Negotiation Role-Playing Exercises

"I have a bone to pick with you." That's how I opened a recent conversation with an executive. Spoiler: It didn't land well. 🫠 (𝘐’𝘮 𝘴𝘸𝘦𝘢𝘵𝘪𝘯𝘨 𝘴𝘩𝘢𝘳𝘪𝘯𝘨 𝘵𝘩𝘪𝘴 𝘰𝘯 𝘓𝘪𝘯𝘬𝘦𝘥𝘐𝘯, 𝘣𝘶𝘵 𝘐 𝘣𝘦𝘭𝘪𝘦𝘷𝘦 𝘪𝘯 𝘯𝘰𝘳𝘮𝘢𝘭𝘪𝘻𝘪𝘯𝘨 𝘮𝘪𝘴𝘵𝘢𝘬𝘦𝘴, 𝘴𝘰 𝘩𝘦𝘳𝘦 𝘪𝘵 𝘨𝘰𝘦𝘴.) I came in with a strong point of view, ready to advocate for my position. It was in opposition to a decision she made but that could still be changed. "She'll appreciate that I have conviction!" I thought confidently. But instead of sparking a productive debate, I miscalculated. The executive gently stopped me. She offered advice I'll never forget and have been thinking about days since: "Consider the context around how I made this decision." In that moment, I realized I'd skipped a crucial step: curiosity before challenge. Here's what I learned about challenging up, why my approach was all wrong, and what you can learn from my mistake. This advice is great if you're a current or aspiring #chiefofstaff but also applicable to anyone working to improve their persuasion skills. 1️⃣ 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝘂𝗿𝗶𝗼𝘀𝗶𝘁𝘆 𝗯𝗲𝗳𝗼𝗿𝗲 𝗰𝗼𝗻𝘃𝗶𝗰𝘁𝗶𝗼𝗻. Instead of jumping in with a firm stance, start with, "I'm curious how you landed on this decision." This simple shift creates space for dialogue. It might even change your perspective before you voice your challenge. (In my case, as soon as I had more context, I changed my tune. If only I had led with curiosity...) 2️⃣ 𝗞𝗻𝗼𝘄 𝘄𝗵𝗲𝗻 𝘁𝗼 𝗯𝗿𝗶𝗻𝗴 𝗮𝗻 𝗶𝗻𝗳𝗼𝗿𝗺𝗲𝗱 𝗼𝗽𝗶𝗻𝗶𝗼𝗻 𝘃𝘀. 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝗣𝗢𝗩. Here's how I think about the difference: An informed opinion means you've thought critically but remain open to learning; a strong point of view (POV) usually means you've already decided the best course of action and are looking for buy-in. Generally, if the decision is in your domain/area of expertise, it's good to have your recommendation (POV) ready. For broader strategic decisions, almost always seek to understand first. 3️⃣ 𝗙𝗿𝗮𝗺𝗶𝗻𝗴 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 — 𝗮 𝗹𝗼𝘁. Compare "I disagree with this approach" to "Here's something I've been thinking about. Could I share my perspective?" Both convey your conviction, but one does it WAY more effectively. The former shuts down dialogue; the latter invites discussion. This experience taught me an important truth: The most effective persuaders aren't just those with strong convictions. They're the ones who master the dance between inquiry and advocacy. 💃 And even in an AI-driven world, persuading other humans will continue to be an in-demand skill. Whether you're early in your career or sitting at the executive table, understanding this balance can transform how your points are received. It might even change some strong opinions you thought you had. It did for me. (𝘛𝘩𝘪𝘴 𝘱𝘰𝘴𝘵 𝘸𝘢𝘴 𝘸𝘳𝘪𝘵𝘵𝘦𝘯 𝘣𝘺 𝘢𝘯 𝘰𝘷𝘦𝘳𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘩𝘶𝘮𝘢𝘯, 𝘯𝘰𝘵 𝘈𝘐.)

