Joe Navarro

In the simplest form, it's effective communication with a purpose. So you say, well, that's highly simplistic. I've never heard that. Well, think of it. Well, what is the purpose? OK, well, we'll get to that in a minute. Either you have something I need or want or that. But there has to be communication and there has to be an understanding of what I mean and what I intend and so forth.

So for me, it's a reminder of when I first came into the FBI office. An old timer said to me, interviewing isn't about the confession. And I looked at him like, what? Excuse me? What do you mean not about the confession? He says, you'll get the confession. Interviewing is about FaceTime. If you can get people to talk to you for two hours, three hours, four hours.

So for me, it's a reminder of when I first came into the FBI office. An old timer said to me, interviewing isn't about the confession. And I looked at him like, what? Excuse me? What do you mean not about the confession? He says, you'll get the confession. Interviewing is about FaceTime. If you can get people to talk to you for two hours, three hours, four hours.

In one case, I interviewed an individual for 12 hours. They'll tell you everything you need to know, but you got to keep them in the room. And so I always view negotiations of number one is how do I communicate with you in a way that you'll want to talk to me? for however long it takes to get to that purpose, which is the transaction.

In one case, I interviewed an individual for 12 hours. They'll tell you everything you need to know, but you got to keep them in the room. And so I always view negotiations of number one is how do I communicate with you in a way that you'll want to talk to me? for however long it takes to get to that purpose, which is the transaction.

Now, if I'm evaluating you for your services, or if I'm negotiating for prices, I want to hear what you have to say. And I want to lay out What I'm interested in achieving and then reconciling or working around whatever discrepancies or issues that there may be.

Now, if I'm evaluating you for your services, or if I'm negotiating for prices, I want to hear what you have to say. And I want to lay out What I'm interested in achieving and then reconciling or working around whatever discrepancies or issues that there may be.

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.