American - Businessman | -
The moment you've convinced someone that you truly understand her dreams and feelings, mental and behavioral change becomes possible, and the foundation for a breakthrough has been laid.
Christopher Voss
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The sooner you cut off negotiations with someone you shouldn't be dealing with, it gives you the chance to move on to a more profitable deal.
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You're supposed to have a passionate purpose as a CEO.
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'No' is a dynamic that you've got to master before you can ever master 'yes.'
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In Syria, for some time, they have been trading hostages for a number of things: for weapons, for money, for political influence, and for favors.
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There is great power in deference. Deference works with everybody.
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Since retiring from the FBI in 2007, I've traveled the world and worked with everyone from CEOs to their managers and everyday workers on how to apply techniques from hundreds of high-stakes, life-or-death negotiations to business negotiations.
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There are a lot of negotiators that really will give in on a deal because being understood is more important than getting what they want. And there's a particular type in particular, the assertive negotiator: being understood is actually more important to them than actually making the deal.
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The first and best way to say 'no' to anyone is, 'How am I supposed to do that?' Now the other side actually has no idea as to the number of things you've done with them at the same time. You conveyed to them you have a problem.
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How you use your voice is really important, and it's really driven by context more than anything else, and your tone of voice will immediately begin to impact somebody's mood and immediately how their brain functions.
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'Fair' is, like, this incredibly overused term in negotiations: 'I just want what's fair.' 'What's the fair market price?'
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What you want to do is put people in a position where they feel connected enough to you that they're willing to collaborate with you; they're willing to show you the things that they were scared to tell you about before.
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