Read the passage and answer the questions.
A few years ago I was on my boat with one of my employees, a great guy named Keenon; I wasΒ supposed to be giving him a pep talk and performance review.
βWhen I think of what we do, I describe it as uncovering the riptideβ, I said.
βUncovering the riptide,β Keenon said.
βYes, the idea is that we - you and I and everyone here - have the skills to identify the psychologicalΒ forces that are pulling us away from shore and use them to get somewhere more productive.β
βSomewhere more productive,β Keenon said.
βExactly,β I said. βTo a place where we can...β
We had talked for about forty-five minutes when my son Brandon, who runs operations for theΒ Black Swan Group, broke out laughing.
βI canβt take it anymore! Donβt you see? Really, Dad, donβt you see ?β I blinked. Did I see what?Β I asked him.
βAll Keenonis doing is mirroring you. And heβs been doing it for almost an hour.β
βOh,β I said, my face going red as Keenon began to laugh.
He was totally right. Keenon had been playing with me the entire time, using the psychologicalΒ tool that works most effectively with assertive guys like me: the mirror.Β Your personal negotiation style - and that of your counterpart - is formed through childhood,Β schooling, family, culture and a million other factors; by recognizing it you can identify yourΒ negotiating strengths and weaknesses (and those of your counterpart) and adjust your mindsetΒ and strategies accordingly.Β Negotiation style is a crucial variable in bargaining. If you donβt know what instinct will tell you orΒ the other side to do in various circumstances, you'll have massive trouble gaming out effectiveΒ strategies and tactics. You and your counterpart have habits of mind and behaviour, and once youΒ identify them you can leverage them in a strategic manner.Β Just like Keenon did.
Thereβs an entire library unto itself of research into the archetypes and behavioural profiles of all theΒ possible people you're bound to meet at the negotiating table. Itβs flat-out overwhelming, so muchΒ so that it loses its utility. Over the last few years, in an effort primarily led by my son Brandon,Β we've consolidated and simplified all that research, cross-referencing it with our experiences inΒ the field and the case studies of our business school students, and found that people fall into threeΒ broad categories. Some people are Accommodators; othersβlike meβare basically Assertive; andΒ the rest are data-loving Analysts.
Accommodators think that as long as there is a free-flowing continuous exchange of information, time is being well spent. They will yield a concession to appease or acquiesce and hope the otherΒ side reciprocates. The Assertive type believes time is money. For them, getting the solution perfectΒ isnβt as important as getting it done. Assertives are fiery people who love winning above all else,Β often at the expense of others. Analysts are methodical and diligent. They are not in a big rush.Β Instead, they believe that as long as they are working toward the best result in a thorough andΒ systematic way, time is of little consequence. Their self-image is linked to minimizing mistakes.Β Their motto is as much time as it takes to get it right.
A study of American lawyer-negotiators found that 65 percent of attorneys from two major U.S.Β cities used a cooperative style while only 24 percent were truly assertive. And when these lawyersΒ were graded for effectiveness, more than 75 percent of the effective group came from the cooperativeΒ type; only 12 percent were Assertive. So if youβre not Assertive, donβt despair. Blunt assertion isΒ actually counterproductive most of the time.
Remember, your personal negotiating style is not a straitjacket. No one is exclusively one style.Β Most of us have the capacity to throttle up our non-dominant styles should the situation call for it.Β But there is one basic truth about a successful bargaining style: To be good, you have to learn to beΒ yourself at the bargaining table. To be great you have to add to your strengths, not replace them.