Your goals are what you want to achieve while your bottom line is what you need to achieve. Anything that falls short of your bottom line, your basic needs in the situation, is too expensive and something you should be willing to reject. The bottom line is the point at which you should walk away if possible or to start bluffing seriously. In most cases, you should walk away as resolution is too expensive if you have to give away too much to reach it. When you reach your bottom line in a negotiation you essentially have three options:

1. To walk away. You reach the point where you have to walk away when the price of the resolution exceeds what you are willing to concede. It is not what you want to pay or receive; it is what you need to receive or can afford to pay. When you walk away the other party may reach out to bring you back to the table. That is when you know they want the deal more than you do and that you might be able to renegotiate the terms at or slightly above your minimum position.

2. To concede defeat. You may not be willing to sever ties with Raspe and may be forced to concede defeat to preserve the relationship. This is a viable if undesirable option unless someone is getting hurt in the process. If Raspe is winning through power tactics, especially if they involve physical attacks, you should seriously consider if the relationship is worth keeping.

3. To bluff fully prepared to walk away or concede defeat. This approach is often effective because you essentially have nothing to lose. As a result you can become more aggressive in your arguments, more passionate in your style and more compelling in your delivery. The cautionary note is that you do not want to over use this tactic as being caught in a series of bluffs will result in Raspe becoming suspect of all of your arguments. Bluffing is very akin to lying and Raspe will develop a reluctance to negotiate with a liar.

Whatever it is that you are negotiating for it should have a specific value to you. Before you start to discuss relinquishing it in exchange for something else, you want to establish what the value to you is firmly in your mind so you don't give it away for less in the heat of the negotiation. Your bottom line is not your goal or objective. It is the worst-case scenario that you would or should accept.

How to Negotiate

Winners feel good naturally. It is the way we are programmed. The feelings of losers, however, should also be considered. The fact that the other person lost, especially if the negotiation was a personal or social or even in some business scenarios, tends to breed feelings of resentment and ill will. In a on-going relationship you may win the battle only to damage the relationship.

At the end of negotiation find ways to make the other person feel good about something. In a business setting, compliment the other person's performance, professionalism, or knowledge.Indicate your appreciation that the other person was personally involved in working things out. Ease back from the transaction discussion to a more personal level of conversation.

With a spouse or other family member reaffirm how much you care about the person, that you love him or her, and that you are glad things were resolved because your relationship is so much more important than the problem that caused the fight.

Even when dealing with your banker, a store manager or another casual acquaintance, a proper closure can be the basis of avoiding future conflicts. Indicate that you appreciate how the other person was able to be flexible and help solve the situation. Indicate that he or she has won some loyalty on your part. Try to give the other person a reason to be pleased with more than just the terms of the agreement.

Conflicts are usually short-lived and resolution offers the opportunity to move forward together. Over your life, it is the relationships that will prove valuable, not the little victories along the way. As you interact with other people you naturally balance a myriad of things to maintain the level of a relationship that you want. This does not imply that the other person has the same level of interest in the relationship. When you are negotiating it is important to appreciate how much the other person values the relationship and make sure that you are not threatening the relationship when simply trying to avoid taking out the garbage in the middle of a football game.

Be a good winner by reaching out to the other person to stem any residual ill will. The effort will pay dividends.

How to Negotiate

Civilization, A.K.A. socialization, has complicated matters creating a need for more complicated negotiations. Today, inflection, innuendo, and deceit cloud otherwise simple statements. We have learned to hide our feelings, goals, and ambitions. We try to suppress our base appetites to appear more civil but the basic urge to self-indulge is never far beneath the surface. This feigned civility is more often learned at home as a child and is subsequently reinforced later in school and evolves as we mature to the point that many adults are hampered in their relationships by self-imposed communication barriers established to create what they perceive are improved images of their real personalities.

They are living a fabricated image and have to constantly hide their true self to preserve the image they want to project. This is not to suggest that we should return to the Neanderthal approach and just clunk each other over the head! To negotiate effectively we need to understand that we must peel away the communication obstacles the other person has created, knowingly or not, and uncover the real issues the person needs resolved. This means being a good listener as well as an effective speaker.

We need to work at hearing more than what is being said to source the intent of the speaker; not hear what we want to hear.