Persuasion isn’t about being right. It’s about making others see value the way you do. Great leaders don’t force decisions - they inspire alignment. If you want to turn resistance into support, here are 8 proven strategies for mastering the art of persuasion: 1️⃣ Embrace Carnegie’s Way The timeless principles of influence: ↳ Show genuine interest in others. ↳ Avoid criticism - focus on solutions instead. ↳ Make people feel important. 2️⃣ Follow Monroe’s Sequence Use this 5-step method to persuade effectively: 1. Attention: Capture their interest immediately. 2. Need: Address their challenges. 3. Satisfaction: Provide a compelling solution. 4. Visualisation: Show them the outcome. 5. Action: Make the next step easy and clear. 3️⃣ Build a Trust Triangle Trust is built through: ↳ Promises: Keep your word. ↳ Expertise: Share your proven results. ↳ Authenticity: Show up as your real self. 4️⃣ Use the Mirror Method Create instant rapport by mirroring others’ energy, tone, and behaviour. People are naturally drawn to those who reflect their own style. 5️⃣ Master the Science of Influence Use 6 key triggers to build trust and influence: 1. Reciprocity: Give before you ask. 2. Scarcity: Highlight urgency and what’s at stake. 3. Authority: Let your expertise speak for itself. 4. Consistency: Align your message with shared values. 5. Liking: Build genuine rapport. 6. Social Proof: Show how others are already on board. 6️⃣ Develop a Network Strategy Organise your relationships into three tiers: ↳ Power 25: Your closest, high-impact connections. ↳ Key 150: Broader influential network. ↳ Outer Network: The wider circle you can call on when needed. Start by focusing on strengthening your core group. 7️⃣ Incorporate the Aristotelian Triad Balance Credibility, Emotion, and Logic in your messaging. A persuasive argument speaks to the head and the heart. 8️⃣ Apply the Stakeholder Matrix Map out the people who hold the most power and influence in your network. Prioritise your efforts to connect with those who can have the biggest impact on your goals. When you apply these 8 techniques, persuasion stops being about “winning” and becomes about building trust, creating connection, and alignment. -> Who’s the most persuasive person you know? What’s their secret? ♻ Share this with your network to help them master persuasion. ➕ Follow me, Jen Blandos, for actionable daily insights on business, entrepreneurship, and workplace well-being.

Negotiation isn’t about price – it’s about psychology. Here are 20 ways to win the mind game.👇 Negotiation isn't just for sales teams and boardrooms. It's a core leadership skill. Let’s break down 20 of the most effective strategies: 1 - Rapport before requests ↳ People say yes more easily when they like and trust you. 2 - Focus on conditions, not just price ↳ Often, success hinges on timelines, guarantees, or scope. 3 - When talks stall, change approach ↳ Don’t push harder. Instead, switch frameworks, ask a new question, or change who’s at the table. 4 - Anchor first, then move in small steps ↳ Setting the first number shapes the entire range, and each small move signals your limits. 5 - Slow the pace. Rushed talks = bad deals ↳ Time pressure leads to mistakes; calm, deliberate negotiation leads to clarity and strength. 6 - When someone asks for a discount, ask “why?” ↳ Sometimes asking for a discount is just a reflex. If your price is fair, stick to your guns. 7 - Listen first: Make the first minutes about them ↳ Understanding their needs gives you leverage and makes them feel heard. 8 - Act like the customer - even when you’re selling ↳ This flips the power balance between buyer and seller. 9 - BATNA (Best alternative to negotiated agreement) ↳ Knowing your best alternative gives you confidence and keeps you from accepting a bad deal. 10 - At the start, agree on a common goal and timeline ↳ Alignment on outcomes avoids confusion and sets a collaborative tone. 11 - Use silence as a tool. Say your point, then let it land ↳ Once you made your offer, stop talking and let the other side respond. 12 - Mirror their last few words. “Pressure around timing?” ↳ Mirroring builds instant rapport and often reveals useful information. 13 - Set the agenda. It’s a quiet way to shape the outcome ↳ Framing the discussion gives you early control and clarifies expectations. 14 - Bring multiple offers to the table. Optionality = leverage ↳ Create three variations of your core offer to segment customers. 15 - Frame your offer as an investment with return, not a cost ↳ ROI beats expense every time. 16 - Write down the agreement. If it’s not on paper, it’s not real ↳ Documentation creates accountability. 17 - Use strategic reciprocity. Give to get. But give deliberately ↳ Give something they value, but do it with intention—never randomly. 18 - Clarify language. “What do you mean by premium service?” ↳ Vague terms lead to mismatched expectations - ask for precise definitions. 19 - Ask at the beginning: “What’s the biggest obstacle you see?” ↳ Uncover objections early, before they derail the process later. 20 - Find out what’s important to them. It may not be the price ↳ Sometimes it’s speed, status, security, or support—ask, don’t assume. 🧭 What's your favorite negotiation tactic? ♻️ Repost to help someone and follow me Oliver Aust for daily strategies to communicate like the top 1% of CEOs.

