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๐ฌ๐ผ๐๐ฟ ๐ป๐ฒ๐ด๐ผ๐๐ถ๐ฎ๐๐ถ๐ผ๐ป ๐๐ฟ๐ฎ๐ถ๐ป๐ถ๐ป๐ด ๐ถ๐ ๐ด๐ผ๐ป๐ฒ ๐ฎ๐ณ๐๐ฒ๐ฟ ๐ฏ ๐ฑ๐ฎ๐๐.ย ๐ณ๐ฑ% ๐ถ๐ ๐น๐ผ๐๐.
Thatโs not a slogan.ย Thatโs the ๐ง๐ข๐ฎ๐ฐ๐ถ๐ด โforgetting curveโ, first observed by Hermann Ebbinghaus more than 100 years ago. Your brain is simply not designed to remember a 2โday firehose of slides and roleโplays.ย Yet companies still spend millions on oneโshot negotiation trainings โฆย โฆand act surprised when nothing changes at the table.ย After 3 days, most people are back to:ย conceding too fast,ย arguing instead of listening,ย confusing โpriceโ with โvalueโ,ย letting emot
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1 min read
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๐๐๐ถ๐น๐ฑ๐ถ๐ป๐ด ๐๐ฟ๐๐๐ ๐ถ๐ป ๐ป๐ฒ๐ด๐ผ๐๐ถ๐ฎ๐๐ถ๐ผ๐ป โ ๐๐ถ๐๐ต๐ผ๐๐ ๐ฏ๐ฒ๐ถ๐ป๐ด ๐ป๐ฎ๐ถฬ๐๐ฒ
โTrust is earned in drops and lost in buckets.โ But hereโs what I see in real negotiations ๐ Most buyers swing between two extremes: ๐ต๐ฐ๐ฐ ๐ฎ๐ถ๐ค๐ฉ trust: โWeโve known them for years, itโll be fine.โ ๐ต๐ฐ๐ฐ ๐ฎ๐ถ๐ค๐ฉ control: โIf itโs not in the contract, I donโt believe it.โ Both kill value. The best negotiators I work with donโt โhopeโ for trust. They ๐ฏ๐๐ถ๐น๐ฑ it, step by step, like a process. Hereโs how they do it ๐ 1๏ธโฃ ๐ง๐ต๐ฒ๐ ๐ผ๐ณ๐ณ๐ฒ๐ฟ ๐๐บ๐ฎ๐น๐น ๐๐ฟ๐๐๐ ๐ณ๐ถ๐ฟ
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2 min read
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