Negotiation Workshops For Teams

I used to dread negotiations early in my career... Then I realized: Being a strong negotiator isn’t about confrontation. It’s about developing the right frameworks. Here are five game-changing approaches to  negotiate every deal more effectively: 🤝 The 4 Phases Framework (h/t: Roy Lewicki) Great negotiators don’t jump straight to bargaining.  They follow a structured process: • Preparation (lay the groundwork) • Information Exchange (build mutual understanding) • Bargaining (explore potential solutions) • Commitment (secure the agreement) 💪 The BATNA Strategy (h/t: Roger Fisher & William Ury) Your power in any negotiation comes from knowing  your Best Alternative to a Negotiated Agreement (BATNA). It’s your safety net, your source of confidence.  Always define it before you start. 🎯 The Negotiation Matrix (h/t: Lewicki & Hiam) Different situations call for different strategies: • High stakes? Compete. • Building a long-term relationship? Collaborate. • Minor issue? Avoidance might be best. • The relationship is too critical? Accommodate. • Both matter equally? Compromise. 🤔 The Harvard Principled Negotiation Method (h/t: Fisher, Ury & Patton) This is a game-changer: Focus on interests, not positions. Instead of asking what they want, ask why they want it. That’s where real value creation happens. 🎯 The ZOPA Framework (h/t: Fisher & Ury) The Zone of Possible Agreement (ZOPA) is where deals get made. Understanding both sides’ limits helps you identify common ground. Everything else? It's just noise. Key takeaway: The best deals happen when both sides feel heard. And the most successful negotiators aren’t the most aggressive. They’re simply the most prepared. ♻️ Find this valuable? Repost to your network. 💡 Follow Eric Partaker for more on business & leadership.

Procurement’s biggest negotiation power is NOT during Contract Negotiation phase. (It is BEFORE vendors are invited for tender) You miss this window, your leverage bleeds out daily. Negotiation | 16 SEP 2025 - Procurement's ability to negotiate, shape vendor terms, price and deliver fit-for-purpose contracts "Decays Like an Hourglass" once sourcing process begins. Here’s why timing is everything: #1. Peak Leverage (Supplier Registration & PQQ) →Vendors compete blindly for a spot. → Push for acceptance of non-negotiable terms early. → Include standard T&Cs with key terms. #2. Leverage Leak (RFP/Bid Clarification & Submission) →Vendors now see competition. →Use competitive tension; let vendors know no. of bids. →Clarify specs but do not negotiate scope. #3. Critical Decline (Best and Final Offer) →Shortlisted vendors smell victory; alternative shrink. →Keep ≥ 3 vendors until BAFO; Never reveal rankings. →Use scoring gaps to extract concessions. #4. Near-Zero Leverage (Contract Award) →Winner knows you’re committed. →Switching costs soar; too late for heavy lifts. → Focus on SLA fine-tuning not pricing or terms. Use prequalification to: ✅Force adherence to standard Ts&Cs ✅Eliminate non-compliant bidders early ✅Create FOMO in Vendors (Will we make the cut?) Negotiation is a race against your OWN process. The Early Bird Catches the Worm Front-load pressure or backpedal through concessions." Always include your non-negotiables into vendor registration gateways. What procurement stage have you seen early leverage make or break a deal? #Procurement #NegotiationTips #RFPTips #StrategicSourcing

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

Strong negotiation outcomes are usually built before the meeting starts, not during it. In procurement, the real advantage is rarely sharper rhetoric. It is better preparation architecture, clearer issue design, and tighter commercial capture.  A useful way to reframe negotiation is this: stop treating it as a price discussion, and start treating it as a multi-variable value design exercise. A few principles that matter in practice: • Preparation quality sets the outcome ceiling long before the first offer is made • A should-cost view, credible BATNA, issue map, position structure, and supplier intelligence must work as one system • The most valuable trades come from asymmetry — concessions that cost you little but matter more to the supplier • Single-issue bargaining narrows the commercial outcome; multi-issue packaging expands it • Supplier tactics are best countered through preparation discipline, not improvisation in the room • Governance matters: mandate clarity, team roles, and live concession control prevent avoidable leakage • Negotiation is not complete when terms are discussed; it is complete when value is captured clearly in writing Negotiation science is not about becoming more aggressive across the table. It is about building the analytical discipline to know what to trade, what to hold, what to link, and what must be documented before value starts leaking back out of the deal. Global Procurement Series — Season 2 STRATEGIC SOURCING: THE ANALYTICAL DISCIPLINE Part 4 — NEGOTIATION SCIENCE (Season 1 covered procurement foundations — analytical frameworks, measurement design, operating model, data architecture, and value realisation. Link in comments) #Procurement #StrategicSourcing #Negotiation #ProcurementAnalytics #CategoryManagement #CommercialExcellence #CFO #SpendAnalysis #SupplyChain #ProcurementLeadership

