WEBVTT

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[MUSIC PLAYING]

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 I refer to losing
something, loss aversion,

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as bending reality.

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Fear of loss and
what people loss

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completely distorts
their perception

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so much that it effectively
bends their reality.

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You have to take
that into account,

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and you have to
find out how they

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feel they are losing
because that's

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going to be the single
dominating factor

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in their decision-making.

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What are they going to lose
if they don't make the deal?

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What are they going to lose
if they do make the deal?

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It's never rational,
and it's always bent

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based on their
distortion of reality.

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Now any given situation can
be offered as a gain or loss.

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For example, you're
a company that's

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going to make them
23% more money.

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You can say, work with us, and
you'll make 23% more money.

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There will be a 23% gain.

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The return on your
investment will be 23%.

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Or you can say, choose
not to work with us,

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stay where you are,
don't change anything,

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and it's going to cost
you 23% every day.

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While you sleep
not working with us

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is going to cost you
23% day in and day out.

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Fear of loss is what
keeps people up at night.

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Nobody loses sleep, nobody gets
insomnia because life is good

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and they're making
money and tomorrow

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is going to be more
profitable than today was.

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They sleep like a
baby over gains.

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Fear of loss is
what keeps people up

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at night because you
get a loss in your head,

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and it burrows into your
psyche, and it eats at you,

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and it keeps you awake.

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And that's why it's one
of the dominating factors

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in human decision-making.

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[MUSIC PLAYING]

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All right, now, I'm going to
tell you about the F word--

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fair.

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The F bomb.

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Fair comes up in nearly
every single negotiation.

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As soon as you look for the
word fair and aware of how much

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it comes up, rarely
does it not come up.

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People use it to
manipulate other people.

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People use it when they're
backed into a corner.

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The concept of fairness
is fundamental to what

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we are as human
beings, and that's

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why it comes up all the time.

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A classic example is something
called the ultimatum game.

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Let's say two people are
walking down the street.

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$10 falls out of the sky.

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It's $10 in found money.

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They have the opportunity
to split the $10.

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One of the two people
gets to propose

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how it's going to be split.

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The second of the two people
gets to only accept or reject.

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They get to throw
out one number.

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The proposer can only
propose a split one time.

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There's no back and forth.

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There's no debate.

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There's no convincing.

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There's no subsequent
rounds of negotiation.

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This game has been
played around the world.

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One of the things I
love about this game

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is that it drives
game theorists crazy.

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They hate it because people
react as human beings.

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People say 5/5 is the
only fair way to do it.

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And I say, all right,
so you wouldn't take 3?

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You know, I might say to you,
what about 2, what about 4?

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No, that's not fair!

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Well, how is 0 better than 3?

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You're saying I, you
know, I feel disgusted

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if I'm asked to take 3.

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I should get 5.

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Well, if 3 makes you feel
disgusted, how does 0

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make you feel?

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But people will
destroy deals if they

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feel they've been
treated unfairly,

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intentionally destroy deals
and walk away with nothing.

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On the other hand,
people are much more

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likely to make a deal if they
feel the process was fair,

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and they might take a bad deal
or a less than optimal deal

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if they feel they
were treated fairly.

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So fairness is really the issue
that makes or breaks deals.

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[MUSIC PLAYING]

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All right, here's the
way to counterpart.

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We'll try to use fair
to their own advantage.

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Let's say I've given
you a fair offer.

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Or they might say, I
just want what's fair.

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In either instance,
they've accused you

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of being unfair in
a very subtle way.

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If you don't take
that deal or if you

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don't make the deal that they
want, you are being unfair.

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Your fairness as a human being
has been called into question.

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It's a great way to
manipulate you short term,

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and you will react because
you don't want to be unfair.

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So it's going to
have an effect on you

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if you don't see it coming.

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So how do you respond to that
tactic when it's used on you?

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Say, I'm happy to be shown
how I've been unfair.

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Show me the information.

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I'm open to learning.

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Let me see what it is.

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They either are not
going to have it,

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or they know they don't have it.

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So how do you use the
F bomb positively?

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How do I use it?

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At the beginning
of a negotiation,

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I want you to say
to the other side,

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it's my intention
to treat you fairly.

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If at any point in time I've
been unfair, let me know.

