Negotiation

The best negotiator I know is completely silent 70% of the time. Last year she closed $400M in deals saying almost nothing. In high-stakes negotiations, the person who truly understands human psychology wins. Not the loudest voice. Not the biggest title. The one who reads the room. FBI negotiator Chris Voss spent decades getting terrorists to release hostages. Now he teaches business leaders the same principles. And here's what surprised me most: These aren't secret tactics. They're learnable skills. Anyone can become a skilled negotiator. You just need to understand how humans actually make decisions. These 7 techniques are a great starting point. They've worked in life-or-death situations and multi-billion-dollar deals. 1. Strategic Silence teaches patience. Most of us rush to fill quiet moments. But silence creates space for better offers. Practice counting to 10 before responding. It feels eternal. It works. 2. "How" over "Why" shifts dynamics. One word change. Completely different conversation. Try it in your next meeting. Watch defensiveness disappear. 3. Addressing Fears builds trust fast. Name what they're worried about before they do. It shows you understand their position, not just your own. 4. Mirroring is almost unconscious. Repeat their words. They elaborate without realizing it. Simple technique. Profound results. 5. Getting to "No" seems counterintuitive. But "no" creates boundaries. Boundaries create honest dialogue. Real deals happen after "no," not before. 6. Confirming Concerns creates momentum. Summarize their position accurately. They feel heard. Feeling heard leads to flexibility. 7. Listing Objections removes their power. Say their doubts out loud first. They can't weaponize what you've already acknowledged. Every CEO needs this skill. Every leader benefits from understanding it. Every professional can learn it. The question isn't whether you need these skills. It's when you'll start developing them. P.S. Want a PDF of my Negotiation Skills Cheat Sheet? Get it free: https://lnkd.in/dDxE5v3B Repost to help a leader in your network. Follow Eric Partaker for more negotiation insights.

7 years ago, I hosted a TED Talk that got 5.8M views. Funnily enough, 5 years prior, we analyzed 1,000+ hours of them trying to answer 1 question: Why do some TED Talks go viral, while others don't? 1 thing CLEARLY stood out: Hand gestures. I'm not kidding. When we compared the most viewed TED Talks to the least viewed ones, the top performers used almost TWICE as many hand gestures (465 vs 272 in an 18-minute talk). Why? Because it's evolutionary. When cavemen encountered strangers, the first place they looked was the hands - friend or foe? Our brains are still wired this way. When we can't see someone's hands, our brain gets uncomfortable because we can't see intention. This is just one of the many ways that the best TEDTalkers stood out. And one of the many ways that humans are contagious. We're constantly sending and receiving signals: Nonverbally: Our facial expressions trigger the same emotions in others (try making a genuine smile right now - feel better?). Verbally: Asking "working on anything exciting?" instead of "been busy lately?" triggers dopamine in the brain, making you more memorable. Emotionally: Saying "I'm excited" instead of "I'm nervous" before a task improved performance by 27% in research studies. The most viewed TED speakers are masters at infecting their audience with confidence through their nonverbal, verbal, and emotional signals. Next time you give a presentation or even have a coffee chat, think about how you're "infecting" others. Are you smiling authentically? Are your hands visible and expressive? Are your questions triggering excitement? Are you reframing nervousness as excitement? Small shifts can completely change how people respond to you. The most powerful thing I've learned in 15+ years of human behavior research: Confidence isn't just something you feel - it's something you can intentionally spread. BTW I DID make sure to use over 400 hand gestures in my TEDx London Talk PS: Check out the link to my talk in the comments section.

One skill separates great communicators from average ones: Perspective-taking. The ability to see things from someone elses point of view. But most people do it wrong. Heres how to do it right, especially when youre leading or being led: When youre the boss, persuading down: Youre trying to convince Maria on your team to do something different. Shes pushing back. Your instinct might be to assert your authority. But thats a mistake. Heres why Research shows: The more powerful you feel, the worse your perspective-taking becomes. More power = less understanding. So if you want to persuade Maria, dont lean into your title. Do the opposite: dial your power down, just briefly. Try this: Before the next conversation, remind yourself: Maria has power too. I need her buy-in. Maybe she sees something I dont. Lower your feelings of power to raise your perspective. From that place, ask: What does she see that Im missing? What might be in her way? Whats a win-win outcome? That shift changes the entire dynamic. Instead of steamrolling, youre collaborating. And thats how you earn trust and results. Now flip it. Youre the employee persuading your boss. Its a high-stakes moment. Youre nervous. So do you appeal to emotion? No. Drop the feelings. Focus on interests. Heres the key question: Whats in it for them? Not how you feel. Not your big dream. Will it save time? Improve performance? Help them hit their goals? Make it about their world, not yours. Why? Because every boss has a mental shortcut: Does this employee make my life easier or harder? Be the person who brings clarity, ideas, and upside. Not complaints, drama, or friction. In summary: Persuading down? Dial down your power to see clearer. Persuading up? Focus on their interests, not your emotions. Perspective-taking is a superpower, if you learn how to use it. Now practice, practice, practice.

