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2 Workshop Outcome: The participants will understand and know how to apply the core principles of effective negotiation. Opening, Course Overview, Schedule & Introductions... 2 Our Attitudes and Beliefs on Negotiation Affects Our Negotiating Effectiveness... 4 What Are Effective Negotiating Behaviors?... 8 Preparation for Negotiation What Are Effective Techniques and Tools for Negotiating? Moving to Agreement Build Up Your Playbook Final Thoughts Taking Action ne go ti ate Verb Try to reach an agreement or compromise by discussion with others. A fool tells me his reasons; a wise man persuades me with my own. Aristotle SECorps

3 Opening, Course Overview, Schedule & Introductions Workshop Objectives Give and Take Receive Improve your negotiating effectiveness Improve your team s performance Make your life better Schedule Boundaries SECorps

4 The Format The Laboratory Sources Secrets of Power Negotiating by Roger Dawson Bargaining for Advantage by G. Richard Shell The Truth About Negotiations by Leigh Thompson Introductions Name Responsibility (what you are responsible for delivering for your company} Why you re here SECorps

5 Reality Check Negotiating effectively is a learned skill, honed over time Our Attitudes and Beliefs on Negotiation Affects Our Negotiating Effectiveness So why do we negotiate? To resolve different views towards: SECorps

6 So when do we negotiate? Active negotiation occurs when one party has what the other party needs/wants and is willing to provide something for it. What s the difference between Give and Take and Give and Receive? What prevents healthy negotiation? What are the characteristics of an unhealthy negotiation? SECorps

7 What are the characteristics of a healthy negotiation? Give and Take Receive What worked? What didn t work? How do you win at negotiation? How do you move from a ME to a WE attitude? SECorps

8 What did you learn about negotiating attitudes and what are you going to do as a result? SECorps

9 What Are Effective Negotiating Behaviors? When does a negotiating process begin? The components of effective negotiation include: Style & Emotion Awareness Communication Relationship A Defined Decision Path Style & Emotion Awareness Is negotiating/decision making logical or emotional? For the Seller: Emotions Logic Low High Low High SECorps

10 For the Buyer: Emotions Logic Low High Low High When I negotiate, I feel: How can your emotions or reactions to the emotions of others impact your negotiating? When I make a big decision, I feel: SECorps

11 Assuming that your clients feel the same emotions, how do you help them through the decision process? When you make a big decision, how much information do you need to make it a logical decision? Why? Emotions cause commotion. What is the number one emotion that a successful negotiator cannot have? What does cause us to do? Our challenge: To replace compromise and fear based negotiating with decision based negotiating. Approach the sale with the attitude of I d like to make this deal, but I do not need this deal. The Risk: Our no need attitude comes across as arrogance. SECorps

12 What are some of the key components to negotiating STYLE? Give and Take Receive What is your negotiating style? Bargaining Styles Assessment Competing Higher Scores Like high collaborators, high competitors like negotiating. But they enjoy it for a different reason: Negotiating presents an opportunity for winning and losing and they like to win. Lower Scores People with a lower competing score do not view negotiations as simply winning and losing. They see negotiations as a dance, not a game. Like to frame negotiations as games with winning and losing moves Strong instincts about leverage, deadlines, how to open, how to position final offers, etc. Can be seen as non-threatening Can be at a disadvantage when the other party wants to compete Can be hard on relationships SECorps

13 Collaborating Higher Scores High collaborators enjoy negotiations because they enjoy solving tough problems in engaged, interactive ways. They are instinctively good at using negotiations to probe beneath the surface of conflicts to discover basic interests, perceptions and new solutions. Lower Scores Low collaborators dislike using the bargaining process as a forum for creativity. These negotiators prefer having problems clearly specified before the negotiation begins and like to stick to the agenda and their preset goals once a meeting starts. May make the simple too complex Can bottleneck/stifle brainstorming Compromising Higher Scores People with a strong disposition to compromising are usually eager to close the deal by closing the gap in negotiations. They scan the environment for fair standards and formulae that can help them achieve closure as quickly as possible. Lower Scores People with a low score in this area are, almost by definition, men and women of principle. Their great strength is their ability to summon passion and commitment when serious matters of principle and precedent are at stake in a negotiation. Can rush negotiations May make concessions too quickly Often don t ask enough questions Can be seen as stubborn May win the argument, but lose the deal May take too long to reach an agreement SECorps

