© James R. Camp, 2007

© Edition in Russian, translation into Russian.

LLC Publishing House Good Book, 2008

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use without the written permission of the copyright holder.

© The electronic version of the book was prepared by LitRes ( www.litres.ru)

To my children

Jim and Cynthia, Scott and Meredith,

Todd, Brian and Christie

Introduction
  The best word in English

The best word in English should be yes. You give pleasure to another person. You satisfy the request. You complete a task, close a deal. Everyone is happy, champagne corks fly to the ceiling. Accordingly, the word “no” should be the worst. It strokes against the coat. It implies refusal and intransigence. It ends negotiations in full swing. This is a professional killer.

So the whole world believes, built on compromises and assumptions. In fact, this way of thinking should be radically changed. In the negotiation process, the worst word is yes. It gives out fear of defeat, fear of missing a deal, forcing you to please your opponent, running ahead, instantly agreeing to make concessions, and striving to get a deal at any cost. The best  the word in this situation is no. It is him that you must be prepared to pronounce, and hear.  “No” provides freedom and protection.

Take, for example, Bill, a successful Midwest Widgets sales representative who runs orders for Dumont. The companies have been cooperating for seven years. It would seem that nothing portends a major change. Midwest manufactures quality devices and sells them at a fair price. However, an almost formal commercial visit to Dumont suddenly takes a menacing turn. Steve, the new purchasing agent, shocked Bill with the following statement: “Sorry, but we decided to change the device supplier. I’m tired of the arrogance of Midwest, so I decided to choose one of your three competitors who have been hiding our thresholds for several years to get at least some kind of deal. ”

Like most sales managers, Bill immediately realizes that Dumont is simply trying to manipulate it in the hope of a discount. However, he believes that the only remedy in this situation is to immediately surrender and compromise. Drop the price - save the business. Bill makes feverish mental calculations. What is the minimum discount that can save a contract with Dumont? What is the maximum discount that can cost him a job? Almost instinctively, he asks Steve what the price of the device should be in order to maintain a customer relationship. Steve hardly restrains his glee - how simple it all turned out: Bill did exactly what they wanted from him. Steve replies: “I appreciate your willingness to conclude a better deal with us, but I doubt that you can conduct business at any price. However, if you drop 14 cents from each device, I’m ready to put a word on the committee for you. ”

Lose a contract with Dumont! It's like getting the resume folder out of the folder again and putting the house up for sale. Emotional chaos  - Too soft description of Bill's current status. Feelings overwhelm him, his heart is ready to jump out of his chest, but he finds the strength to restrain himself and ask for a minute break. Steve agrees, and Bill calls Susan, his sales director. The only way to keep the customer is to give a big discount, at 14 cents from each device. Otherwise, Dumont will go to others.

Susan immediately connects and throws herself into the pool with her head. Bill's failure is her failure. She takes everything Bill said at face value - the same way Bill refers to the words of Steve. “Maybe he'll settle for 12 cents, Bill?” Both suggest that 14 cents is Bill's limit, but he will try to bring this figure down a bit. Both have no idea what is really going on at Dumont. They only know that they are in a world governed by the “win - win” strategy: you ask, I give - the deal is complete!

I call such negotiations built on fear and compromise. Dumont's Steve is manipulating Susan and Bill's fear of failing and losing the contract. He is rather crudely trying to manipulate their innate tendency to say yes and fear to say no. This trick is as old as the world, but it works thousands of times a day. I teach and preach a system based on the word “no,” which helps maintain the status quo in any negotiations. If Steve wants to throw 14 cents on each device, “no” on Bill’s side will simply ensure a safe position. It gives Bill the opportunity to decide on a full or partial discount or refuse it on the basis of not momentary emotions, but an analysis of the facts obtained in the process of successful work.

The book, How to Achieve Yes, or Negotiating Without Defeat (Getting to Yes), and a host of similar publications promoting concessions, endorsed the subconscious desire to say yes. Such an aspiration, at the very least, knocks your way from under your feet, gives rise to vague assumptions and fear, while the willingness to say no releases and protects you, relieving emotional stress in negotiations. It provides a reliable framework within which you can conduct the most effective course.

