I started to pay attention. I made a break with my old legal habits. I began to apply Campbell's thinking to doing deals. My job was to find intersections of interest between the negotiating parties—not differences, but commonalities—and to build them into a solid relationship and transaction. I started zeroing in immediately on those requirements of the other party that were consistent with my requirements, and I threw my energy into bringing them into the deal, instead of ignoring them or reactively opposing them in order to use them as bargaining chips later. My focus became less on just
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