14 Avoiding Higher Scores High avoiders are adept at deferring and dodging the confrontational aspects of negotiation. As a positive attribute, avoidance can be viewed by others as graceful tact and diplomacy. Lower Scores Low avoiders have little fear of interpersonal conflict. Indeed, they may in some cases enjoy it. As negotiators, they have a high tolerance for assertive, candid bargaining. Often use , etc. in conflict situations Can bottleneck decisions May avoid asking for help when they could benefit from it Can lack tact May be seen as confrontational In bureaucratic settings, can be seen as a troublemaker Accommodating Higher Scores Negotiators with a strong disposition toward accommodation derive significant satisfaction from solving other peoples problems. They often have good relationship-building skills and are relatively sensitive to others emotional states, bodylanguage and verbal signals. Can overemphasize relationship Lower Scores Negotiators with low accommodation scores have a tendency to hold out for their view of the right answer to a negotiating problem. They stay within their own frame of reference, seeing their solution as objectively correct. In short, low accommodators are more concerned with being right than being persuasive. Can be vulnerable to competitive people May feel taken advantage of - further impeding effectiveness SECorps

15 What have you learned about your negotiating style? How may your style help you in negotiations? How may your style hinder you in negotiations? What are the styles of your teammates? SECorps

16 How can you determine the negotiating style of the other party? And use that knowledge to improve the negotiation? To be a skilled negotiator, you need to be fluent the languages of both cooperation and competition. The Truth About Negotiations Some additional style and emotion comments: How you react to something said by the other party is HUGE Always struggle never give in too quickly The components of effective negotiation include: Style & Emotion Awareness Communication Relationship A Defined Decision Path Communication What are some of the key components of effective communication? SECorps

17 INFORMATION GATHERING BEHAVIOR as a PERCENTAGE of ALL BEHAVIOR OBSERVED From Bargaining For Advantage Skilled Negotiators Average Negotiators Asking Questions 21.3% 9.6% Testing for Understanding 9.7% 4.1% Summarizing 7.5% 4.2% Total Information Gathering Behavior 38.5% 17.9% Based upon your experience, what are three questions that you should ask very early in the process? How do you show that you are listening? Hearing Listening How do you help them listen? Research indicates that we retain only 10% of what we hear; 20% of what we see; 65% of what we hear and see; but 90% of what we hear, see, and do. SECorps

18 Prepare Explore Propose Agree Words have power: Explore: Let s explore this together Propose: We propose and make proposals throughout our relationship with a client starting with calling them for an appointment. We make proposals until we reach agreement. Proposals: These used to be the documents that we prepared and then revised for clients. Agreements: These are the documents that we prepare for client approval after we have mutually reached agreement. SECorps

19 The components of effective negotiation include: Style & Emotion Awareness Relationship Communication Relationship A Defined Decision Path What are the key components of RELATIONSHIP? Trustworthiness Commonality Competence Respect The base component of relationship is. The keys to establishing this are: Reciprocity and relationship traps include: SECorps

20 How can we build relationship through commonality? How do we build relationship through competence? How can we build relationship through respect? The components of effective negotiation include: Style & Emotion Awareness Communication Relationship A Defined Decision Path A Defined Decision Path Dates drive decisions. dates drive decisions... dates drive decisions.. Avoiding the chase : having a clear path to a decision UP FRONT is vital to an effective negotiation. If there is no defined decision point, the negotiations may never end. If you don t have a path to a decision, what do you have? Get agreement on the decision process and key details up front. SECorps

21 If they don t have a timeframe, help establish one that they agree upon. 80% of concessions occur in the last 20% of the remaining time if there is no remaining time, when do they end? What are the CORE questions that you need to have answered so that you have a solid basis for moving forward? Who What Why Where When How Know Who Really Decides Get this sorted out very early. Ask the tough questions early. o Sort out if they are going to make the evaluation of your recommendation and make the decision or are they gathering information? o Can you give me an example of how a recent similar decision was made, who was involved and the time involved? o Describe to me, if you would, how the decision on this will be made. o If what we prepare meets all your needs, any reason you can t give us a decision? Good negotiators will not position themselves as the decision-maker. They will provide themselves with some options even if they are truly the one making the decision. Here is how that works: o After they negotiate hard, you will hear: I ll have to take this to my people (if they are a good negotiator, this is not a person [you could potentially contact a person}, but another entity i.e. committee, partners, etc.) SECorps