To see how this happens, let's look at Bill's situation again. If Bill uses the no principle, Steve’s stunning announcement of 14 cents will not be able to unsettle him, as Bill does not react emotionally, but systematically. By carefully analyzing the goals and objectives of Midwest Widgets, Bill will realize that his company’s management is unlikely to support the proposal for a significant concession just because someone asked for it. Then, armed with this idea, Bill will make Steve and Dumont turn around.

Bill asks Steve several questions, each of which aims to create Steve representation  what Dumont really means is a change of supplier. What have we done wrong, Steve? How many times has Dumont encountered Midwest device crashes on line? Is Dumont ready to take the risk of adopting a new, unverified device? Bill asks these questions in a certain way, listens carefully to the answers, makes notes in a notebook. Of course, he knows the real answers: how often problems occur in Midwest devices, the degree of risk that Dumont can take, the quality and price of competitors' devices.

In other words, Bill does not agree to a large price discount, but at the same time puts negotiations on a solid foundation. Like many businessmen, he is afraid that, having heard the refusal, Steve will simply slam the door, but, believe me, he will not. After all, Midwest remained a Dumont supplier for seven years, not without good reason. As a result, Bill and Midwest may make price concessions, or they may not. In any case, the decision will not be based on emotions and assumptions, but on verified information and a new understanding by Steve of all the real consequences of changing the supplier for his company. It is possible that such an understanding will provide not a discount, but increase  prices. I have repeatedly witnessed such metamorphoses.

Thus, the no principle guides Bill's actions and protects him. The same thing will happen to you. At every step - in your personal life and at work - you conclude all kinds of agreements. That means you negotiate.  And any agreements affect your life no less than anything else. In fact, they control it. Whole life. But which of us participates in such negotiations, fully realizing what he is doing? Almost nobody. Often such a frivolous attitude gets away with, or we think so. Sometimes we don’t even realize that we are in the process of negotiations, not to mention preparing for them. Until it's too late. How many times did you panic after making a rash decision or concluding an agreement that you didn’t even think about and the consequences of which you cannot evaluate? Show me a person who would be able to stay calm when negotiations get completely out of control: what is going on here, what should I do now?

For example, my friend Ralph. He is a real estate developer who has invested all his wealth in a project in California. In this region, the public attaches great importance to environmental protection. Ralph had problems with the local council, which was very difficult to resist, and it seemed impossible to Ralph. While we enjoyed cocktails and sunset on the veranda, he threw out his fears at me about a group of people trying to push him out of business.

“So what do they want from you, Ralph?”

“Spoil my life.” They want to survive me from the valley.

“No, really, what do they want?”

“What do you mean, Jim?”

- Negotiations. What do they want to achieve as a result? What drives them?

My friend silently digested the question, suddenly realizing that he had no idea what they want. He began to make absurd assumptions one after another. I listened to him for a few minutes, then went into the house and brought out a sheet of paper. We began to draw up an action plan. What were the long-term goals, current goals and commitments of the Ralph project? What problems need to be considered and overcome? What hopes could the local community have for this development? What were the demands of their side?

Ralph knew what he personally needed from these negotiations. But he had no idea what they wanted. they are  - local council. He had neither a scheme for overcoming a difficult situation, nor an idea guiding work, nor a plan for making and securing his decisions. He never presented negotiations as a sequence of decisions. On the contrary, the whole process was driven by his emotions - fears and some fear. Ralph's head was overloaded with unfounded assumptions. His "crystal ball" was clouded, worse than the lack of a ball. It is not surprising that he immediately became confused and with horror thought about the next meeting with this advice.

Ralph realized that he was able to negotiate on the basis of decisions made and use the word “no” to his advantage, and conducted them with a great deal of self-confidence and skill. As a result, its development to the general satisfaction was completed on time. The purpose of my book is to expose my concept, the one whose action I demonstrated to Ralph 20 years ago. And still continue to share my findings with clients. Negotiations are always negotiations, regardless of their subject:

The conclusion of the billionth transaction, which decides the fate of the business;

Submission to the chief of the application for promotion;

University entrance;

Settlement of a dispute with a pool building contractor (or homeowner);

Trying to put the baby to sleep;

Getting summer seasonal work or first job placement;

Behavior of the child at school.

