Joe Navarro

I think when we look at negotiations that way, we can say, well, that means I got to do a lot of stuff up front, which is who am I communicating with? Who am I going to negotiate with? What's their negotiating style? Are they stoic? Do they come in? Do they throw things down? I mean, I've been in negotiations where...

I think when we look at negotiations that way, we can say, well, that means I got to do a lot of stuff up front, which is who am I communicating with? Who am I going to negotiate with? What's their negotiating style? Are they stoic? Do they come in? Do they throw things down? I mean, I've been in negotiations where...

opposing counsel came in and literally walked into the room didn't even say good morning just threw the things down and said i want to hear the numbers okay then how do we begin to deal with that because someone that comes in and is aggressive and so forth you've got to deal with what do you do do you rise to their aggression or do you try and bring them down to your position Great question.

opposing counsel came in and literally walked into the room didn't even say good morning just threw the things down and said i want to hear the numbers okay then how do we begin to deal with that because someone that comes in and is aggressive and so forth you've got to deal with what do you do do you rise to their aggression or do you try and bring them down to your position Great question.

The worst thing you can do is rise to that. You begin to dominate them by taking control of time. Whoever controls time, controls time. And so they come in, they throw the things down. So usually, you know, we'll start with, well, good morning to you too. Yeah, yeah, let's cut to the chase. And then the whole team I'm working with knows we're going to slow things down.

The worst thing you can do is rise to that. You begin to dominate them by taking control of time. Whoever controls time, controls time. And so they come in, they throw the things down. So usually, you know, we'll start with, well, good morning to you too. Yeah, yeah, let's cut to the chase. And then the whole team I'm working with knows we're going to slow things down.

We are not going to be working at that pace. Because if you work at that pace, they're taking control. And so we slow things down. And there's several strategies. You can become, all of a sudden, you can become very visual and say, all right, we're going to, you know, write this down and we're going to put this here.

We are not going to be working at that pace. Because if you work at that pace, they're taking control. And so we slow things down. And there's several strategies. You can become, all of a sudden, you can become very visual and say, all right, we're going to, you know, write this down and we're going to put this here.

We're going to put, you know, and then this is the difference of, you know, there's a lot of strategies. But the first thing is we've got to get that person to understand that we negotiate, hopefully, as equals, right? But if the perception is always that that person is negotiating as the bully or is always in charge, you're never going to have equity.

We're going to put, you know, and then this is the difference of, you know, there's a lot of strategies. But the first thing is we've got to get that person to understand that we negotiate, hopefully, as equals, right? But if the perception is always that that person is negotiating as the bully or is always in charge, you're never going to have equity.

Now, I've had a lot of clients that have said, hey, I've tried all your strategies. And this guy I'm dealing with is just, he's crass. He's just a bully. He comes in and he's stuff like. And so one of the questions I always ask is, Is he the only source? Is he or she the only source? Number one. And number two is how long are you willing to tolerate This person. Because we fail to look at that.

Now, I've had a lot of clients that have said, hey, I've tried all your strategies. And this guy I'm dealing with is just, he's crass. He's just a bully. He comes in and he's stuff like. And so one of the questions I always ask is, Is he the only source? Is he or she the only source? Number one. And number two is how long are you willing to tolerate This person. Because we fail to look at that.

He gives you headaches. You don't sleep well every time you go to this. I'm thinking of one client in particular. You come away with a nervous stomach. And, you know, how long are you willing to tolerate that? If you're willing to tolerate it, then, you know, he's not going to change his style forever. Then you come in and we change our exposure.

He gives you headaches. You don't sleep well every time you go to this. I'm thinking of one client in particular. You come away with a nervous stomach. And, you know, how long are you willing to tolerate that? If you're willing to tolerate it, then, you know, he's not going to change his style forever. Then you come in and we change our exposure.

So we're not going to expose all of our staff to that kind of negativity. We send in our first person and say, look, here are the numbers, and we work with that. But there are ways to dealing with the very toxic stuff. But we don't allow them to get away with everything nor think that they're in charge. And we do it in subtle ways. And we sort of derail their agenda.

So we're not going to expose all of our staff to that kind of negativity. We send in our first person and say, look, here are the numbers, and we work with that. But there are ways to dealing with the very toxic stuff. But we don't allow them to get away with everything nor think that they're in charge. And we do it in subtle ways. And we sort of derail their agenda.

Maybe their agenda, based on past meetings, was to come in and just throw these things at us very quickly. Then we have to adjust to that. So there has to be rehearsed strategies for dealing with that.

Maybe their agenda, based on past meetings, was to come in and just throw these things at us very quickly. Then we have to adjust to that. So there has to be rehearsed strategies for dealing with that.

Yeah, you wouldn't be the first one to find yourself in a meeting negotiating, and all of a sudden, it's like, what are we actually negotiating for? And so that's why I like the simplicity of effective communication with a purpose as a form of negotiations, but to also understand what is my role, right? What is my role and what is my purpose in being there?

Yeah, you wouldn't be the first one to find yourself in a meeting negotiating, and all of a sudden, it's like, what are we actually negotiating for? And so that's why I like the simplicity of effective communication with a purpose as a form of negotiations, but to also understand what is my role, right? What is my role and what is my purpose in being there?