Noa Sheer

There are lots of things that we can add into the equation.

And what you're discussing now is compensation.

So if I don't get the price that I want, at least I get a car park or something like that.

But beyond compensation, you can build a deal that gives me value, um, you know, with, with items that create value for me, even monetary value.

Um,

Actually, a car park might be a good idea because it saves me paying for parking somewhere else.

It might also be I get more time off during the year or I can have a quicker path to promotion or I can have a review of my salary earlier than other people.

But you'll be able to, if you have a proper bargaining mix, you'll be able to creatively create a deal that gives me some value internally

in other things.

And maybe it means more value than just the salary.

Or in the case of the house, maybe the things that I can offer you for the higher price of the house means so much more than that money to you.

And the question is, do we explore

each party's interests enough to find out what's truly valuable to them.

Because in business deals, often it's not the money, especially if it's not coming out of your own private pocket.

It's not the money that's driving that conversation.

You are limited by some budget, but there are other things that are going to create value, either intangible value or tangible value.

Yes, and that is the best question to ask because we forgot to say that how you empower yourself or how you embolden yourself within that interest-based approach

which is the one that I think you're using usually, is by not necessarily by bringing together all of the evidence for why you were right and not necessarily by building leverage for how you can threaten the other party, but by truly, truly understanding what is of value to me, what do I need?

And what is driving the other party?

And that takes a lot of research.