My system allows you to discuss any issues. No more unfounded hopes and hopes. No fear and panic. You will always understand what your true situation is and what to do next. No guesswork or unnecessary concessions. No meaningless answers and suggestions that you immediately regret. You will learn to look at any conflict or discussion with another person as negotiations that you can manage through planning and making informed decisions.

Chaos not should be neither at work, nor at home. There is a more comfortable way of being. My “no” system is a set of clear principles and practical actions that you will follow step by step. It is intended for parents and children, entrepreneurs, professional corporate negotiators, company leaders, teachers, realtors, bankers, politicians, diplomats, carpenters.

"No . Best Negotiation Strategy »Jim Camp

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Title: "No." Best Negotiation Strategy
  Posted by: Jim Camp
  Year: 2007
  Genre: Management, Recruitment, Marketing, PR, Advertising, Foreign Business Literature, Social Psychology, Foreign Psychology

About the book "No." Best Negotiation Strategy »Jim Camp

The book "No." The best negotiating strategy ”by Jim Camp came out in 2007 and literally a few weeks later it firmly took its rightful place among the best sellers. And this is not surprising, because this work has not only theoretical, but also practical value. For example, this book was recommended for reading by designer Artemy Lebedev and PR specialist Philipp Gurov. In addition, the Camp system is used by the Design Bureau of Artyom Gorbunov.

Such practicality is explained by the fact that the author of the work is primarily a businessman, and only then a writer. So, Jim Camp is the president of Camp Negotiation Systems. Moreover, the author of the work annually concludes transactions totaling more than $ 100 billion.

His negotiation system literally turned the world around. She offers to take a fresh look at the client, evaluate the principles and schemes of manipulation, and, most importantly, learn to refuse unprofitable deals.

Quite often, businessmen are faced with a situation where the client, under the threat of breaking the contract, insists on concluding a deal that is not beneficial for the entrepreneur. And at this point, Camp strongly recommends simply saying “No.” This short and familiar word from childhood helps to stop fruitless discussions, discard false assumptions and avoid unnecessary compromises. This book will teach you to conduct tough, but at the same time quite effective negotiations.

This work explains that saying “No” is correct, but answering “Yes” or “Maybe” is a bad habit, which often leads to losses. From the book "No." The best negotiation strategy ”you will learn how to stop controlling the negotiation process, which is independent of you and pay attention to important factors, for example, your own behavior; how to behave at the negotiating table: how to guide the opponent, and also to avoid his manipulations; how to confront a strong opponent.

In addition, this book is useful to people who are in search of work. She will tell you how to end a useless search and find the position of your dreams. So, Jim Camp in the work "No." The best negotiation strategy ”recommends, first of all, getting rid of negative emotions. Next, you should raise your own self-esteem and become more confident in yourself, and during the interview do not be shy and honestly talk about the reason for leaving your previous job.

On our site about books, you can download the site for free without registration or read Jim Camp's online book “No.” Best Negotiation Strategy ”in epub, fb2, txt, rtf, pdf for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and true reading pleasure. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For beginning writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you yourself can try your hand at literary mastery.

Download for free Jim Camp's No. Best Negotiation Strategy

(Fragment)

© James R. Camp, 2007

© Edition in Russian, translation into Russian.

LLC Publishing House Good Book, 2008

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use without the written permission of the copyright holder.

To my children

Jim and Cynthia, Scott and Meredith,

Todd, Brian and Christie

Introduction
The best word in English

The best word in English should be yes. You give pleasure to another person. You satisfy the request. You complete a task, close a deal. Everyone is happy, champagne corks fly to the ceiling. Accordingly, the word “no” should be the worst. It strokes against the coat. It implies refusal and intransigence. It ends negotiations in full swing. This is a professional killer.

So the whole world believes, built on compromises and assumptions. In fact, this way of thinking should be radically changed. In the negotiation process, the worst word is yes. It gives out fear of defeat, fear of missing a deal, forcing you to please your opponent, running ahead, instantly agreeing to make concessions, and striving to get a deal at any cost. The best  the word in this situation is no. It is him that you must be prepared to pronounce, and hear.  “No” provides freedom and protection.

