Ignore Deadlines

When there are informal, or even formal deadlines that you can ignore, it is an opportunity to let time pressure work for you. By ignoring a deadline, you let the other side know that it isn't important to you. They'll feel the need to give you something more to get the deal closed, especially if the deadline is important to them.

Set Aside Problems For Later

When you have a tough issue in a negotiation, it is often best to set it aside and come back to it later. This is partly because of the psychology of time Ignore Deadlines-investment. If you spend time nailing down the other points, the other side won't want to throw away the negotiations as easily. That means when you finally return to the tough issue, they may be more willing to give you what you want.

All you need t do is say something like, "Let's set this aside for the moment, and come back to it later. There are other things I think we can easily agree on, so let's get those worked out first." Usually the suggestion will be accepted. It may even be a relief to all involved Ignore Deadlines to let that issue drop for now. Then, with time and more trust-building, you can return to it in a stronger position.

Get Step-By-Step Commitment

In complex negotiations, with many parts, a good negotiating tactic can be to settle the points step-by-step. That way, if there is a big problem at any point, you don't have to start the entire negotiation over. If you're negotiating with the family on your vacation plans, for example, you can settle on the length first, then the type of vacation, then the destination, and so Ignore Deadlines on.

In a business negotiation, you should put the steps in writing. Even if it is just a non-binding "memorandum of understanding," it helps to have both sides committed to these smaller agreements. There is a moral force to having agreed in writing, even tentatively. Then if the other side wants to take something back, you can more easily ask for something in exchange.

Flatter

Perhaps one of the oldest negotiating tactics, flattery works. To be honest, it probably helps even in its crudest and most obvious forms. To use it most effectively, though, subtlety is required. "I like that tie," still Ignore Deadlines probably can't hurt, though.

One effective way to flatter someone is to make the compliment a part of the negotiations. For example, if you are negotiating with a supplier for your appliance store, you ask the president of the other company if he'll be there in coming years, and in response to his assurances, say something like, "Good, your efficiency is one of the primary reasons we're here, so it's important to know you'll be around."


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