“I Don’t Think We Can Afford You.” That’s what the CEO said after I delivered a pitch to train their leadership team. I smiled and said, “Fair. But can I ask—what’s the cost of having untrained leaders make one wrong decision?” Pause. The energy shifted. I didn’t argue. I asked. I didn’t push. I anchored. Negotiation isn’t about winning. It’s about understanding leverage, timing, and psychology. Here’s what worked in that moment: 1. Anchoring: I reframed the cost—not of hiring me, but of not hiring me. 2. Scarcity: I gently mentioned my limited slots (truthfully)—people pay more for what’s rare. 3. Mirroring: I used their language and pace to build rapport. 4. Reciprocity: I offered a one-time bonus masterclass if they signed that week—value first. 5. Loss Aversion: Humans are wired to avoid loss more than they are to chase gain. I let that psychology speak for me. We closed. Full fee. No discount. 6-month retainer. Negotiation is not about being louder. It’s about being smarter, calmer, and more psychologically aware. Train your voice. Train your presence. And most importantly—train your mind. #NegotiationSkills #ExecutivePresence #SoftSkills #CommunicationCoach #Psychology #LeadershipDevelopment #CorporateTraining #LinkedInInfluencer

Surprising Your Counterpart with Collaborative Negotiation Imagine beginning your next negotiation with this statement: "I am here today to assist you in reducing your costs, liabilities, and risks, and to help enhance your profits. Would you be interested in my help with that?" When teaching or advising on collaborative negotiation, one question frequently arises: "Can you really say that?" The answer is a resounding yes, and here's why. Opening a negotiation with an offer to assist the other party in reducing their costs, liabilities, and risks can indeed provoke surprise. This approach, however, is a powerful way to shift the traditional adversarial mindset to one of SMARTnership and mutual benefit. This opening not only catches the other party off guard but also sets a positive tone. It signals that you are committed to a collaborative process where both sides can win. Such a statement demonstrates confidence in your value proposition and fosters an environment of trust. By following up with: "Then I would appreciate your assistance in reducing my costs, liabilities, and risks, and helping improve my profits. Would you be willing to do so?" You reinforce the concept of reciprocity, which is foundational to successful collaborative negotiations. This two-way street approach ensures that both parties are invested in each other's success. Finally, affirming with: "So, we both agree that our goal today is to support each other in reducing costs, liabilities, and risks, while also aiding each other in enhancing our profits." This closing statement solidifies the mutual understanding and commitment, paving the way for a productive negotiation. This is the essence of SMARTnership—turning negotiation upside down. By focusing on mutual support and shared goals, we transform the traditional negotiation process into one of collaboration and mutual gain. So, the next time you're asked, "Can you really say that?" remember that such an approach not only surprises but also lays the groundwork for a stronger, more collaborative negotiation. Embrace this method and watch how it transforms your negotiation outcomes. #Negotiation #Collaboration #SMARTnership #BusinessGrowth #TrustCurrency #NegoEconomics World Commerce & Contracting BMI Executive Institute Tine Anneberg Gražvydas Jukna Jason Myrowitz Tarek Amine Ibrahim Hussain Yunus Loise Waruingi

You know when you're dealing with an angry customer and you feel like saying "calm down"? 😬 That's a pretty natural reaction, but here's why it can actually make things worse: Telling someone to calm down is like pushing them into a corner. And what do we do when we're pushed? We push back! 🔙 In my de-escalation workshops, I use a simple exercise to demonstrate this: Partner A holds up their palm Partner B pushes against it Almost every time, Partner A instinctively pushes back! That's exactly what happens when we tell customers to calm down. They push back harder, getting more emotional or demanding a manager. So what's the solution? 🤔 Instead of pushing, we need to step onto the same side of the line as our customer. Show them we're not defending the problem - we're their ally in solving it! Try these phrases instead: "We want to get to the bottom of this as much as you do." "It sounds like you've had a frustrating time." "I can see your point on that." "If I were in your shoes, I think I'd feel the same way." "I'm so glad you contacted us about this." These validate the customer's feelings and show you're on their team. It's like extending a hand instead of pushing - and you'll be amazed at how quickly it can de-escalate even the most heated situations. Have you tried any of these phrases? What's your go-to for calming angry customers? Share your experiences below! 👇