Salary Negotiation... HR: "What's your salary expectation " Candidate: AED 8,000 to 10,000 a month. HR: You are the best fit for the role but I'm afraid we can't afford you. Candidate: Okay. AED7,000 would be fine. HR: How soon can you start? Meanwhile, the budget for that particular role is AED15,000. HR feels like they did a great job in salary negotiation and management will be happy they cut costs for the organization. The new employee starts and notices the pay disparity. Guess what happens? Dissatisfaction. Disengagement. Disloyalty. Two months later, the employee leaves the organization for a better job. The recruitment process starts all over again. Leading to further costs and performance gaps within the team and organization. In order to attract and retain top talent, please pay people what they are worth. This is a thought-provoking, unpopular opinion, but it's the truth. When we undervalue the people who make our organizations run, we create a disenchanted, disengaged workforce that's always on the lookout for the next best thing. If we instead invest in them, acknowledging their worth and compensating them fairly, we foster loyalty, dedication, and high performance. Let's shift our mindset. Let's view fair compensation not as a cost but as an investment in the success and growth of our organizations. Because when our people thrive, so does our business. I urge all HR professionals out there to reconsider their approach to salary negotiation. It's high time we axed this age-old practice of underpaying employees just to save a few bucks. The cost is way too high. #people #jobseekers #interviews #talent #salary #hr #humanresources #leaders #leadership #culture #business #strategy #hrstrategy #employeeexperience #hiring #linkedin #linkedinconnections #aach

Here's a truth as old as time: power corrupts. Psychological research shows that people under the influence of power are more impulsive, self-centred, reckless, arrogant and rude than average, they are more likely to cheat on their spouses, are less attentive to other people and less interested in others perspectives. Power appears to work like an anaesthetic that makes you insensate to other people. Neurologists have discovered that a sense of power disrupts what is known as mirroring, a mental process which plays a key role in empathy. Ordinarily, we mirror all the time. Someone else laughs, you laugh, too; someone yawns, so do you. But powerful individuals mirror much less. It is almost as if they no longer feel connected to their fellow human beings. As if theyve come unplugged. If powerful people feel less connected to others, is it any wonder they also tend to be more cynical? One of the effects of power, myriad studies show, is that it makes you see others in a negative light. If youre powerful youre more likely to think most people are lazy and unreliable. That they need to be supervised and monitored, managed and regulated, censored and told what to do. And because power makes you feel superior to other people, youll believe all this monitoring should be entrusted to you. This is also what Ive seen in places like Davos, the Swiss ski resort where global elites convene every year for the World Economic Forum. Most attendees are not bad or evil or anything like that - I think blind and disconnected would be much better descriptions. Sadly, such emotional blindness can be just as destructive as pure wickedness. > Adapted from my book Humankind: A Hopeful History.

"Disinformation campaigns aimed at undermining electoral integrity are expected to play an ever larger role in elections due to the increased availability of generative artificial intelligence (AI) tools that can produce high-quality synthetic text, audio, images and videos and their potential for targeted personalization. As these campaigns become more sophisticated and manipulative, the foreseeable consequence is further erosion of trust in institutions and heightened disintegration of civic integrity, jeopardizing a host of human rights, including electoral rights and the right to freedom of thought. These developments are occurring at a time when the companies that create the fabric of digital society should be investing heavily in, but instead are dismantling, the integrity or trust and safety teams that counter these threats. Policy makers must hold AI companies liable for the harms caused or facilitated by their products that could have been reasonably foreseen. They should act quickly to ban using AI to impersonate real people or organizations, and require the use of watermarking or other provenance tools to allow people to differentiate between AI-generated and authentic content." By David Evan Harris and Aaron Shull of the Centre for International Governance Innovation (CIGI).

The unprecedented proliferation of data stands as a testament to human ingenuity and technological advancement. Every digital interaction, every transaction, and every online footprint contributes to this ever-growing ocean of data. The value embedded within this data is immense, capable of transforming industries, optimizing operations, and unlocking new avenues for growth. However, the true potential of data lies not just in its accumulation but in our ability to convert it into meaningful information and, subsequently, actionable insights. The challenge, therefore, is not in collecting more data but in understanding and interacting with it effectively. For companies looking to harness this potential, the key lies in asking the right questions. Here are three pieces of advice to guide your journey in leveraging data effectively: : - Tactic 1: Define specific, measurable objectives for each data analysis project. For instance, rather than a broad goal like "increase sales," aim for "identify factors that can increase sales in the 18-25 age group by 10% in the next quarter." Tactic 2: Regularly review and adjust these objectives based on changing business needs and market trends to ensure your data queries remain relevant and targeted. : - Tactic 1: Conduct regular interdepartmental meetings where different teams can present their data findings and insights. This practice encourages a holistic view of data and generates multifaceted questions. Tactic 2: Implement a shared analytics platform where data from various departments can be accessed and analyzed collectively, facilitating a more comprehensive understanding of the business. : Tactic 1: Utilize machine learning models to analyze current and historical data to predict future trends and behaviors. For example, use customer purchase history to forecast future buying patterns. Tactic 2: Regularly update and refine your predictive models with new data, and use these models to generate specific, forward-looking questions that can guide business strategy. By adopting these strategies and tactics, companies can move beyond the surface level of data interpretation and dive into deeper, more meaningful analytics. It's about transforming data from a static resource into a dynamic tool for future growth and innovation. ******************************************** Follow #JeffWinterInsights to stay current on Industry 4.0 and other cool tech trends Ring the for notifications!

