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#Leadership : FBI Hostage Negotiation Tactics You Can Use Every Day…A 24-Year Veteran of the Bureau Shares the ‘Jedi Mind Trick’ that Works every Time.

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Where are we ordering takeout from? What new series are we going to binge watch tonight?  Everything in life is a negotiation. Sometimes, as in the aforementioned examples, the stakes are quite low. Bad results, at worst, are heartburn and boredom. But other times negotiations have much more on the line. Life and death, to be exact. These are the kinds of negotiations Chris Voss has dealt with for the better part of his professional career.

FBI Hostage Negotiation Tactics You Can Use Every Day

Voss is a 24-year veteran of the FBI, where in part he served as the burea’s lead international kidnapping negotiator. Recently Voss, now CEO of The Black Swan Group, sat down with The Science of Success Podcast with Matt Bodnar and producer Austin Fabel to share some of the amazingly effective negotiation strategies, techniques and tactics that the FBI uses in the field that can be translated to the business world. Read some of the takeaways and listen to the full episode embedded below.

Related:  FBI Director, Again, Says You Should Tape Over Your Webcam

Try the mirroring technique.

When in a negotiation it’s crucial to get as much information out of the other side as possible. Voss explains that by “mirroring” them and simply repeating three to five keywords in their last sentence, people are forced by nature to repeat themselves in a way that gives more information and clarifies their points. An example:

Person 1: To get someone to tip their hand and clarify, simply repeat the last three to five keywords in their sentence.

Person 2: You repeat the last keywords?

Person 1: Yeah, pretty crazy right? What that does is it causes me to explain my point again from a different angle, revealing more information that could be extremely valuable and also it helps you decipher my true desired outcomes and motivations.

Voss notes it feels extremely awkward when you are doing the mirroring, but insists that the other person almost never notices and actually feels listened to. Voss refers to this as the negotiation “Jedi Mind trick” as he says it works every time and no one knows you’re doing it.

Related:  Use This Green Beret Method to Find Out if Someone Is Trustworthy

 

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Why you should ask “what?” and “how?” 

Voss explains that these two interrogatives can be extremely powerful in negotiating, as they encourage the other side to keep talking, to clarify and to eventually reveal their true intentions and motives. “You’d like to settle on these terms? What is it about that this 30-day window that works for you?”

Likewise, with “how?” if someone demands $1 million in ransom, Voss’s response might be, “I understand, but I need you to take a look at the whole context here. Tell me, how am I supposed to do that?” This causes the other side to actually put themselves in your shoes. It forces them to be on your side for a moment, and in hearing them think out a plan, it can reveal hidden motivations.

Get past gatekeepers by including them.

Voss says that during hostage negotiations you’re often not speaking directly to the boss. Typically someone will be assigned to deal with law enforcement to simply give demands.

There’s a parallel in business as many times there are layers of gatekeepers, assistants and people who are not actually in charge before you get to the decisionmaker. In business and in hostage negotiations, trying to simply blow by these people is looking for trouble. If you talk down to an assistant, they’re not going to patch you through to the boss. Their inaction takes zero effort for them but provides a crushing blow to you.

Related:  7 Rules for Talking With Gatekeepers

Similarly, if you belittle the terrorist handling the phone he may freak and hang up on you. Voss recommends instead bringing them into the conversation. “How does what I’m proposing fit in with what you are trying to accomplish?” This creates a conversation and puts them in a position where they feel respected, and also feel the need to connect you to the decisionmaker.

Never lie to anyone you don’t plan to kill.

Voss says that there are long-term negative effects of lying. In a hostage negotiation, if you lie to someone, he says, you’d better kill them because if word gets out that the FBI will lie, the next group who takes hostages won’t even try to negotiate a compromise. Voss calls lying a “seductive trap.”

Related: Use This Secret Military Trick to Tell if Someone Is Lying

In any situation, it can be an easy way to get what we want right now, but if word gets out that you lie, you’ve lost all your leverage in the long run. So rather than killing someone, maybe don’t lie in the first place.

