Matt Abrahams

And if we can train ourselves to look at those patterns, it helps us read the room. That's what reading the room is. It's pattern recognition. So we might notice that 10 minutes into most of our meetings, the energy level dips. Well, that's a pattern. And I can notice, hey, we're coming up on 10 minutes. Maybe I should do something different.

Oh, this is a big topic. Think Fast, Talk Smart is all about communication tips. And we've spent a lot of time talking about negotiation. So I've talked to lots of experts, as I know you have. Let me summarize a couple of things that I've taken away from all of my interviews. First and foremost, we have to know what we want.

Oh, this is a big topic. Think Fast, Talk Smart is all about communication tips. And we've spent a lot of time talking about negotiation. So I've talked to lots of experts, as I know you have. Let me summarize a couple of things that I've taken away from all of my interviews. First and foremost, we have to know what we want.

Oh, this is a big topic. Think Fast, Talk Smart is all about communication tips. And we've spent a lot of time talking about negotiation. So I've talked to lots of experts, as I know you have. Let me summarize a couple of things that I've taken away from all of my interviews. First and foremost, we have to know what we want.

Oh, this is a big topic. Think Fast, Talk Smart is all about communication tips. And we've spent a lot of time talking about negotiation. So I've talked to lots of experts, as I know you have. Let me summarize a couple of things that I've taken away from all of my interviews. First and foremost, we have to know what we want.

Oh, this is a big topic. Think Fast, Talk Smart is all about communication tips. And we've spent a lot of time talking about negotiation. So I've talked to lots of experts, as I know you have. Let me summarize a couple of things that I've taken away from all of my interviews. First and foremost, we have to know what we want.

So reading the room to me is all about just observing what's going on in the moment and then reflecting on it after the fact and coming up with a plan on how to deal with it in the future. So we have to take the time to get a little meta in our communication to observe what's going on and then to really reflect and then be prepared to adjust and adapt when we see those things play out.

So reading the room to me is all about just observing what's going on in the moment and then reflecting on it after the fact and coming up with a plan on how to deal with it in the future. So we have to take the time to get a little meta in our communication to observe what's going on and then to really reflect and then be prepared to adjust and adapt when we see those things play out.

So reading the room to me is all about just observing what's going on in the moment and then reflecting on it after the fact and coming up with a plan on how to deal with it in the future. So we have to take the time to get a little meta in our communication to observe what's going on and then to really reflect and then be prepared to adjust and adapt when we see those things play out.

So reading the room to me is all about just observing what's going on in the moment and then reflecting on it after the fact and coming up with a plan on how to deal with it in the future. So we have to take the time to get a little meta in our communication to observe what's going on and then to really reflect and then be prepared to adjust and adapt when we see those things play out.

So reading the room to me is all about just observing what's going on in the moment and then reflecting on it after the fact and coming up with a plan on how to deal with it in the future. So we have to take the time to get a little meta in our communication to observe what's going on and then to really reflect and then be prepared to adjust and adapt when we see those things play out.

What is it that we want and what is it that we're willing to give up and are non-negotiables? Many of us enter into negotiations without a clear what's our non-negotiable and where can we negotiate? That's number one. Number two, we have to take the time to think about the other person's position. How much do they prioritize what it is we're negotiating over?

What is it that we want and what is it that we're willing to give up and are non-negotiables? Many of us enter into negotiations without a clear what's our non-negotiable and where can we negotiate? That's number one. Number two, we have to take the time to think about the other person's position. How much do they prioritize what it is we're negotiating over?

What is it that we want and what is it that we're willing to give up and are non-negotiables? Many of us enter into negotiations without a clear what's our non-negotiable and where can we negotiate? That's number one. Number two, we have to take the time to think about the other person's position. How much do they prioritize what it is we're negotiating over?

What is it that we want and what is it that we're willing to give up and are non-negotiables? Many of us enter into negotiations without a clear what's our non-negotiable and where can we negotiate? That's number one. Number two, we have to take the time to think about the other person's position. How much do they prioritize what it is we're negotiating over?

What is it that we want and what is it that we're willing to give up and are non-negotiables? Many of us enter into negotiations without a clear what's our non-negotiable and where can we negotiate? That's number one. Number two, we have to take the time to think about the other person's position. How much do they prioritize what it is we're negotiating over?

Yes.

Yes.

Yes.

Yes.