Take, for example, Bill, a successful Midwest Widgets sales representative who runs orders for Dumont. The companies have been cooperating for seven years. It would seem that nothing portends a major change. Midwest manufactures quality devices and sells them at a fair price. However, an almost formal commercial visit to Dumont suddenly takes a menacing turn. Steve, the new purchasing agent, shocked Bill with the following statement: “Sorry, but we decided to change the device supplier. I’m tired of the arrogance of Midwest, so I decided to choose one of your three competitors who have been hiding our thresholds for several years to get at least some kind of deal. ”

Like most sales managers, Bill immediately realizes that Dumont is simply trying to manipulate it in the hope of a discount. However, he believes that the only remedy in this situation is to immediately surrender and compromise. Drop the price - save the business. Bill makes feverish mental calculations. What is the minimum discount that can save a contract with Dumont? What is the maximum discount that can cost him a job? Almost instinctively, he asks Steve what the price of the device should be in order to maintain a customer relationship. Steve hardly restrains his glee - how simple it all turned out: Bill did exactly what they wanted from him. Steve replies: “I appreciate your willingness to conclude a better deal with us, but I doubt that you can conduct business at any price. However, if you drop 14 cents from each device, I’m ready to put a word on the committee for you. ”

Lose a contract with Dumont! It's like getting the resume folder out of the folder again and putting the house up for sale. Emotional chaos  - Too soft description of Bill's current status. Feelings overwhelm him, his heart is ready to jump out of his chest, but he finds the strength to restrain himself and ask for a minute break. Steve agrees, and Bill calls Susan, his sales director. The only way to keep the customer is to give a big discount, at 14 cents from each device. Otherwise, Dumont will go to others.

Susan immediately connects and throws herself into the pool with her head. Bill's failure is her failure. She takes everything Bill said at face value - the same way Bill refers to the words of Steve. “Maybe he'll settle for 12 cents, Bill?” Both suggest that 14 cents is Bill's limit, but he will try to bring this figure down a bit. Both have no idea what is really going on at Dumont. They only know that they are in a world governed by the “win - win” strategy: you ask, I give - the deal is complete!

I call such negotiations built on fear and compromise. Dumont's Steve is manipulating Susan and Bill's fear of failing and losing the contract. He is rather crudely trying to manipulate their innate tendency to say yes and fear to say no. This trick is as old as the world, but it works thousands of times a day. I teach and preach a system based on the word “no,” which helps maintain the status quo in any negotiations. If Steve wants to throw 14 cents on each device, “no” on Bill’s side will simply ensure a safe position. It gives Bill the opportunity to decide on a full or partial discount or refuse it on the basis of not momentary emotions, but an analysis of the facts obtained in the process of successful work.

The book, How to Achieve Yes, or Negotiating Without Defeat (Getting to Yes), and a host of similar publications promoting concessions, endorsed the subconscious desire to say yes. Such an aspiration, at the very least, knocks your way from under your feet, gives rise to vague assumptions and fear, while the willingness to say no releases and protects you, relieving emotional stress in negotiations. It provides a reliable framework within which you can conduct the most effective course.

To see how this happens, let's look at Bill's situation again. If Bill uses the no principle, Steve’s stunning announcement of 14 cents will not be able to unsettle him, as Bill does not react emotionally, but systematically. By carefully analyzing the goals and objectives of Midwest Widgets, Bill will realize that his company’s management is unlikely to support the proposal for a significant concession just because someone asked for it. Then, armed with this idea, Bill will make Steve and Dumont turn around.

Bill asks Steve several questions, each of which aims to create Steve representation  what Dumont really means is a change of supplier. What have we done wrong, Steve? How many times has Dumont encountered Midwest device crashes on line? Is Dumont ready to take the risk of adopting a new, unverified device? Bill asks these questions in a certain way, listens carefully to the answers, makes notes in a notebook. Of course, he knows the real answers: how often problems occur in Midwest devices, the degree of risk that Dumont can take, the quality and price of competitors' devices.

In other words, Bill does not agree to a large price discount, but at the same time puts negotiations on a solid foundation. Like many businessmen, he is afraid that, having heard the refusal, Steve will simply slam the door, but, believe me, he will not. After all, Midwest remained a Dumont supplier for seven years, not without good reason. As a result, Bill and Midwest may make price concessions, or they may not. In any case, the decision will not be based on emotions and assumptions, but on verified information and a new understanding by Steve of all the real consequences of changing the supplier for his company. It is possible that such an understanding will provide not a discount, but increase  prices. I have repeatedly witnessed such metamorphoses.