Entrepreneur.com | November 8, 2016 | ENTREPRENEUR STAFF

 

Your #Career : 20 Negotiation Tips for Getting the Salary you Want…Negotiating your Salary Can be Awkward & Challenging — & Actually Getting the Pay you Want Often seems Impossible. But it Isn’t.

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“A job interview can be stressful, especially when it comes time to talk about money,” says etiquette expert and “Poised for Success” author Jacqueline Whitmore. “However, you can get what you want and deserve — most job seekers just aren’t sure when and how to ask for it.”

Free- Counting Abacus

To master the delicate dance that is a salary negotiation, you need to be able to push without offending the hiring manager or undercutting yourself.

Here’s how the pros do it:

Research the market.

To successfully negotiate your salary, negotiation expert Kim Keating writes in “Lean In For Graduates,” you’ll need to gather information to figure out what you’re really worth. “The time you invest can pay off in a big way. And I mean that literally,” she writes.

To protect yourself against accepting too little or asking for far too much, you can turn to sites like Glassdoor and Salary.com to determine the average compensation range for someone with your level of experience and skills and in your industry or company (or a comparable one, in terms of number of employees, revenue size, and location).

“At the end of the day, a candidate has a number in mind as to what they think they’re worth,” says Eddie R. Koller III, managing director and partner at Howard-Sloan-Koller Group, a technology and media recruiting firm. “But a company has limits to what they can spend.”

 

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Set your goals in advance.

Once you know what you’re worth, decide how much you would like to make and what’s the lowest offer you’d be willing to accept.

Ivanka Trump, CEO of Ivanka Trump Collection, says knowing what you want to achieve before heading into a negotiation is “the golden rule” for negotiating — but most people ignore it.

“Without a plan, you allow the opposing party to define your goals instead of the other way around,” she writes on Motto.

Don’t talk money until the interview process is over.

If you can delay discussing pay until there’s an offer on the table, you should.

“Once they’ve decided that they have to have you, only then are you in the position to negotiate,” says Dan Martineau, president of Martineau Recruiting Technology, a firm specializing in IT executive positions.

If your interviewer tries to talk about salary early on, Martineau tells Business Insider that the best thing to do is to tell the interviewer you would like to defer a conversation about compensation until after the company has had a chance to evaluate whether you’re the right fit for them.

Open with something personal.

As previously reported on Business Insider, in an experiment where Kellogg and Stanford students negotiated by email, those who shared unrelated personal details over the course of the negotiation — hobbies, hometowns, etc. — ended up getting significantly better results than those who kept things to name, email, and the dry monetary details.

Opening up a bit sends a signal that you’re trustworthy, according to Grant, and it makes it more likely that they’ll reciprocate.

Don’t ever disclose your current salary.

Revealing your salary history has the potential to negatively affect your income for your entire career.

“I would never, ever disclose my current salary or salary history to a prospective employer, even if it means ending the interview process,” writes recruiter and “Ask the Headhunter” author, Nick Corcodilos. “That is my advice to job hunters.”

If an interviewer asks what your current salary is, Corcodilos suggests politely but firmly declining to disclose your salary history by saying something along the lines of, “I’d be glad to help you assess what I’d be worth to your business by showing you what I can do for you, but my salary is personal and confidential, just as the salaries of your own employees are.”

Liz Ryan, founder and CEO of consulting firm The Human Workplace, recommends in a post on LinkedIn answering the question indirectly by giving your target salary range instead.

“How are you ever going to increase your earnings if every time you change jobs, you get a tiny raise over what they paid you at the last place?” she asks.

Be prepared to prove your value …

Don’t be afraid to toot your own horn a little.

“Be prepared to prove your value to the employer,” says Whitmore. “Have all of your facts and figures in order. Come prepared with a list of your qualifications, accomplishments (personal and professional), how you saved your last company money or increased your company’s bottom line, and why you are the one best suited for the job.”

 

… but only provide a couple reasons for your request.

“When preparing to make a first offer, people often overcorrect,” writes Wharton professor Adam Grant. “They’re so concerned about justifying their positions that they marshal as many reasons as possible.”