22 Here are some other things you might hear if you are not talking to someone willing to declare themselves as the decision-maker. o The committee meets tomorrow and will be reviewing all the very competitive offers that we ve received. Want to make any changes to yours? o I can give you a decision now, but it will be a no. Why not give me some time to have my people look at it? And after they take it to their people you may hear: They like the concept; however you ll have to do better on the price. So, whether they took it to their people or not, they are still trying to negotiate the price. When they are going to take it to their people, be clear on: o Who they are taking it to get as specific as you can. o What their role is in the decision process. o What they need to decide. o How they will decide. o When they will decide. o When you will receive an answer. Get ahead of it o When you sense/know that others will be involved in the decision, be preemptive and move in that direction. o I m sure that you ll have several folks involved in this decision. What s the best time for us all to get together so that we can review our recommendation and answer their questions? o Struggle with them going to their people alone. My experience has shown that when we are not all together and they ask a question that cannot be answered, no matter how much you want to move forward immediately, the whole process gets stalled. SECorps

23 What else do you want to know up front? Why don t we ask the hard questions up front? What happens when we don t ask the hard questions up front? Summary of The Components of Effective Negotiation The components of effective negotiation include: Style & Emotion Awareness Communication Relationship A Defined Decision Path What behaviors do you need to have to negotiate effectively? SECorps

24 What behaviors do you need to develop to negotiate more effectively? SECorps

25 Preparation for Negotiation What are some of the key components to PREPARATION? Knowing what you are willing to negotiate and what you are not willing to negotiate Prioritizing or ranking those items that you are willing to negotiate For each one, develop alternatives Anticipate the items or issues the other party might bring up Become clear on your most desirable set of terms for each of those items or issues Developing your Aspiration Point Knowing your BATNA (and theirs) Identifying the ZOPA Developing your Opening Moves Preparation Knowing What You Are Willing to Negotiate What, if anything, are you not willing to negotiate? SECorps

26 What are you willing to negotiate? How would you prioritize the above with 1 assigned to what you are most willing to negotiate and 5 to what you are least wanting to negotiate? What are the alternatives to those you are willing to negotiate? Negotiating Point Desired Terms Acceptable Terms SECorps

27 What negotiating points do clients typically bring up? Why do clients focus on these negotiating points? Remember this: When you are only negotiating price, every $ you negotiate is a profit $ Preparation Knowing Your Aspiration Point Aspiration Point An Aspiration Point represents the monetary equivalent of your ideal terms and conditions. It s not a range, it s a single point. Your aspiration point should be such that if you proposed your terms and the other party immediately accepted, you would still feel good. i What are some examples of an Aspiration Point related to a recent proposal that you made? SECorps

28 What s the right price (Aspiration Point)? For example, according to McEnearney Associates, a McLean, VA, real estate company, homes that sold in August 2013 within their first week on the market sold for an average of 2.08 percent above list price. Homes that lingered on the market for four months sold for an average of percent below their original price. Preparation Knowing Your BATNA (and Theirs) Identifying your BATNA and the client s BATNA Best Alternative To Negotiating an Agreement You always have a BATNA and so does your client. You may or may not like yours, but you always have one. What is an example of a BATNA that you might have? What are some BATNA s that your client may or may not have? SECorps

29 Know your BATNA. Discover your client s BATNA. Don t reveal your BATNA to the other party Think of a recent time that you didn t make the sale. What alternative did the client select? Preparation Continued Determining the ZOPA ZOPA is the Zone of Possible Agreement. In other words, ZOPA represents the overlap between the most the buyer is willing to pay and the least the seller is willing to accept. It s the bargaining zone. Example: The buyer is willing to pay from $5,000 to $7,500 for a product. The seller is willing to sell it for $6,000 to $8,000. So, their ZOPA is: Buyer $5,000 $7,500 ZOPA Seller $6,000 $8,000 We may not know the Client s ZOPA, however it is usually larger than we acknowledge especially when factors beyond price are considered. The risk is becoming myopic on our ZOPA without consideration for our Client s ZOPA. Think of something that you sold or bought recently - thinking back on the situation, what was the ZOPA? Remember: ZOPA is not just about money. Scope, terms and conditions all have a ZOPA. SECorps