Thus, the no principle guides Bill's actions and protects him. The same thing will happen to you. At every step - in your personal life and at work - you conclude all kinds of agreements. That means you negotiate.  And any agreements affect your life no less than anything else. In fact, they control it. Whole life. But which of us participates in such negotiations, fully realizing what he is doing? Almost nobody. Often such a frivolous attitude gets away with, or we think so. Sometimes we don’t even realize that we are in the process of negotiations, not to mention preparing for them. Until it's too late. How many times did you panic after making a rash decision or concluding an agreement that you didn’t even think about and the consequences of which you cannot evaluate? Show me a person who would be able to stay calm when negotiations get completely out of control: what is going on here, what should I do now?

For example, my friend Ralph. He is a real estate developer who has invested all his wealth in a project in California. In this region, the public attaches great importance to environmental protection. Ralph had problems with the local council, which was very difficult to resist, and it seemed impossible to Ralph. While we enjoyed cocktails and sunset on the veranda, he threw out his fears at me about a group of people trying to push him out of business.

“So what do they want from you, Ralph?”

“Spoil my life.” They want to survive me from the valley.

“No, really, what do they want?”

“What do you mean, Jim?”

- Negotiations. What do they want to achieve as a result? What drives them?

My friend silently digested the question, suddenly realizing that he had no idea what they want. He began to make absurd assumptions one after another. I listened to him for a few minutes, then went into the house and brought out a sheet of paper. We began to draw up an action plan. What were the long-term goals, current goals and commitments of the Ralph project? What problems need to be considered and overcome? What hopes could the local community have for this development? What were the demands of their side?

Ralph knew what he personally needed from these negotiations. But he had no idea what they wanted. they are  - local council. He had neither a scheme for overcoming a difficult situation, nor an idea guiding work, nor a plan for making and securing his decisions. He never presented negotiations as a sequence of decisions. On the contrary, the whole process was driven by his emotions - fears and some fear. Ralph's head was overloaded with unfounded assumptions. His "crystal ball" was clouded, worse than the lack of a ball. It is not surprising that he immediately became confused and with horror thought about the next meeting with this advice.

Ralph realized that he was able to negotiate on the basis of decisions made and use the word “no” to his advantage, and conducted them with a great deal of self-confidence and skill. As a result, its development to the general satisfaction was completed on time. The purpose of my book is to expose my concept, the one whose action I demonstrated to Ralph 20 years ago. And still continue to share my findings with clients. Negotiations are always negotiations, regardless of their subject:

The conclusion of the billionth transaction, which decides the fate of the business;

Submission to the chief of the application for promotion;

University entrance;

Settlement of a dispute with a pool building contractor (or homeowner);

Trying to put the baby to sleep;

Getting summer seasonal work or first job placement;

Behavior of the child at school.

My system allows you to discuss any issues. No more unfounded hopes and hopes. No fear and panic. You will always understand what your true situation is and what to do next. No guesswork or unnecessary concessions. No meaningless answers and suggestions that you immediately regret. You will learn to look at any conflict or discussion with another person as negotiations that you can manage through planning and making informed decisions.

Chaos not should be neither at work, nor at home. There is a more comfortable way of being. My “no” system is a set of clear principles and practical actions that you will follow step by step. It is intended for parents and children, entrepreneurs, professional corporate negotiators, company leaders, teachers, realtors, bankers, politicians, diplomats, carpenters.

I want you to look at the negotiations from a different perspective - fundamentally different - and see this process not as a chore or a nightmare, but as a task, the process of solving which will give you pleasure. The “no” system allows a lot of control over the result. You won’t be amazed anymore: what is going on, what should I do now?  It will forever be a thing of the past. You are safe now. Your rear is protected.

* * *

In order to realize the power of the word “no,” you must understand that “no” rejects the “concession - assumption” paradigm that dominates the negotiation process today. If this made you grimace (after all, who don’t want to be on the “path to agreement”), read at least a few more pages. The no system is not a way of total denial. It gives rise to a completely different negotiation paradigm, which gives your life and work common sense, brings an intellectual component.