Grant points to research that found skilled negotiators averaged fewer than two reasons per argument, compared with three reasons per argument from the non-experts.

He explains that more reasons can dilute an argument, especially if some are weaker than others. And presenting too many reasons can convey a lack of confidence, “making clear that we’re uncertain of the legitimacy of our offer. An effective first offer is best supported by one or two compelling reasons,” Grant says.

Be excited, but not desperate.

You should reiterate your excitement and stay positive, but don’t be so excited that you seem desperate. You have no idea how many other candidates the hiring manager is interviewing so play it cool, says Martineau.

“Desperate is problematic. Eager is not. I want people who are eager and excited,” he says. “It’s only a good investment on my end if it’s a good investment on your end.”

However, Koller says that showing the employer that you’re excited about working for the company does make them more inclined to give you want you want.

Make the first offer.

As conventional wisdom goes, you should wait for the other party to make the initial offer in order to get more information to act on.

In reality, Grant says it’s much better to make the first offer because you get to set the “anchor,” the figure that affects the trajectory of the negotiation. As previously reported on Business Insider, people who make very high first offers end up with a much better result.

The first offer pulls the other person in its direction, and it’s difficult to adjust the other way.

Emphasize what the company gains by hiring you.

Recent research suggests that, when negotiating, emphasizing what you’re giving the other person as opposed to what they’re losing makes the other person more likely to concede.

Make sure you highlight what skills and experience you’re offering the company and your potential boss first, and use that to justify what you’re asking for.

Give a salary range rather than a target.

Offering a pay range instead of an exact number opens up room for discussion and shows the employer that you’re flexible. A range also “gives you a cushion,” says Martineau, in case your asking salary is too high.

“Most companies will meet you in your range, even if it’s the bottom third of that range,” he says. “Basically, if they want you, they don’t want to send the wrong message by not meeting you in that range.”

Presenting a range gives people information about what you’re actually asking for, and it makes you seem polite and reasonable — which means you’re less likely to get hit with a hard-line counteroffer.

Use odd, extremely precise numbers.

Using a weird, precise number makes sense during a negotiation. For example, instead of asking for $70,000, you’re better off asking for $68,500.

Malia Mason, lead researcher in a study published in The Journal of Experimental Social Psychology, tells Business Insider that using a precise number instead of rounded numbers will give you a solid anchor. It also gives off the appearance that you’ve done your research.

Even when giving a range, you should use precise numbers.

Pay attention to your body language.

“The way in which you carry yourself, even when seated at a desk, matters,” Trump writes. She notes that most of our communication is nonverbal and that messages are often conveyed through our facial expressions, gestures, posture, and audible elements, like sighs.

Her suggestions: Don’t fidget. Don’t pick your nails or tap your foot. Don’t sit on the edge of your seat because it could make you look overeager. Don’t hunch over and drum your nails because it could communicate aggression or frustration. Don’t cross your arms protectively because it could make you appear meek and intimidated.

“Regardless of how fast your heart may be beating, sit upright, make eye contact, and focus on breathing evenly,” Trump writes.

Mirror the other person’s behavior.

When people are getting along, they mimic one another — mirroring each other’s accents, speech patterns, facial expressions, and body language.

A Stanford-Northwestern-INSEAD study found that people who were coached to mimic their negotiation partner’s behavior not only negotiated a better deal, but expanded the pie for both people.

“Negotiators who mimicked the mannerisms of their opponents both secured better individual outcomes, and their dyads as a whole also performed better when mimicking occurred compared to when it did not,” the authors wrote.

Listen more than you speak.

“When people are uncomfortable, and many people are when they have to negotiate, they start rambling as a way to fill the vacuum of silence,” Trump writes.

“Some of the strongest negotiators I know just sit back and listen. The less they engage, the more likely the other person is to slip up and offer information they otherwise would have kept guarded,” she says.

Always counteroffer, but don’t do it more than once.

Once you receive their offer, you are expected to make a counteroffer. No employer wants a pushover. However, Koller says that you should not go back to the negotiation table more than once because then “it becomes annoying to the hiring manager.”