30 Preparation Presenting Your Case & Opening Moves Using SCAN to Present Your Case Situation o What is their current situation? o What outcomes are they getting? o What is it costing them to get these outcomes? o What outcomes do they want? o Do they agree with the above? (don t move forward until you have agreement) Cause o What is the cause behind the outcomes that they are getting? o Do they agree? Answer (recommendation) o What options have we considered for them? o What is our recommendation (singular)? o What is their reaction to our recommendation? o Do we need to modify our recommendation? And if so, how? When you make a recommendation to them, you do it for a reason. Be ready to explain how you came to your conclusion and be willing, but slow, to move from your recommendation based upon new input from the other party. Examine changes to your recommendation in more detail before you make the change: We may be able to do that, but let s look at all of the details involved with that option. SECorps

31 o Have we reached agreement? Net Benefit o What are the net benefits to them? (non-financial) o What are the financial benefits that they will receive? o Is it time to write up the agreement for your approval? Don t Fear Making the Opening Offer Greatest Fear: Making the opening offer will leave $ on the table. It s ideal for them to make the opening offer, but.. Greatest Unknown: Does the client have any earthly idea of what this is worth? Train wreck: We ask them what they would pay for our recommendation without giving them enough information to provide a knowledgeable response and as a result they provide us with an answer that is outside of our ZOPA range and establish a dreadful or non-starting point. Primary Reason for you to make an opening offer: It establishes an anchor or starting point that is within your ZOPA range. However, if you know that the other party has specific conditions, scope, terms, etc. make sure that you clearly know these before you make an offer. And if they add more later, make sure you modify your offer (see concessions). When you make an offer, always write it down - on a pad, on a flipchart, etc. The power of writing it down is HUGE. What is not written down is easily forgotten. When you change a term, change what you have written down - it visualizes the changes you are making to your offer. SECorps

32 Be Optical Use visual images and visual tools to make your points and to remind everyone what has been covered Opening Dialogue In the spirit of recognizing how important your time is, I have prepared a set of terms that would be acceptable to me. I understand, however, that you will most likely have some different ideas. So, I offer this set of terms (which I have written down on the flipchart over here) as a starting point for what I hope is a more broad-ranging discussion. And in that spirit, I am eager to have your ideas. ii Preparation Knowing Your Concessions & Your Pattern of Concessions Clearing Knowing Your Concessions What are your willing to concede and how much are you willing to concede (ZOPA)? SECorps

33 What are you willing to trade for your concessions? The Pattern of Concessions If you are willing to make a large concession, make it early, not late. When it is made late, it seems that you are hungry and/or there is a lot more available. Narrow your concessions as the talks progress. Move from larger to smaller. Never, ever make all of your concessions up front. Remember that how you initially make concessions will start a pattern of what will follow. Always ask for a trade-off for every concession that you make. Remember, the value to you is not the same as the value to them. Make it seem proportional to the trade-off you are being asked to give. Occasionally bounce it back to them: If we are willing to move on that issue, what can we change? or What can you do for me? They may believe that what they are asking for is worth more than you feel its worth. You will want to put a value on a concession. Doing that will cost us about $xxxx. If they know that every time that they ask for a concession that you are going to ask for one as well, it often stops the filing away game. Watch out for the we don t negotiate trap. We don t negotiate, we just ask everyone to just give us their best price up front. You provide your best price and then the negotiations begin. Don t make all your concessions equal again it s a pattern that you want to avoid. Just because you don t get a concession the first time that you ask for it doesn t mean you shouldn t ask for it again Could we take a look at this again? Increase the pressure on the other party. If my count is correct, we ve made xx concessions so far and you ve only made x. So, what else will you consider so that we can move forward? SECorps

34 Occasionally you may need to claw back a previously given concession. I know that we were talking about including., but at that price we unfortunately will not be able to include it. I know that we were talking about 90 day terms, but at that price, we can only do 30. Tie things down. When you hear We ll work that out later, it s no big deal. ; watch out. This may be a big deal later. Don t make this discussion confrontational. If we have to do that, then you have to do this. Use a major concession to move to agreement. If we are able to make that concession, do we have an agreement? Preparation Know Your walk-away Point Know the point at which you re finished. It could be a price point, certain terms, schedule requirements, etc. (or a combination of these). But you should clearly know when it s time to move on to the next opportunity. SECorps