If you are a supporter of the obligatory compromise and endless assumptions, many business people (including me) will be happy to invite you to dinner every day. They all have strategies developed at the highest level, sole purpose  which is the use of the weaknesses of your thinking, that is, constant readiness for compromise and assumptions. I want you to know that with the help of such tactics and strategies they easily achieve their goal, turning their negotiating opponents and their business into minced meat on a daily basis. Think of Steve and Dumont. I want you to switch roles with these people. The "no" system will give you a decisive advantage over Steve tactics and any other negotiation strategies. In the book I give real stories of my clients who have used my system and have achieved tremendous success. First-hand you will learn about the colossal daily effect of the word "no."

For a change, I sometimes explain my “no” system by the example of how my granddaughter Lily talks with her mother every night about going to bed. I witnessed a three-year-old girl telling her mother “no” five times in a row and as a result I got what I wanted. Of course, Lily was not afraid to say or hear no, she just continued the negotiation process. Persistence is essential to the success of denial.

If you have children, you know that every child hears “no” at the beginning but not in end of negotiations. An adult is accustomed and educated to be afraid of this word, therefore, when working with clients and the audience, I have to gradually and carefully prove that in practice a polite "no", pronounced, listened calmly, and also provocative, is of great importance in the negotiation process. In fact, if you encourage the other side to say no, you can eliminate any barriers and establish a mutually beneficial dialogue. Allowing someone to say no, we let off steam, reduce the intensity of emotions. But since we are talking about children, let's assume that you are a parent and you have been called to school to report your child’s lack of composure and respect for elders. Storm clouds gather, the conversation promises to be difficult. You have already talked with Johnny and developed a plan on how to solve the problem and help the boy get on the right path. You came to school, hoping for the sympathy of the teacher. These negotiations are simple and straightforward, so you need to start the conversation with the fact that you have your own action plan, but you do not mind if the teacher does not agree with any of your considerations. You want the teacher to easily say no. It’s best to explain at the first opportunity: “Mrs. Jones, I noticed that Johnny became restless, so I made a plan to overcome the problems that he could create with his behavior. If you disagree with me about something, I will be happy to hear your objections and ideas. So, I got the opinion that ... "

Such an explicit request to object and disagree allows the teacher to relax, feel more natural and, if necessary, present you a real picture of what is happening. But you should make such a proposal consciously and informally, since, most likely, you do not know at all what is really going on at school.

If you are a teacher, you can start the conversation like this: “Mr. Smith, I do not know you very well personally. But I know Johnny. He is a good boy, but some of his actions make me puzzled. May I ask a few questions in this regard? Please correct me if I make a mistake. " This is a slightly more veiled invitation to say no, but the teacher should also be honest with him. For the parent and the teacher, a simple “no” can be a liberation. Barriers immediately disappear, allowing you to join forces to solve the problem.

But back to business. Suppose your company is bogged down in a bonded contract in which a negotiator who has been out of business for a long time has involved you. Under this contract, you lose money on every delivery. Something needs to be sacrificed. A likely strategy is to call “at the very top” of the partner company and frankly say: “We made a huge mistake in those negotiations. You probably understood that already. I understood only now. We cannot continue to work under the same conditions. How can we resolve this situation? When can we meet to discuss everything? ”

Many are embarrassed to make such a call, some will be amazed at the idea itself, but in fact this is the safest thing that can be done in this situation. This is just an honest statement of fact. We cannot go further along the destructive road that the former employee took us to, but we can solve the problem. Let's discuss it.  And you know what? The partner company will gladly meet you. Why? On their part, the most effective solution will be to keep you as a partner.

I emphasize the possibilities of the word “no” to draw your attention to the fact that effective negotiations are, first of all, making effective decisions.  “No” defines a new way of thinking that generates such decisions in any negotiations. Armed with this principle, you will be prepared for a conversation with a teacher, and for discussing supplies on which you lose money.

I want you to learn right away: “no” has nothing to do with intransigence. Quite the contrary. Everything is based on openness and honesty. The invitation to say no demonstrates to those sitting at the negotiating table that there are adults here who can think rationally. Let's slow down the process a bit. Let's get rid of the fear of defeat. “No” allows all participants to forget about the need to always be right, the smartest, the strongest, the most decisive. This word protects you from hasty and, even worse, unsuccessful decisions made because of the desire to feel safe and like the other side. The word "no" says to all participants: let's part with a mindset based on agreement; relax i'm not going to rob you and you are not going to rob me.

