Expert Guest

After that, wrote Never Split the Difference, taught business negotiation at Georgetown and USC. And the book is done quite well based on the emotional intelligence stuff we used in Haas's negotiation. And then proved it in the business schools, and then also have a masterclass out there that's done really well too. So the book and the masterclass have done really well.

After that, wrote Never Split the Difference, taught business negotiation at Georgetown and USC. And the book is done quite well based on the emotional intelligence stuff we used in Haas's negotiation. And then proved it in the business schools, and then also have a masterclass out there that's done really well too. So the book and the masterclass have done really well.

Well, still do a lot of keynotes, do a lot of keynote speeches for corporations and associations, you know, sales kickoffs are bringing our whole professional association together. It doesn't really matter what industry, you know, anybody where people are dealing with other people. And then we coach and train a lot.

Well, still do a lot of keynotes, do a lot of keynote speeches for corporations and associations, you know, sales kickoffs are bringing our whole professional association together. It doesn't really matter what industry, you know, anybody where people are dealing with other people. And then we coach and train a lot.

And then when I first started the company, I thought all we would really do would be train and train mostly corporations. And we train mostly entrepreneurs now, not corporations, some, but entrepreneurs really want to learn. They really want to get better. They like to be innovative. And then we coach a lot. I didn't think we would be coaching that much. We coach people through deals a lot.

And then when I first started the company, I thought all we would really do would be train and train mostly corporations. And we train mostly entrepreneurs now, not corporations, some, but entrepreneurs really want to learn. They really want to get better. They like to be innovative. And then we coach a lot. I didn't think we would be coaching that much. We coach people through deals a lot.

We coach. And that's a lot of fun because it's live skills based. You know, the rubber meets the road right now.

We coach. And that's a lot of fun because it's live skills based. You know, the rubber meets the road right now.

Yeah. Well, if I was in a conversation, I dig into it a little bit deeper. And you might not change it, but my first reaction is say something that is true based on a dynamic. It's really hard for the other side, but it's true. So to me, one of my responses would be it sounds like you got a closed mind. Because he's telling you he's got a closed mind about a bunch of things.

Yeah. Well, if I was in a conversation, I dig into it a little bit deeper. And you might not change it, but my first reaction is say something that is true based on a dynamic. It's really hard for the other side, but it's true. So to me, one of my responses would be it sounds like you got a closed mind. Because he's telling you he's got a closed mind about a bunch of things.

You're not accusing him of anything. We would call that a label. And you're slapping a label on something that's there. And in a way where you're not making an accusation, you're making an inquiry. But to lay it all out like that, I want to know, have you really heard what you're saying? Have you really heard what you're asking me to digest?

You're not accusing him of anything. We would call that a label. And you're slapping a label on something that's there. And in a way where you're not making an accusation, you're making an inquiry. But to lay it all out like that, I want to know, have you really heard what you're saying? Have you really heard what you're asking me to digest?

I just want to make sure as to whether or not I'm hearing it or not. And That's the great thing about it. That particular skill label is like, this is what this sounds like. Yeah. And it might like, oh, because some of it in negotiations, like Mark Cuban is one of my favorites. A lot of it is he's testing you. Yeah, you can tell he is. And I'm convinced that Mark talked to him a couple of times.

I just want to make sure as to whether or not I'm hearing it or not. And That's the great thing about it. That particular skill label is like, this is what this sounds like. Yeah. And it might like, oh, because some of it in negotiations, like Mark Cuban is one of my favorites. A lot of it is he's testing you. Yeah, you can tell he is. And I'm convinced that Mark talked to him a couple of times.

You know, I'm not on a first name basis with him, but I'm convinced that part of it is if we're going to be partners, I need to know that you can stand up for yourself without making other people angry. So how do you push back on me without me feeling like you're pushing back? Yeah. How do you turn an opposition into a collaboration?

You know, I'm not on a first name basis with him, but I'm convinced that part of it is if we're going to be partners, I need to know that you can stand up for yourself without making other people angry. So how do you push back on me without me feeling like you're pushing back? Yeah. How do you turn an opposition into a collaboration?

And I think that's one of the main secrets in negotiation because in any deal, and particularly in the circumstances you're talking about, they want to know how good a partner you're going to be, how good an ambassador you're going to be. If you can't stand up for yourself, then how can you stand up for them?

And I think that's one of the main secrets in negotiation because in any deal, and particularly in the circumstances you're talking about, they want to know how good a partner you're going to be, how good an ambassador you're going to be. If you can't stand up for yourself, then how can you stand up for them?

And so I think a lot of it is either intentional or even subconscious testing behavior. You know, how do we disagree and still remain collaborative? Right. And so how do you test that without making the other side, without offending the other side? And how do you stand up for yourself? Because then you're a great ambassador.

And so I think a lot of it is either intentional or even subconscious testing behavior. You know, how do we disagree and still remain collaborative? Right. And so how do you test that without making the other side, without offending the other side? And how do you stand up for yourself? Because then you're a great ambassador.