How to Negotiate

The whole-pie approach to negotiations is based on the theory that the sum of the parts exceeds their individual values. Before focusing on the basic or primary terms of a negotiation, work with the other side to identify as many additional wants or needs as possible. This expands the scope of the discussion.

These incremental incentives/concessions potentially add value to the entire negotiation. They may also provide incentives that may help counterbalance concessions required by one of the parties. The key to adding value through brainstorming as part of the outcome of a negotiation is the disparity of value each incentive/concession holds for those involved. If you do not mind granting a concession and the other person values the concession highly enough to agree to another concession you value, incremental value has been created. Both of you come away with more than you conceded (in your respective minds).

How We Negotiate
What to Avoid When Negotiating
How We Negotiate

How to Negotiate

These reactions are typically unintended communiques to the other person as to how we feel about what we have just witnessed. When speaking you, as well as the other person, need to listen. The other person is listening to your words. You should be listening/observing the other person's physical/emotional/tonal reactions.

Speaking really is a two-way form of communicating. Concurrently your words provide information to the other person and the other person's non-verbal reactions provide you with information.

When you first meet the other person, the verbal, nonverbal, overt, discreet responses to your initial casual conversation / small talk will begin to give you a feel for how comfortable or confident the other person is, how interested he or she is in the issues to be discussed, and how you can expect the person to react under pressure. The other person's style, mannerisms, dialect, diction, education, background, knowledge, expertise are often immediately exposed from the moment you begin speaking. Rather than thinking about what you will be negotiating in a few moments, pay attention to the subtle insights the other person is revealing while he or she is at ease. What you learn about the person will help you decide how best to approach him/her once the discussion becomes serious and focused.

Negotiating is a natural process. Being effective at it, however, is not. It takes hard work and discipline to be more than a casual negotiator. Taking the time to improve your ability to be more aware of the responses of others will yield big benefits in your personal, social and professional life.

How to Negotiate

Unlike a postal carrier whose job is done when the mail is delivered to the right house, it is incumbent upon us to make sure tour message is heard and actually understood. Developing this skill is completely within your ability. It's more practice than art.

Being a good communicator means more than just being able to speak clearly and passionately. It also includes being able to listen proactively and to visually observe the other person's reactions while you are speaking. Communicating is more than the spoken or written word. Mastering the ability to reinforce the content or meaning of what you are saying with your physical actions, demeanor, intonation, and delivery style improves the effectiveness of the point you are trying to make.

Actors rehearse their lines in front of mirrors to create the entire persona necessary to deliver the "feeling" behind the script and character as well as the line itself. Attorneys prepare for opening and closing arguments the same way. Business executives review in their minds the presentation they are about to make as they drive to a meeting or sales call. I doubt a minister takes to the pulpit without rehearsing in some fashion the sermon he is about to share with his congregation.

It makes sense as practice does make playing a role more "natural." As a negotiator, you will want to make sure what you are saying, the intent of your words, are actually being heard. Expect to present a number of performances to enhance your communications.

How to Negotiate

When your proposal or offer is countered you have three obvious options. You can accept, reject, or counter. You also have two additional options that are seldom considered but are frequently worthy strategies. You can 1) simply sit back and do nothing or you can 2) ask for a break to consider the terms.

Doing nothing causes a pregnant silence. Often the other person will feel compelled to fill the void. Your silence is telegraphing that you are not entirely happy with the proposal. If the other person offers to improve or modify the proposal or if he becomes otherwise uncomfortable with the silence, he is signaling that he has room to negotiate further. Either reaction helps you decide which of the first three options you should pursue.

Asking for a break is another form of the silence tactic. It also signals that you have issues with the counter proposal. Watch how the other person reacts to your taking a break. If he or she appears anxious or ill at ease, it likely means that there is room to negotiate further. If instead the person appears uninterested and willing to delay for an extended time, it may mean that he or she has reached a final position and it is up to you to accept or reject the offer.

In either case, you have the opportunity to qualify how firm their counter proposal is by deploying either of these tactics. If, instead, you choose from the first three, you lose the opportunity. Learn to deploy and use silence as a negotiating tactic. The timing of your response signals a lot of information. Be aware of what a prompt or delayed response means to the other person and selectively use a variety of timed responses to send the signal you want to send rather than reveal what you are thinking at the moment.