Mapping Leadership Cultures Into Negotiation Styles Most people see this Harvard Business Review model as a guide to leadership. But what if we translate it intonegotiation understanding? Thats where things get truly interesting. This framework helps us predict how different cultures approach negotiations: whether they move fast or slow, whether decisions are made collectively or by the top person, and whether everyone gets a voice or hierarchy rules the table. Egalitarian vs. Hierarchical Egalitarian cultures(Denmark, Netherlands, Sweden, Norway) In negotiations, everyone speaks up. Titles matter less, and transparency is expected. If you skip over a junior team member, you might lose credibility. Hierarchical cultures(China, India, Saudi Arabia, Japan) Negotiations defer to authority. The key is finding the actual decision-maker. Respecting hierarchy is not optionalits how you earn trust. Negotiation takeaway: Egalitarian: share data openly, involve all voices, build collaboration. Hierarchical: show deference, be patient, and identify the true authority early. Top-Down vs. Consensual Top-Down(United States, UK, China, Brazil) Fast, decisive negotiations. Leaders expect concise proposals and quick decisions. Get to the point is the unspoken rule. Consensual(Germany, Belgium, Japan, Scandinavia) Negotiations are longer, structured, and process-heavy. Group alignment is essential before any commitment. Negotiation takeaway: Top-Down: summarize clearly, highlight outcomes, respect authority. Consensual: provide detail, allow time, and accept multiple review cycles. Quadrant-by-Quadrant Negotiation Styles Egalitarian + Consensual (Nordics, Netherlands):Flat, inclusive, data-driven talks. Slow, but highly durable outcomes. Egalitarian + Top-Down (US, UK, Australia):Pragmatic, fast-moving, with empowered decision-makers. Hierarchical + Top-Down (China, India, Russia, Middle East):Power-centric negotiations. Once leaders agree, things move quickly. Hierarchical + Consensual (Japan, Germany, Belgium):Structured and rule-bound. Decisions are slow but thorough and binding. Practical Advice for Negotiators Map the culture first.Use the model to locate your counterpart before talks begin. Adjust your pace.Push for speed in top-down cultures, slow down in consensual ones. Respect authority.Dont bypass hierarchy in one culture or ignore inclusivity in another. Real-World Example When negotiating inGermany(consensual + hierarchical), you need: Detailed NegoEconomic calculations. Technical experts at the table. Patience for several review rounds. In contrast, inthe United States(egalitarian + top-down): Present financial wins upfront. Keep it concise and bottom-line focused. Expect a quick decision from empowered managers. Final thought: Culture isnt just a backdrop to negotiation. It shapeshowdeals are made, how trust is built, and how value is captured. The smartest negotiators map culture firstand strategy second.

Most founders share too much, too soon with VCs. Here's the two-stage approach that closed my $780K pre-seed: When I started fundraising, I made the mistake of sending my complete data room after every first call. Cap table, legal docs, customer contractseverything. Looking back, I was either overwhelming investors who were just mildly interested or exposing sensitive information way too early in the process. After pitching 87 funds for Chezie, I learned that you need two different data rooms for different stages of the fundraising process. PRIMARY DATA ROOM This is what I shared after a first call when an investor expressed genuine interest. That interest usually sounded like "I want to learn more" or "Let's schedule a follow-up" or them asking specific questions about our business model and metrics. Positive body language and engagement during the call was another good sign. At this stage, I only included three things: - Pitch deck - Financial model - Market size calculations (if you have them) Nothing else. No legal documents, no cap table, no customer contracts. Those come later. SECONDARY DATA ROOM I only shared this once an investor moved from being interested to doing genuine due diligence. Sometimes they'd explicitly tell me they were seriously considering an investment, but more often, I had to read the signals. They'd mention that they presented our company to their investment committee and got positive feedback. Or multiple team members would join our calls, especially if a Partner was involved. Sometimes they'd directly ask for legal documents, our cap table, or detailed contract information. When I saw these signs, I knew it was time to share the full data room, which included everything from the primary data room plus: - Cap table - Team member bios - Full customer list with contract details - IP agreements - All legal documentation One important note: my startup lawyer (shoutout to @mission law) to put the secondary data room together. Most startup lawyers are used to this, especially if they offer pre-seed funding packages. They already have all your legal docs on file, so you're better off letting them handle it rather than trying to piece it together yourself to save money. Your data room isn't just about information; its also about momentum. Share too much too soon, and you kill it. Share strategically, and you build it. You just had a great first call. The VC asks for your cap table. What do you do? Wrong answers only