35 Preparation - Knowing When to Stop When do you not negotiate or stop negotiating? Summary of Negotiating Preparation Know your objective Know your options Know your Aspiration Point Know your BATNA Try to identify the Client s BATNA Determine the ZOPA Plan the presentation of your case (using SCAN) and your opening moves Know your pattern of concessions Know your walk away point Know when to stop What preparation do you need to begin or enhance to be more effective at negotiation? SECorps

36 What Are Effective Techniques and Tools for Negotiating? Give and Take Receive Follow Your Sales Cycle Once they have your price, they may not need or want to talk to you further you only negotiate when you are talking with them, not chasing them. Verify that they want to do something about it. Do not skip any phase. Know the Value of What You Provide Know the intellectual value of your organization and don t give it away there is potentially a value in everything that you do for a Client. Even giving someone a price is providing value to them. The value of any service you provide diminishes as time goes by. Don t count on them owing you unless you set it up that way. Always, always negotiate the fee before you do the work. What is the value of: Sure, we can do that!? Learn to Ask Reasons for asking for more than you expect to get: You might get it. It gives you room to negotiate. It raises the perceived value. It prevents deadlocks. It provides a chance for the other party to win. SECorps

37 Be a Reluctant Seller (or Buyer if that s your role) Know your BATNA. This expands the negotiating range before you start. Watch out for the reluctant buyer: I really do appreciate what you have put together for us; however it s probably not a fit. But just to be fair in evaluating your offer, what is the very lowest price you would take? Learn to Flinch When you are making a proposal, you should be watching their reaction/response. When they are making one, they are watching yours and you want it to be appropriate. Sometimes it should be: Shock and Surprise! Recall the visual part of what people remember. Sidestep Splitting the Difference It seems fair. However, it presumes that both parties are starting from a reasonable starting point you may be giving more away that they are, so it s not always fair. SECorps

38 What s wrong with this dialogue? Two negotiators are hard at it over the price for a company. Here is their dialogue in abbreviated form. A: I ll buy your company for $15M B: Are you kidding, it s worth much more than that. I ve had other offers. I would want at least $47M A: That s a lot more than I would ever want to spend. The most I could offer would be $18M B: Well then, we probably won t reach a deal because the company is worth $47M. But I might agree to $46M. A: Still unacceptable. My highest would be $22M. But we d have to close in 30 days. B: I don t think I could accept that offer. I m not trying to drive a hard bargain here, but I think that we both realize that this company is special. I could agree to $45M. A: My final offer is $25M. B: Okay, I have an idea. Why don t we just split the difference for an even $35M. That would be a fair deal for both of us. A: That sounds fair I guess. Who got the best deal? Avoid Confrontation When you argue, you get defensive. When you threaten, you only have power until you apply the threat. Learn to diffuse confrontational statements o Feel: I understand how you might feel that way o Felt: Other have felt the same about that o Found: What we have found is.. SECorps

39 Watch for the Squeeze When you hear: I really like it, but you ll have to do better than that. STOP do not give a better price or terms Respond with: Exactly how much better than that do I have to do? Remember to negotiate $ not % s Remember, You Have People Too This can be a way to regroup and come back at a later time to relaunch the negotiations. This can be a way to get to closure So, if I can get my people to go along with what we have put together are you prepared to approve the agreement? Who are your people? It allows you to come back and relaunch: After talking this over with my people, we can move forward, but the terms must change a bit. Watch for The Diverto Buyers can create an artificial issue to take you off the real issue. Example: Set up an artificial schedule, then relax the schedule and ask for a price concession. SECorps

40 Avoid the Cafeteria Shopping Can you provide us with a breakdown of the pricing? If they do this with you and others, they always want the best price or terms provided in each area. If they want to buy the equipment, what other conditions (normally included when you provide the equipment) goes with that decision? Good Guy Bad Guy Can be used by either party. Can be effective. Can lure you in when you are negotiating with the good guy. Can allow you to position some of your people as the bad guys. o I d love to do it, but I ve asked and we ve reached the limits of what we can do on this one. Can come across as cheesy. The Lure of the Last Look Sounds great They like us! But is it the last, last, last look??????? Who else is getting one? SECorps