Ironically, the art of negotiating is most required when you are presented with an offer that is acceptable. The dilemma is in knowing if it is the best you can do and if it is time to stop negotiating and accept the terms.

While you do not want to needlessly leave anything on the table, you do not want to over negotiate and risk losing the opportunity to come to an agreement. Understanding the difference in your wants and needs and being able to place these in perspective with what you have learned about the "marketplace value" of the currencies involved enables you to know when you have "won enough." "Marketplace value" is much more than the monetary value of a commodity or service. When valuing something always take into account the currencies of time, convenience, need and risk. Also try to assess the other person's unique/personal situation relating to the item, transaction or service.

Personal need or desire usually enhances actual value and can be used to leverage ancillary concessions. the use of silence as a negotiating tactic can bring out the extraordinary interest the other person may have in the negotiation.

How to Negotiate

The seven basic steps leading up to any negotiation include:

1. Identification of the problem. It is essential to establish what the issue is before you try to resolve it. Often arguments occur because you and the other person are discussing different issues or the crossover relationship is not apparent to one of you.
2. Researching the issues. Knowing what the issue is allows you to do the basic research into why you are in disagreement and how important the issue is to you.
3. Selecting the participants. Both you and the other person are entitled to add or object to a potential participant in any negotiation. How the two sides populate their teams usually will have an impact on the outcome. Among other things you should try to keep people out of the negotiation who tend to inflame the situation.
4. Researching the participants. Once you and the other person have established the people to be involved in the discussion/negotiation you need to assess who The other person has on his or her team, why they were added and what position they are likely to advocate. The other person's selection of co-negotiators will indicate the areas he feels are important to his position or the areas he feels he lacks expertise.
5. Preparing for the negotiation. Before you actually start any negotiation take a few moments or a few weeks, depending on the importance and complexity of the negotiation, to prepare for the negotiation session.
a. Separate facts from assumptions. Understand what you know about the situation and what you assume to be true.
b. Validate your facts. Sometimes facts change. Make sure your information is current. If you can't do this, consider the unverified facts to be assumptions.
c. Validate your assumptions. Assumptions should be validated by third party confirmation or simply asking the other person if they are valid.
d. Test your assumptions. Assumptions that can't be validated need to be tested or discarded. Erroneous assumptions can impair an otherwise sound negotiating strategy. Don't set yourself up for failure relying on an invalidated assumption because you like it or it helps your case.
e. Adjust your strategies. Using the newly acquired information, make sure your initial strategies, objectives and goals are still appropriate. The new information can often change strategies and on occasion can obviate the disagreement altogether.
6. Meeting the Participants. When the participants first get together to start the negotiation there is usually a short period of time when people meet each other and get settled. This is an excellent period during which you should take the measure of everyone about to take a seat at the table. Observe who are comfortable and who appear uneasy. Participate in casual conversations to determine the interests and backgrounds of the other person's co-negotiators. Make sure your advocates are comfortable and ready.
7. Establishing the parameters of the situation. Once seated at the table it is helpful to make sure everyone is aware of the issues to be discussed and uncover any new issue that needs to be addressed. If new information is provided or the issues changed feel free to take a break to reflect or regroup with your team if necessary.

You are now ready to enter into the negotiation. This is most typically done by asking or soliciting an initial offer. The early stage of any negotiation should be used to establish the parameters of the situation. That is, the bid/ask disparity between you and the other person.

Each step deserves to be mentally considered before it is undertaken. A negotiator should prepare, plan, and execute on the sub-task or individual step level to maximize the potential from the process. The skill is in the preparation and the art is in the execution. Obviously more complex negotiations will have added steps and a more detailed approach but even simple negotiations can be better resolved if these steps are fleetingly considered before you enter the fray with the other person.

How to Negotiate

Hidden agendas are the meat and potatoes of good leaders/managers. Good leaders have a sense of mission, a purpose that garners the respect of others. Negotiators who can demonstrate these same leadership traits will garner the same respect. Just as leaders can impact the outcome of meetings so too can effective negotiator-leaders impact the outcome of a negotiation.

Every participant in a negotiation has a personal agenda. Those agendas are hidden unless they are shared with the group and most people don't openly share personal agendas. If they did, there would be little mystery or drama in life or our personal interaction.

So how do you uncover another's hidden agenda? By being a good detective:

1. Ask questions. Soliciting the other person's needs and wants is essential in setting the parameters of the negotiation.