“Once it gets really drawn out, it gets frustrating for both sides,” and you don’t want to start a new job off on the wrong foot, he says.

Consider your alternatives.

If the employer can’t meet your requested salary, be prepared to negotiate for benefits, like additional vacation days or the ability to telecommute one day per week, Whitmore suggests.

“Salary isn’t everything, and I think you should be open minded,” she says.

“If you don’t get the amount you want, reply with, ‘May I have a job performance review in six or nine months?’ This will give you a window of time to prove yourself and then re-negotiate for a salary increase,” Whitmore suggests.

Practice patience.

Give yourself time to think about their offer, Whitmore says. “Try not to give a definite answer right away. Ask the employer, ‘May I get back to you at the end of the week?'” Separation creates anticipation. This extra time will allow you to review your options with your family or other potential employers, she explains.

Keep a positive attitude.

“If you don’t get the salary you think you deserve, don’t share the news with everyone you know,” says Whitmore. “News travels fast and your comments might come back to haunt you.” And never bad-mouth an employer on social networks, she adds.

“Don’t take it personally. The timing may not be right or the economy may be partly to blame. Consider this: The hiring manager may even call you again in the future if a position in your price range opens up.”

Vivian Giang contributed to a previous version of this article.

 

Businessinsider.com | February 25, 2016 | Jacquelyn Smith and Rachel Gillett

 

 

#Strategy : 13 Science-Backed Tactics for Winning any Negotiation…Whether it’s your Salary or your Cable Bill, a Lot of Life is Up for Negotiation. 

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Fortunately for you, there are plenty of psychological tricks that can help you get what you want — especially when you start out as the person with less power.

Free- Counting Abacus

Here, we rounded up some of the most practical and creative science-backed negotiating strategies.

Know your context.

Is the negotiation one-shot or long-term?

In “The Mind and the Heart of the Negotiator,” Kellogg management professor Leigh Thompson notes that the interaction between a customer and the waitstaff at a highway roadside diner is one of the few one-shot negotiations that happen in life — there’s little chance that patron or staff will see each other again.

But every other negotiation is long-term, with employment negotiations as a primary example. If it’s long-term, you need to manage not only monetary value, but the impression you’re making.

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Make the first offer.

It makes use of the anchoring effect.

If you start high, the hiring manager may adjust the figure down slightly. But that’s typically a stronger position than starting low and trying to negotiate up.

“Whoever makes the first offer essentially drops an anchor on the table,” Thompson tells Business Insider. “I might say that your opening offer is ridiculous, but nevertheless, unconsciously, I’ve been anchored.”

 

Make an aggressive offer.

Columbia University negotiation scholar Adam Galinsky says that people are overly cautious when making first offers.

On HBS Working Knowledge, Galinsky likens negotiating a salary to selling a house:

Take the perspective of the seller: more extreme first offers lead to higher final settlements…

High-anchor offers lead buyers to focus on a negotiated item’s positive attributes. In addition, an aggressive first offer allows you to offer concessions and still reach an agreement that’s much better than your alternatives.

In contrast, a nonaggressive first offer leaves you with two unappealing options: Make small concessions or stand by your demands.

Before you go in, know the lowest amount you’d accept.

Scholars call it the “reservation value,” or the lowest amount you’ll take.

“We always hope to do better than our reservation values,” writes negotiation expert Chad Ellis, “but it’s important to know what yours is, both to avoid accepting a deal you shouldn’t have and as a reference point for how much a current deal is worth to you.”

Having a firm grasp of your reservation value is important from a psychological perspective: If you anchor it into your mind,you’ll be less anchored by the other person’s offer.

 

 

Mirror the other person’s behavior.

When people are getting along, they mimic one another — mirroring each other’s accents, speech patterns, facial expressions, and body language.

A Stanford-Northwestern-INSEAD studyfound that people who were coached to mimic their negotiation partners behavior not only negotiated a better deal, but expanded the pie for both people.

“Negotiators who mimicked the mannerisms of their opponents both secured better individual outcomes, and their dyads as a whole also performed better when mimicking occurred compared to when it did not,” the authors wrote.

Offer a range slightly above what you hope to get.