If it’s hard for you to believe that the “no” system breaks down barriers and lowers the emotional level, do me a favor - check it out for yourself. Lay down this page and do not read further until you receive or create the opportunity to put “no” to the simplest test - at home, in the office, at school, in the church, anywhere. Someone will ask you to do something or agree on something, or you yourself will ask someone to do something or agree with you about something. Create the most harmless everyday situation, for example in a behind-the-scenes conversation with a colleague: “Oh, Jane, I can’t do it, tell me ...” or “Jane, if you don’t like my offer, just say no.” I will not be offended. Truth. I can handle it myself. Just say no. ”

You immediately will feel  result. Such a polite “no” cannot offend a person. On the contrary, it eliminates embarrassment. It involves adult behavior (even by children). It paves the way for effective solutions. After so many years of teaching clients all kinds of negotiation strategies, I never cease to be amazed at the almost magical power of the word "no." The word you have been taught to fear can forever change your negotiation practice.

“No” requires a single and indestructible goal and mission. This is a generally accepted idea in the world of business, but in the “no” system the goal and mission take on a different meaning. They do not apply to you, but to him  - to the other side.

In addition, the “no” system makes you aware of the danger of feeling needy. In other words, you not  you need this deal, because the thought of the need to receive anything invariably leads to a vain concession. “No” can change you for the better as a negotiator overnight.

What do you like more: effective solutions or seething emotions, right questions or vague assumptions and expectations, concentration of efforts on controlled actions or pursuit of unpredictable results?

Getting what you want is as easy as saying no.

* * *

Long before becoming a professional negotiating trainer, I was a pilot, first military, then civilian. It was this profession that taught me to use a systems approach. Especially when it comes to the implementation and control of complex actions. Without a system, safe flight is impossible - this is an undeniable fact. Surely you have ever looked into the cockpit of a civilian aircraft (and who didn’t?) And you saw that the pilots are checking the obligatory checklists printed on plastic cards. So they control and maintain the system. (If you ever get on board a private jet and pilot before starting the engines not  pass the checklist, you can immediately unload. Seriously. Better to move around on your own.)

A few years ago, a Cleveland lawyer who independently studied negotiation strategies and tactics read my first book, “Start with No,” and sent it to his daughter, a student at the Notre Dame Law School. She liked the book, and she signed up for one of my programs, where our coach worked with her to argue her position and prepared her for negotiations on an internship at the White House. A key component of the preparation was a control plan for a crucial interview in Washington. On the decisive day, she arrived at the place, used the control plan and immediately got a job. I was not surprised. This and hundreds of similar stories explain why I still use checklists as carefully as when I was a pilot.

Negotiations are a complex process. Many events take place on them. Thanks to the checklists, the situation can be controlled. They provide many benefits, such as freedom of thought. I will use such sheets in my book and teach you how to use them in negotiations. In the last chapter, I will introduce you to the short form of the checklist and journal that my clients use to manage the negotiation process around the world.

Another key element of this book is practical tests, test drives of the basic principles and actions. I have already suggested that you try the word “no” in the simplest situation of informal communication in the office. This was a practical test. There will be others - quick elementary methods of action in fairly safe situations. I’m not afraid that you will be the victim of a disaster in the negotiations. You may get a dent on the bumper, but you will understand that the word “no” works for you in the same way as certain types of questions and special action plans.

As a result, I can not only change your attitude towards the negotiation process (no to the word “yes”, yes to the word “no”), but I will also arm you with technology, methods and specific tools for the practical implementation of all that you have learned. This system is effective for everyone:  students, businessmen, professionals, parents, children, homeowners, landowners, tenants, employees, employers, debtors, creditors, buyers, sellers - for everyone who is negotiating on any issues.

JIM  Camp author   best seller"At first   tell me   "no "& raquo
NO * [best   strategy   reference   negotiations] *   unique system of preparation, planning and negotiation,with the help of which transactions totaling more than $ 100 billion are concluded annuallyContent

IntroductionThe best   word   at   in English   the language

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