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. Please knowthis is a mere formality.My recommendations have not been turned downin all the years I have been here.Guess what? My deal would be the first in all his years.Now, most ofthe time they didn t flat turn down the deal the loan officer and I hadnegotiated.But the committee or the lawyers would tweak the good dealwe negotiated to make it  better.The tweaking, it may not surprise you, was never to my benefit.Theynever came back and said,  We are charging you too many points. Or, This interest rate is usurious.It must come down.No, their proposals always involved due-on-sale provisions or addi-tional collateral, or higher rates and more points.One savings-and-loancommittee even wanted a $50,000  processing fee if another entityassumed my mortgage, even if that entity were the United States government.I needed a séance to speak with the ghosts at the table! How did I dealwith this appeal-to-a-person-not-at-the-table tactic? I never found a way74 GET IT! STREET-SMART NEGOTIATION AT WORKthat was consistently successful, but one thing I said at times like thesehad a salutary effect and from time to time kept the loan committee shands off the deal we had made.I would say,  Oh, I realize in an organiza-tion this size you have to have someone reviewing what you do.You haveto have checks and balances.But you tell your good people that if theyseek to improve what we have done here, I am not going to negotiate withyou just on their  improvement. The whole deal will be back on the table,and meanwhile, though I want to do the deal with your bank, I am goingdown the street and see what First National will do.By the time I ran into the mayor and the city council on the bond issuedeal, I had some experience, so I didn t rely completely on what the mayorhad told me ( Don t worry, Lacey, we ve got the votes ).I knew there wereinterests in addition to his that I must uncover and accommodate.The county in which I proposed building this nursing home had thehighest unemployment rate in the state.Those folks needed the 100 jobs Iwas going to bring to the community.But the council members were nervousabout encumbering the city s credit by issuing more than $2 million inbonds.Instead of putting all my bets on the mayor, I spent weeks leadingup to the vote canvassing the community and generating support by hold-ing out the prospect of jobs and economic growthLESSON FROM THE STREET #26for the area and by defusing the credit issue.(Thecity s credit is typically not affected by issuingIf you don t identify theindustrial revenue bonds.) I also spent time withghosts at the table, they llcouncil members individually, but they were largelycome back to haunt you.noncommittal.As a former state senator, however, I knewsomething about what moves an elected official.The night of the meeting, I packed the hall with nearly 100 people,and, after my presentation to the mayor and council, I asked for everyonewho supported the bond issue to stand.The whole crowd stood andcheered.The bond issue resolution was passed without a dissenting voteeven though none of the council members had been present when I gotmy commitment from the mayor and none had made a commitment tome privately.We built the nursing home and the city got more than 100new jobs.PREPARE TO GET IT! 75Beware of the interests of absent parties both on your side and theother.Take these interests into account, and the ghosts at the table will notcause you fear and trembling.They ll be like Casper friendly.Where Should You Negotiate.Your Querencia or Mine?Go to Madrid in the late spring to see the bullfights.If you have not beenbefore, you may be surprised by what happens at the beginning.The bull rushes into the ring.He runs around the arena and stops.Hepaws the ground.He snorts at the crowd as it roars.His would-be tormen-tors, attired in brilliant, skin-tight costumes, have yet to get his attention.The matador s cuadrilla (assistants) shout and wave their capotes (capes)of raw silk and percale, cerise on one side and yellow on the other.Thebull may look their way but he is, for now, not interested.He couldn t careless.The crowd of 50,000 screams to approve his nonchalance.Then, the bull moves around the ring, sometimes slowly, sometimes ata trot.He may or may not approach the bullfighters the bandrillos, thepicadors, and the matador himself.Most of the time, he looks for a spot inthe big ring that, for reasons known only to him, he favors.He stays there,and that is where the drama of the fight is played out.He has found hisquerencia (place).He is comfortable there.There he will do his damage, ifany he does.There he will meet his fate.People, like the bull, prefer to conduct business, resolve conflicts, makedeals, and negotiate in a place where they are comfortable.They seek theirquerencia.Most often their querencia is their office.This is where theyspend most of their time.This is where their information, their data, is.This is where they can garner support from their allies.This is their com-fort zone, and they consider that a great advantage.Sometimes it is.Sometimes, however, much can be gained by going to the office of theother side.First, in their querencia, those on the other side can be expected to bemost relaxed and at ease.This can work very much to your advantage.76 GET IT! STREET-SMART NEGOTIATION AT WORKA relaxed person is more open to ideas, suggestions, and opposing viewsthan one who is nervous and uptight because of an unfamiliar environment.Second, if you go to their office you have a good chance to build rap-port.Are pictures of their family on display? Do they have pictures ofthemselves on the ski slopes or on the tennis court? Do they have framedcivic awards on the wall? What about diplomas? Where did they go toschool?What, if any, inference can you draw from their office about theirplace in the pecking order at the company?Also, at their office you have more control over the duration of themeeting.At your place, if they drag the conference on by raising  just onemore point and they won t leave your office, it willbe hard for you to bring matters to a close.If theyLESSON FROM THE STREET #27are particularly insistent, you either have to kickWhere should you negotiate?them out or leave your own office to bring theWhere most of the partiesmeeting to an end.are most comfortable.If you feel uncomfortable or at a disadvantageby meeting at their place of suggestion, then try tomeet where you feel comfortable or at a neutral site.Wherever the meet-ing, if you feel uncomfortable, you are at a double disadvantage: Your dis-comfort keeps you from being at your best, and, in turn, your discomfortwill make others uncomfortable.This impedes an open atmosphere forproblem solving.When Should You Negotiate.Expedite or Delay?The when of negotiating encompasses more than mere considerations ofwhat month, what day, and what time.It includes issues of pacing,sequencing, rhythm, and deadlines, and these issues have more to do withthe why and how of negotiations.It may be sufficient to say at this pointthat unless you are involved in a transaction in which it is advantageousto drag matters out because those on the other side face a deadline, IPREPARE TO GET IT! 77believe you should move to and through your nego-LESSON FROM THE STREET #28tiation with all deliberate speed.I ve never been ablacksmith, but the admonition  strike while theWhen should you negotiate?iron is hot makes a lot of sense to me.Usually the answer is  Do it now.If you have done your homework, your data isup to date, and the matter is a priority, do it now.It may seem axiomatic, but preparation is the foundation of success inpersuasion.It is almost impossible to overprepare.So give yourselfenough time, and prepare [ Pobierz caÅ‚ość w formacie PDF ]