Research indicates that people respond best when given a “bolstering range offer,” where you state the number that you’re looking for — and a range above it. If you’re trying to get to a $100,000 salary, ask for a salary range of $100,000 to $120,000.

Offering a range strikes people as more reasonable than standing firm on a single number, so you’re less likely to get hit with an extreme counteroffer.

 

Tell them something about yourself.

In a 2002 experiment cited by Wharton professor Adam Grant, Northwestern and Stanford students were asked to negotiate over email.

Some went straight to business, exchanging only names and email addresses.

Others went off-topic, “schmoozing” about hometowns and hobbies.

The schmoozers reached an agreement 59% of the time, while the business-only made it 40% of the time.

Keep all your options on the table.

Grant also notes the work of researcher Neil Rackham, who found that skilled negotiators don’t “sequence” the topics within a negotiation — they keep everything on the table.

So instead of saying, “Let’s resolve the salary first, and then we’ll move on to the other issues,” you resolve the components of the agreement all together — location, vacation time, or signing bonus.

“By keeping all of the issues on the table, you have the flexibility to propose trading location and bonus for a bump in salary,” Grant writes.

 

Use a precise figure rather than a round number.

You’ll probably sound like you know what you’re talking about.

That’s according to recent research, which found that dealmakers who present more precise offers (like $1.01 million) in mergers and acquisitions see more favorable outcomes than those who present round-number offers (like $1 million).

Specifically, those who make precise offers are more likely to win the negotiation, to have their initial offer accepted, and to see higher announcement returns.

Elicit your partner’s sympathy.

When you’re the less powerful party in a negotiation, it can help to make the other person feel slightly bad for you.

That’s according to a recent study co-authored by researchers at the University of California-Berkeley’s Haas School of Business and New York University. During mock negotiations around salary and benefits, some participants were told to reveal they had student loans and an ill parent and others were told it was best to stick to rational arguments.

Results showed that students in the first group, who gained their partner’s sympathy, were more likely to get what they wanted. In fact, both parties walked away with a better deal in these situations.

 

Emphasize what you’re giving the other person.

And don’t focus on what the other person is losing.

A study conducted by researchers at Leuphana University and Saarland University in Germany explored this in a range of negotiations, including buying and selling used appliances.

In one experiment, participants were divided into buyers and sellers and asked to rate their partner’s proposal. In some cases, they received offers (e.g. “The seller offers the refrigerator for a price of €160,” or, “The buyer offers a price of €160 for the refrigerator”). In other cases, they received requests (e.g. “The seller requests a price of €160 for the refrigerator,” or, “The buyer requests the refrigerator for a price of €160″).

Results showed that both buyers and sellers were more likely to concede when the other person focused on what they were going to gain from the negotiation (offers), in contrast to what they were going to lose (requests).

Act in unpredictable ways.

One study found that expressing inconsistent emotions throughout a negotiation can yield more favorable outcomes than staying emotionally stable.

In one experiment featured in the study, students role-played face-to-face negotiations for a new business venture. Half the students were told to express either consistent anger or inconsistent emotions. Those told to express anger said things like, “You’re beginning to get on my nerves,” while those told to express inconsistent emotions also said things like, “I’m very happy we’re negotiating together.”

Results showed that students who expressed inconsistent emotions claimed greater value in the negotiations. And other experiments in which students alternated between anger and disappointment yielded similar findings.

The reason is likely because the partners of those expressing inconsistent emotions felt less control over the situation.

Interact through a virtual medium.

According to research from Imperial College London, presented at the Annual Conference of the British Psychological Society, face-to-face interactions tend to favor the more powerful person in the negotiation.

In one part of the study, 74 people participated in two-sided negotiations in which one party was more powerful than the other; in another part of the study, 63 people participated in three-sided talks where the levels of hierarchy varied. These talks either took place in person or in a 3D virtual simulation.

Results showed that the less powerful people performed better in the virtual settings. So you may want to consider petitioning your boss for a higher salary or a flexible schedule over email.

 

Businessinsider.com | February 18, 2016 | Drake Baer and Shana Lebowitz