2. Think like a reporter: Ask follow-up questions designed to cross-check or validate previous answers.

3. Feel free to question responses. It is important to understand what you are being told.

4. Gather and digest the responses to develop a basic understanding and appreciation of the other person's perspective, basic needs and stated wants regarding the situation.

5. Observe the non-verbal reactions that may indicate responses that are less than forthright.

Negotiation is far more than simply sitting at the table and exchanging proposals. It is the process of learning enough about the other person to be able to engage the person in a dialogue that makes that person want or need to work with you.

Remember, negotiating is persuading someone else to do what you want them to do.

How to Negotiate

Constantly revising is part of a negotiator's strategy because negotiating requires knowing your bottom line or the limits you are willing to go to win an argument or closing a sale or purchase. Your "bottom line" depends on each negotiating event and can change as your situation changes. Typically in the business environment the negotiating parameters are mandated by company objectives, limitations and policy. Working within these guidelines allows company negotiators to negotiate with confidence that they will be able to deliver on the promises they make during a negotiation. Knowing these corporate bottom line parameters also signals when the negotiator should leave the discussion to seek more guidance or look for another opportunity for the company. Thus knowing the company parameters empowers the company negotiator.

We are used to setting minimum or maximum parameters in the business or professional environment. In personal situations negotiating requires knowing your bottom line or the limits you are willing to go to win an argument. There is no reason the same discipline cannot and should not apply to interpersonal/family situations.

When you are negotiating personal matters ranging from credit card debt to what to do about an errant son or daughter you should try to set the point at which you are no longer willing to negotiate. This is especially important on the personal side as conceding too much only teaches your spouse or child that you will continue to do so and that he or she should continue to press their argument until you cave. This conceding on your part rewards bad behavior rather than deters it.

If you continually do this when disciplining a child you will raise a spoiled child who, later in life, may well have difficulties relating to his or her spouse when the 'adult child' doesn't get his or her way. As parents it is our responsibility to teach our children how to negotiate in a productive fashion so they can get along after they leave the nest.
It is even more important when dealing with an overbearing spouse. Your concessions will not only make the other person expect to prevail, it will cause you to lose respect for yourself and become even more dependent on what could become a damaging relationship.

Not to belabor the point but I need to point out here that I am not advocating never conceding. Just the opposite as we all need to be willing to 'give and take' to make any relationship work. What I am saying is that it is helpful to know in advance at what point we will no longer be willing to offer further concessions. To make this point graphically, a woman must draw the line at being physically abused. To let this type of behavior occur without recourse is simply asking for a bad outcome.

Negotiating requires knowing your bottom line or the limits you are willing to go to win an argument or closing a sale or purchase. When you approach your predetermined bottom line, the point where it's appropriate to be willing to bluff before walking away, you have two choices; bluffing or walking away. Depending on the potential impact on the relationship and how much you value the relationship, bluffing should only be considered as a last resort tactic. It should be reserved until all you have at risk is failure itself and you are fully prepared to walk away from the relationship as well as the situation because if you are caught in a bluff your credibility, integrity or sincerity will be damaged.

Conflict exists within families, among peers, friends and neighbors. It exists at work, church, school and simply along the street among strangers. Conflict resolution is the process by which we handle the conflict in our lives.

There are many ways we try to resolve conflict. By surrendering, running away, fighting, litigation of filing a complaint with the human resource department. Alternative Dispute Resolution (ADR), AKA conflict resolution, is more civilized than violence and typically cheaper and quicker than litigation.

Common forms of conflict resolution include negotiation, a discussion among two or more people with the goal of reaching an agreement, mediation, a voluntary and confidential process in which a neutral third-party facilitator helps people discuss difficult issues and negotiate an agreement, and arbitration, a process in which a neutral third-party acts as a judge of the dispute and decides the outcome for the parties.

But conflict resolution need not be so formal. Essential we each resolve conflict throughout every day of our lives. We don't consider our parents, siblings, bosses, employees, teachers and students to be warring factions but the conflicts with these people in our lives can be far more complex that some territorial skirmish between nation states.

