MANUAL TEAMWORK, LEADERSHIP AND NEGOTIATION

TEAMWORK, LEADERSHIP AND NEGOTIATION

this will also provide interesting and rich information. The effective negotiator shows a significantly higher percentage of questions than the average negotiator. - Non-verbal listening behaviours: when the other person is talking, look them in the eye, use your body to express that you are listening, rather than whispering something to your partner or using a calculator or taking notes on a piece of paper. Not now. When others are talking, show interest, otherwise the other person will perceive your words as uninteresting and will stop giving you information. • Temper arguments . We tend to believe that a strong argument will make the other side agree with us and give us what we want. Nothing could be further from the truth. Just think how many times we have been convinced on issues that, however noble, went directly against our interests. Moreover, the more arguments we give, the greater the chance that one of the arguments is weaker and becomes our Achilles' heel. If we have only one strong argument, we will stick to it. We will repeat it as many times as necessary but we will not try to find more reasons for our positions, they will be useless or will turn against us. - An example of this is the case of a person who urgently needed to sell his flat. A few days after putting it up for sale, a buyer became interested in the property and offered him a significantly lower price than the offer. The seller exclaimed that the offer was clearly insufficient, to which the bidder replied, after handing him his business card, that if he changed his mind, he should call him. After a week, the seller called the interested party to convince him of the need to improve his offer, to which the buyer replied: "Well, if you called me, then you are interested in my offer". Finally, and without any arguments, the transaction was closed for the amount established by the buyer.

118