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

If there's conflict in your team, how can you resolve it without aggression or escalation? And also without people-pleasing or giving away your power as a leader? The key here is: establish psychological safety. If your first response is to blame them, their guards will go up, and they will get defensive, because they will detect a threat i.e., lack of psychological safety. That's the end of the conversation and maybe even the relationship in extreme cases. Here are some examples: What NOT to Do: Dismiss or Ignore Concerns: Example: A team member raises an issue during a meeting, but it's brushed aside by the team leader without any further discussion. Instead: Acknowledge the concern and encourage open dialogue to understand its root cause and potential impact. What NOT to Do: Blame or Shame Individuals: Example: When a mistake is made, publicly assigning blame to a specific team member. Instead: Approach errors as learning opportunities for the entire team, focusing on solutions rather than assigning fault. Give constructive feedback in private. What NOT to Do: Dominate Discussions: Example: A few outspoken team members monopolize discussions, making it difficult for others to contribute their perspectives. Instead: Facilitate balanced participation by actively encouraging quieter team members to share their thoughts and ensuring everyone has an opportunity to speak. What TO Do Instead: Encourage Open Communication: Example: Create regular opportunities for team members to share their thoughts, concerns, and feedback in a safe and non-judgmental environment, such as through regular team meetings or anonymous suggestion boxes. Model Vulnerability: Example: Leaders openly admit their own mistakes or uncertainties, demonstrating that it's acceptable to be imperfect and fostering a culture of trust and authenticity. Provide Constructive Feedback: Example: When addressing performance issues, focus on specific behaviours or outcomes rather than attacking the individual's character. Offer guidance on how to improve and support them in their development. Celebrate Diversity of Thought: Example: Encourage team members to bring diverse perspectives to the table, recognizing that differing viewpoints can lead to more robust solutions. Celebrate successes that result from collaborative efforts. Establish Clear Norms: Example: Set explicit ground rules for communication and conflict resolution within the team, emphasizing the importance of respect, active listening, and maintaining confidentiality. Did this help? Then give this post a 👍🏼

Most VCs think negotiation is about tactics. About the perfect one-liner. About playing hardball. → Wrong. Negotiation is “strategy, not spontaneity.” It’s about: - Knowing the value of what you bring to the table - Reading the room before anyone says a word - Winning trust while securing terms that matter Here’s the framework to change that: 1️⃣ Know Your BATNA (Best Alternative to a Negotiated Agreement): → Before stepping into the room, map out: - The worst deal you can accept. - Your fallback options. Why? Because the side with the best alternative always has more leverage. 2️⃣ Research Like Your Deal Depends On It (It Does): → Dive deep into: - What the other party values most (not always money). - Their constraints, needs, and goals. - Use this to frame your pitch as their solution – not a favor. 3️⃣ Start With Questions, Not Offers: → Ask, don’t assume: - What are their non-negotiables? - What challenges are they trying to solve? -Great negotiators listen more than they talk. Why? - The more you understand, the more power you have. 4️⃣ Anchor High – But Stay Flexible: → Set the tone with a strong opening offer. -But always leave room for collaboration. - A rigid stance kills deals faster than a bad offer. 5️⃣ Use Silence as a Tool: → Say your piece – then pause. - Silence creates tension and forces the other side to fill the gap. - Often, that’s where the real value lies. 6️⃣ Focus on the “Win-Win” (But Don’t Lose Sight of the Math): → It’s not just about closing the deal. → It’s about securing terms that work ‘today and 5 years from now.’ Negotiation isn’t luck. It’s a system. Thoughts? #startups #negotiation #deals #capital

No PowerPoints. No monologues. Just paper, pens, post-its, and unfiltered conversations. Apparently, team alignment matters to achieve the business targets. And alignment needs space. So, in April me along with my core team, we decided to step out of routine and take an off-site ‘strategy detour’, literally. Away from the noise, we sat together as a team… and tried to understand: What are the challenges we face? What are we doing well, but not acknowledging? What part of the work feels like “work,” and what part energizes us? What do we want to become in the coming period? Here are 4 things we did, and why they made all the difference: 🔹 SWOT, not just on paper. We asked tough questions. Which services are creating more impact? Which ones need a new lens? Then mapped out our strengths and blind spots honestly. 🔹 Role ≠ Responsibility. Everyone wrote down what they do, not just what their job title says. The gap between role and real work sparked some solid clarity. 🔹 Uncovered the challenges. We didn’t just talk about what’s working. We spoke about what’s not. No filters. Just facts. 🔹 Yearly targets. We mapped out our goals, aligned roles & definitions of “ownership,” and how success looks and feels to each one. Strategy is a serious word. But it starts with something simple: Listening. Then planning. Not the other way around. If you haven't yet (or ever) taken a 'strategy detour' with your team, then this is your sign to do so. #Entrepreneurship #BusinessStrategy #Ownership #SWOT #Targets #Goals