop strong relationships for effective negotiations.

When people talk, listen completely. Most people never listen.

How to negotiate a successful, profitable close

Dale Carnegie Training

How to negotiate a successful, profitable close

Dale Carnegie Training

Begin in a friendly way.

What is the value of building strong relationships?

How are strong relationships built?

Don't criticize, condemn, or complain.

How do these principles help us build strong relationships?

How to negotiate a successful, profitable close

Dale Carnegie Training

Relationship action plan

Dale Carnegie Training

Arouse in the other person an eager want.

What is the value of building credibility?

Talk in terms of the other person's interest.

How do these principles help us build credibility?

How to negotiate a successful, profitable close

Dale Carnegie Training

Credibility action plan

How to negotiate a successful, profitable close

Dale Carnegie Training

Be a good listener, encourage others to talk about themselves.

How to negotiate a successful, profitable close

Dale Carnegie Training

need action plan

How to negotiate a successful, profitable close

Dale Carnegie Training