Common Outlook Consulting Inc. New Perspectives
November 2015 - Issue # 15-11
Founder's Message

People respect people who know how to negotiate - and who know how to form great relationships while doing it - people who understand the dynamics of give and take... people who know how to keep the long term in mind.

I'm not talking about hard-hitters, bullies, and eat-your-dust negotiators. I'm talking about true winners... about the kind of people we can all look up to. I'm talking about problem-solvers who are able to negotiate agreements that actually get implemented successfully.

The following article shows you how you can become a problem-solving, winning negotiator. It also includes a bunch of great tips at the end - the confidence-inducing power-stance one is terrific.

You and I won't always get what we want in a negotiation, but sometimes, as the article points out, that can be a good thing. And sometimes a negotiation will go off the rails even though you've done and said all the right things. And that's okay, too, because nobody succeeds every time.

When it gets down to it, all that really matters is giving it your best. And last month's article on how to prepare for a negotiation, plus this month's article will help you do that.


"The art of negotiation is finding the optimal intersection of
mutual need."
~ Richard Pascal


Treat your negotiations as puzzles to solve instead of
battles to win.


Coming Up  
So, you've finished your negotiation. How well did you do?  Dive into December's Newsletter for some words of wisdom on how to assess your performance.



Going into a negotiation knowing what you want is good... right? Well, not if you're fixated on it; not if you are absolutely set on getting that one concession; that one demand; that one thing you, or more likely, your boss so dearly desires.

Because when we're absorbed in the blindness of 'wanting', we humans don't seem to consider the cost of having to actually live with that want, and we forget that we might be shooting ourselves in the foot by putting an unattainable stake in the ground right at the beginning of the negotiation.
 Read more 


Peter Hiddema


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