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SECTION IV: CALIBRATED QUESTIONS
Motivations are what they are worried about and what they hope for, even lust for.
There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is?
QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS
How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area?
QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-KILLING ISSUES
A surprisingly high percentage of negotiations hinge on something outside dollars and cents. Often they have more to do with self-esteem, status, autonomy, and other nonfinancial needs.
example, the guy across the table may be hesitating to install the new accounting system he needs (and you are selling) because he doesn’t want to screw anything up before his annual review in four months’ time. Instead of lowering your price, you can offer to help impress his boss, and do it safely, by promising to finish the installation in ninety days, guaranteed.
QUESTIONS TO USE TO UNEARTH THE DEAL-KILLING ISSUES
What are we up against here? What is the biggest challenge you face? How does making a deal with us affect things? What happens if you do nothing? What does doing nothing cost you? How does making this...
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these are fill-in-the-blank labels that you can use quickly without tons of thought: It seems like __________ is important. It seems you feel like my company is in a unique position to __________. It seems like you are worried that __________.
SECTION V: NONCASH OFFERS Prepare a list of noncash items possessed by your counterpart that would be valuable. Ask yourself: “What could they give that would almost get us to do it for free?”