When resolving our personal conflicts becomes more than we can handle there are some approaches than offer help. This assistance can be provided by your church, school, employer or even another family member. But if you want something a little more formal, consider:

Evaluation by a Third-Party
This involves enlisting a unbiased attorney, arbitrator or other professional to review the situation and try to facilitate a resolution by explaining the cost of litigation and likely outcome if the case. The parties then can assess if it is worth litigating or would they be better off just settling and moving on.

Peer Referendum
This approach uses a common and respected friend, associate or family member to both of the parties is asked to help resolve the dispute. By having another person hear the complaints of both sides and offer a fresh objective the angst of one-on-one fighting can be mitigated and solutions struck.

It is important to remember that conflict is a normal and necessary part of any healthy relationship. Life would be far too boring if no one disagreed with you or objected to something you were doing. And how would we ever learn anything new if we were never challenged by our teachers, parents or employers?

How we deal with conflict in large part determines the quality of our lives. When mismanaged relationships can be tested and even harmed. By developing effective conflict resolution techniques and skills your personal and professional lives should prosper.

How to Negotiate

Want a raise or higher starting salary? Consider these tips on how to negotiate salary with your boss or with a prospective employer.

Establish the Salary Parameters

To prepare to discuss salary the first step is to find out what is available. The most important step in learning how to negotiate salary is to discover where the information is that will help you establish what is reasonable to ask for in your upcoming negotiation. You will want to find out the salary range for your position or job description and if there are additional company perks available. Typically the personnel or human resource department will have this information and it should be available to you upon request.

Negotiation Salary without Conflict

Disagreement creates conflict. You do not want to create conflict between you and your boss or potential boss by making the salary discussion uncomfortable or threatening. A salary negotiation should not become a fight. Understanding the needs of the company and what you have to offer and sharing this at the beginning will help to establish that you are a team player only seeking to reap a fair return on your contribution. The goal is to have your boss acknowledge your contribution and value to the company before you get down to the dollars and cents.

Be Creative

Throwing a curve in a negotiation is usually a viable tactic to get the attention of the other person. In a salary negotiation such a curve could be bringing your self-evaluation to the meeting and discussing your strengths and weaknesses openly. The purpose of this is to highlight those qualities that warrant a salary increase based on the skills you have developed, the contributions you have made, and the value you have to the company. By discussing the self-evaluation you are providing your boss or the person hiring you the ammunition they may need to champion your cause to their boss.

Create Value

In order to warrant consideration for an exceptional or extraordinary raise you need to establish why you should be valued above your peers. One way to do this is to clearly establish that you are looking for a future with the company. That you are a devote team player and are willing to invest years of your career life with the company if they are willing to invest in you. The strength you have is that once they have trained you, you are a valuable asset that will cost time and money to replace.

Look Beyond Dollars and Cents

Salary is important but it is only one portion of a compensation package. Other benefits may be more valuable to you than a simple pay increase. Many of these perks are not taxed further enhancing their value to you. Upgrades in medical coverage, dental coverage, 401k matching contributions, stock options, a company car, laptop or notebook, tuition assistance, day care assistance and company cellular phones may add tangible value to you. These perks may allow the company to add to your compensation without exceeding their mandated pay range for the position you hold.

Your job will consume at least 30% of your waking hours. You need to like the job and feel adequately compensated for doing it. If you dread going to work maybe you should consider looking for something different rather than seeking a raise but not improving your quality of life. Too many people spend to many years trapped in a dead end or unsatisfying job rather than take the initiative to see if there is something else they could be doing. It may be that there is just such an opportunity within the company where you are working. Look around. Life is way too short to be miserable 30% of each day. Before considering how to negotiate salary, consider if perhaps it is the job you should be renegotiating.

Excerpt: Over worked and underpaid? Tired of working for peanuts? Learn how to negotiate salary with your boss or with a prospective employer.

How to Negotiate

Trading is the exchanging of comparably valued items, not negotiating. To trade is the exchange of commodities, assets or services on a par value. Negotiating contemplates the exchange of disproportionately valued commodities.

Traders focus on the intrinsic cost basis. Negotiators look to minimize cost or maximize their return. There are times when it may be better to trade then negotiate. Consider these examples.

Power or control over a situation often makes a transaction a simple trade. The person with the power establishes the rules and the rate of return. Those who find the terms acceptable participate. If not, they will seek another venue.

Limited availability of a commodity also creates a demand driven market. Sellers who hold such a commodity have the power to demand a high rate of return. Buyers who must have the commodity, oil comes to mind, have little choice but to pay the high rate while they develop alternative sources.