41 Watch Out for the Chum in the Water Work with me on this one and I ll work with you on the next one. Really? What does that mean? What does it mean if it stays undefined? Remember the law of diminishing value once they have it, they forget about the value you provided. The Stalemate Occurs when both sides are talking, but no progress is being made. Some ways to break a stalemate: o Change the players o Change the venue o Remove someone that is irritating the other party o Change the subject go off topic for a while o Introduce something new leasing, financing, other terms and conditions o Talk about sharing the risk o Change negotiating styles o Suggest a big change Continue to try different things until you get the negotiation rolling again. Take It or Leave It Usually ends negotiation. From a selling perspective, this only works if the other party has something major to lose by not taking it. When they say it to you, counter with: o Really? We ve worked together this long and it s come to this? o I m sorry that we won t be doing business after all. Any way to change that? SECorps

42 o Find a way for them to change their position. Their Problems are Their Problems I only have $x in the job for that. ; It s not in the budget. You can help them resolve their problems, but they are their problems, not yours and not a reason to immediately adjust your price or make other concessions. Information is Power Knowledge is power. Just because you know it doesn t mean you have to say it. Or stop asking for more information. Secret Information Beware. Our tendency is to believe secret information. I shouldn t tell you this, but. ; I m not telling everyone, but you should know It may be planted information. SECorps

43 Concentrate Maintain your focus. Stay on the issues preventing an agreement. Keep guiding the discussions forward. It may get emotional, but never lose control. Other Keys: Remember the power of the pattern interrupt. Leave your ego at home. Don t try to be the smartest guy in the room or display smart-guy behaviors. If you re not talking to the other party, you re not negotiating. Play the negotiation game, but don t make it a one-on-one competition you will usually lose. It s often a team sport. SECorps

44 Not allowing for any negotiating creates deadlocks and does not allow any win for the other party. You must ask for more than your best offer initially going in with your best and final offer leaves no room for negotiation. Don t ask don t get Don t negotiate price, scope and terms separately. Any concession that you make (especially early in the negotiation) quickly loses its value (unless you ve attached a value to it and bring it up in the future). If you narrow things down to one issue (especially if it s a big one), there will be an impasse or a winner and a loser. Little agreements lead to big agreements. SECorps

45 You always think you have the weaker hand and need to compensate for it. As negotiations continue, people usually become more flexible. The party with the most power is the one with the most options. It s never apples to apples. Avoid self-inflicted injuries. Know when to be quiet. Know when to stop. The most powerful negotiators are always willing to walk away SECorps

46 So, what negotiating techniques and tools are you going to apply? Moving to Agreement Gain Commitment Obtain their commitment to what s been agreed upon and their commitment that when the agreement is prepared they will approve it. Know who s going to approve it and when it will occur. You need to have CLEARLY defined next steps. Be Gracious Say thanks for the negotiation and the business. SECorps

47 Watch for the Postgame Ask You are vulnerable after you make a deal (they are too). Watch out for them asking for one more thing or for something that they did not get initially. Sometimes you can use this to gain one more thing that benefits you, but do this with care too much and you can reopen negotiations. They may even ask Could I have done any better? The answer is always NO. Use some form of public affirmation to seal the deal. Write Up the Agreement Do it quickly before any amnesia sets in. Use your terms and conditions whenever possible. Make sure that you were taking good notes and include all of the key components of the agreement that you have made. He who writes the agreement controls the undefined or ill-defined terms. The writer also has the obligation to remove any ambiguity if it s ambiguous and you go to court, the writer of the agreement usually loses. Use your team (if you are working with one) to review the agreement prior to presentation to verify completeness. If it s a longer negotiation, use written agreements along the way to avoid backtracking letters of intent, memorandum of agreement, etc. Get the Agreement Approved SECorps

48 Following the Approval Build Up Your Playbook Keep notes on all of your negotiations o Where did they start? o Where did they end? o What concessions did you make? o What concessions did the other party make? o What was your BATNA? o What was their BATNA? o What was the ZOPA? o Where did you end up in the ZOPA? Final Thoughts Enjoy Negotiating Be prepared Be bold Be willing to ask Be patient Be willing to walk SECorps

49 Taking Action What are you going to do differently tomorrow? Meet with my supervisor to review my key learnings and goals from this workshop. i The Truth About Negotiations by Leigh Thompson ii The Truth About Negotiations by Leigh Thompson SECorps