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We'll go back and
address it and fix it.

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Be proactive.

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Put yourself in a position where
they'll deal with the problem

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because otherwise, if they feel
they've been treated unfairly,

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it's going to explode on you.

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[MUSIC PLAYING]

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Here's how I would encourage you
to think about deadlines when

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it comes to negotiations.

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Somebody setting a
deadline is an attempt

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to kick some progress into gear.

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And if it's a real
deadline, there's

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probably less time than they
actually gave you anyway.

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But deadlines are designed
to get progress started.

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Every once in a while,
in extreme circumstances,

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a deadline is a hard deadline.

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Very rarely of the
thousands of businessmen

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that I have coached, business
men and women that I have

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coached in negotiations since
I left the FBI 12 years ago,

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one person has told me one
instance when the deadline was

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a hard deadline.

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That's thousands and
thousands of instances.

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And in your career, maybe
you can think of one time

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when it was hard.

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The rest of the
time it wasn't real.

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It was something put into
the situation by one side

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in order kick some
progress into gear.

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And if people are making
substantive progress

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on what they're trying to
accomplish, deadlines go away.

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So any time a deadline
comes up, shift your thought

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from the deadline to how do we
make progress to work together

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towards a goal.

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And the vast majority of
the time, the deadlines

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will go away.

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[MUSIC PLAYING]

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Two of the techniques
that we've covered already

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are great ways to
respond to deadlines.

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First way is labels.

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Simply say, it seems like you're
under a lot of pressure here,

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it seems like you're
trying to get things done

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by a certain time, it seems like
this is an involved process,

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It seems like the world's
going to come to an end

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if we don't meet that deadline.

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You know, that's either an
accurate label or a mislabel,

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but you're going to cause
the kind of thinking that you

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need from the other side.

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And also, it makes them think
about how hard they feel

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the deadline really is anyway.

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If you say, seems
like the world's

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going to come to an
end, well, it's not

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going to come to an end, is
most likely the response.

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And then they're going to tell
you exactly what's going on

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on the other side.

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The other way to
respond to deadlines

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is with calibrated questions,
what and how questions.

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What happens if we don't
get this done in time?

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How do we get back on track
if we fall behind schedule?

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How do we pull victory
from the ashes of defeat

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if we don't meet the deadline?

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Any one of those
calibrated questions

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are designed to
shape their thinking.

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Which, again, how
do we pull victory

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from the ashes of defeat if
we don't meet the deadline,

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begins to get them
to look at success,

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and that's their
overriding goal anyway.

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[MUSIC PLAYING]

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When you're feeling attacked,
the things that you really

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want to say, the
words you can just

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taste how good they're going to
feel when they cross your lips,

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are probably wrong.

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You know, we're
giving in to an aspect

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of our natural human nature
that wants to get back,

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that wants to put
somebody down, that wants

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to feel like we've
gotten the last word in.

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When the last word
is a cheap shot,

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we're giving into that
piece of ourselves

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that's 75% negative, that
human nature aspect where

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we want to get in the
last shot or we're

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afraid to not have control.

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We're afraid to not have
the last negative word.

09:56.100 --> 10:00.140 align:middle line:84%
By the same reason that that
getting the last cheap shot in

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was bad, the last impression
is a lasting impression.

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The last impression seeds
the next interaction.

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When you begin to talk about
it like that, that it seeds

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the next interaction,
you begin to realize

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how you can really get
the upper hand by making

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the last words positive.

10:19.160 --> 10:22.220 align:middle line:84%
You sit down with somebody
in a contentious negotiation,

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you want to open it positively.

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You might say, look,
you know, we're here

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because we want to make a deal.

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We're here because long-term
relationships matter to us.

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We're here because we want
our partners to be profitable.

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Just take what you would've
said at the beginning

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to try to open it positively,
take it and put it at the end.

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When you've gone through the
contention, say, you know,

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we're-- we're here because we'd
love to have a great long-term

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relationship.

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We'd love for our
partners to prosper

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from doing business with us.

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Let us know how we can proceed.

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How do you want to proceed?

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But make the last point
you made to be inarguably

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positive and collaborative,
and the last impression

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will be the lasting
impression, and it'll

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seed the next interaction
in a very positive way.