Hospitals and doctors enjoy another hedge against having to negotiate with you. Because you have insurance, you are not paying the bill (other than a small co-payment). That means you have little control over what is paid for the service rendered. More important, the provider has little incentive to negotiate with you or remain competitive. And the insurance company has little incentive to negotiate a unique rate for you as they spread their risk over all the people they are covering.

Simple trading is also appropriate in many situations where time and convenience are more important than price. At the grocery, for example, you simply exchange money for a loaf of bread. There is no negotiation because you are too busy to try and the amount you might save is negligible. But no one says you could not negotiate with the manager if you wanted to do so. In fact, if you are contemplating a very large purchase for a party or office event there is absolutely no reason not to contact the manager, explain the situation, and inquire about wholesale pricing or other possible discounts he or she might offer to avoid risking that you might go to a competitor.

To answer the question, are you a trader or negotiator, the answer is 'both' depending on the situation, your time, and the balance of power.

How to Negotiate

Obviously the 'why' is because you want to start, relocate or expand a business. The 'how' is the process of negotiating a lease that provides you a new location and also protects your interests.

Once you have found the right site or location and made sure that the location conforms to prudent operating needs you need to consider the lease terms. When people ask me how to lease a commercial property in addition to making sure the financial terms were viable I caution them to consider what will happen if they need to get out of the lease. Landlords usually frown upon this but there are instances when your contract with the landlord will have to be modified.

Most people are so focused on the opportunity to open a new location. In their quest they don't always consider the prospect of having to get out before the end of the lease. Business is a risky endeavor. There are many things that can and do go wrong. Therefore it is important to provide some safety measures to protect you against the need to terminate the lease.

If you mismanage your business or otherwise cause your own demise, it is not reasonable to expect the landlord to graciously allow you to terminate the lease. You have entered into a contract and the landlord has relied on you to perform through the full term. That said, if the landlord fails to do some things that directly impair your business, then you should have some rights to protect your interests. These are points that should be negotiated into a lease before you sign and while you still have some leverage with the landlord.

Adequate Parking - If your proposed use of the space is dependent on readily available parking for your customers make sure you provide for an adequate number of spaces around your location. Equally important, you may want to provide that the landlord may not lease space within a reasonable distance to a user that consumes an inordinate amount of space for long periods of time. These uses include such uses as fitness centers and theaters.

Co-Tenancy Issues - If your use is vulnerable to competitors, you may also want to provide that the landlord cannot lease to a direct competitor within a certain distance. Many tenants require this protection but within the center of which they are a part. The problem with that is that landlords are in the business of developing properties and may build other centers within your immediate trade area. Try to expand your protection right to adjacent properties within your primary trade area.

Dependency on the Center - If your use is dependent on the traffic being generated to the center then it is smart to seek protection from the center having too high a vacancy rate or losing a major draw either of which can reduce traffic to the center demonstrably. Also, a new center is always attractive and appealing. But what would happen if the landlord failed to maintain the center and the parking lot. If things fall into disrepair it may have a direct impact on your business. Try to provide that should the landlord fail to maintain the center in a fashion that impacts your sales you have the right vacate or withhold rent until the issues are corrected.

With these safeguards in place the rest is up to you to do your best to build your business and service the lease. Knowing how to lease a commercial property is an important part of being in business. Knowing how to provide for future uncertainties enables you to stay in business.

How to Negotiate

The basic phases or steps leading up to any negotiation include:

• Identification of the problem.

• Researching the issues.

• Researching the participants.

• Preparing for the negotiation.

• Separating facts from assumptions.

• Meeting the participants.

• Validating your facts.

• Adjusting your strategies.

• Testing your assumptions.

• Re-Adjusting your strategies (this is an ongoing activity).

• Establishing the parameters of the situation.

• Taking a break to reflect or regroup, if necessary.

• Making or soliciting the initial offer.

Each step deserves to be considered before it is undertaken. A negotiator should prepare, plan, and execute on the sub-task level to maximize the potential from every step of the process. Too many people approach negotiations from the end result, their objective, rather than focus on the steps of the process. This linear thinking results in loss of opportunities.

The skill of a negotiator is in the preparation and the art is in the execution.

How to Negotiate