Most VCs think negotiation is about tactics. About the perfect one-liner. About playing hardball. → Wrong. Negotiation is “strategy, not spontaneity.” It’s about: - Knowing the value of what you bring to the table - Reading the room before anyone says a word - Winning trust while securing terms that matter Here’s the framework to change that: 1️⃣ Know Your BATNA (Best Alternative to a Negotiated Agreement): → Before stepping into the room, map out: - The worst deal you can accept. - Your fallback options. Why? Because the side with the best alternative always has more leverage. 2️⃣ Research Like Your Deal Depends On It (It Does): → Dive deep into: - What the other party values most (not always money). - Their constraints, needs, and goals. - Use this to frame your pitch as their solution – not a favor. 3️⃣ Start With Questions, Not Offers: → Ask, don’t assume: - What are their non-negotiables? - What challenges are they trying to solve? -Great negotiators listen more than they talk. Why? - The more you understand, the more power you have. 4️⃣ Anchor High – But Stay Flexible: → Set the tone with a strong opening offer. -But always leave room for collaboration. - A rigid stance kills deals faster than a bad offer. 5️⃣ Use Silence as a Tool: → Say your piece – then pause. - Silence creates tension and forces the other side to fill the gap. - Often, that’s where the real value lies. 6️⃣ Focus on the “Win-Win” (But Don’t Lose Sight of the Math): → It’s not just about closing the deal. → It’s about securing terms that work ‘today and 5 years from now.’ Negotiation isn’t luck. It’s a system. Thoughts? #startups #negotiation #deals #capital

𝐄𝐱𝐩𝐥𝐨𝐫𝐢𝐧𝐠 𝐭𝐡𝐞 𝐧𝐞𝐰 𝐚𝐫𝐞𝐚𝐬 𝐨𝐟 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧𝐬 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐬𝐮𝐩𝐩𝐥𝐢𝐞𝐫𝐬 Many times, the top leadership and the procurement professionals restrict the concept of negotiations to price negotiations. However, besides price negotiations, buyers can engage in various other negotiations with suppliers, including: 1. 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐲 𝐚𝐧𝐝 𝐋𝐞𝐚𝐝 𝐓𝐢𝐦𝐞: - Negotiating delivery schedules, lead times, and inventory management. 2. 𝐏𝐚𝐲𝐦𝐞𝐧𝐭 𝐓𝐞𝐫𝐦𝐬: - Negotiating payment schedules, credit terms, and early payment discounts. 3. 𝐐𝐮𝐚𝐥𝐢𝐭𝐲 𝐚𝐧𝐝 𝐒𝐩𝐞𝐜𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬: - Ensuring the supplier meets specific quality standards, certifications, or custom specifications. 4. 𝐖𝐚𝐫𝐫𝐚𝐧𝐭𝐲 𝐚𝐧𝐝 𝐒𝐮𝐩𝐩𝐨𝐫𝐭: - Negotiating warranty terms, maintenance support, and after-sales service. 5. 𝐕𝐨𝐥𝐮𝐦𝐞 𝐚𝐧𝐝 𝐐𝐮𝐚𝐧𝐭𝐢𝐭𝐲: - Negotiating minimum order quantities, bulk discounts, and volume flexibility. 6. 𝐏𝐚𝐜𝐤𝐚𝐠𝐢𝐧𝐠 𝐚𝐧𝐝 𝐋𝐚𝐛𝐞𝐥𝐢𝐧𝐠: - Customizing packaging, labelling, and branding requirements. 7. 𝐈𝐧𝐭𝐞𝐥𝐥𝐞𝐜𝐭𝐮𝐚𝐥 𝐏𝐫𝐨𝐩𝐞𝐫𝐭𝐲: - Protecting intellectual property rights, patents, and confidentiality agreements. 8. 𝐒𝐞𝐫𝐯𝐢𝐜𝐞 𝐋𝐞𝐯𝐞𝐥 𝐀𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭𝐬 (𝐒𝐋𝐀𝐬): - Defining performance metrics, response times, and service quality expectations. 9. 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭: - Collaborating on new product development, R&D, and joint innovation initiatives. 10. 𝐂𝐨𝐧𝐭𝐫𝐚𝐜𝐭 𝐓𝐞𝐫𝐦𝐬 𝐚𝐧𝐝 𝐂𝐨𝐧𝐝𝐢𝐭𝐢𝐨𝐧𝐬: - Negotiating contract duration, termination clauses, and dispute resolution processes. 𝐂𝐨𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧: - By exploring these areas, buyers can create a more comprehensive and mutually beneficial agreement with suppliers, going beyond just price negotiations.

You can have the title. You can have the authority. You can even have the final word. And still lose. Because many “decisions” at senior levels aren’t decisions. They’re negotiations. You think you’re approving a hire. Your CFO thinks you’re setting cost precedent. Your VP thinks you’re signaling who has power. You think you’re reallocating budget. Others think you’re redefining strategy. If you misread the moment, you underprepare. And when you underprepare, you lose leverage. Most leaders don’t lose because they lack authority. They lose because they didn’t realize they were negotiating. When you see the negotiation early, everything changes. You prepare alternatives. You assess leverage. You manage emotion. You protect relationships. You control anchors. Here are five frameworks that separate reactive leaders from strategic ones: ⸻ 1. Getting To Yes (Harvard Method) ↳ Useful when you disagree, but need to keep working together. • Separate people from the problem. • Argue interests, not positions. • Reframe the issue as a shared problem to solve. • Generate options before choosing one. • Anchor to objective standards. Solve the issue. Preserve the relationship. ⸻ 2. BATNA ↳ Your "Best Alternative To a Negotiated Agreement"  ↳ Know before you walk into the room. • What is your best alternative? • What is theirs? • When will you walk away? If you don’t know your BATNA, you lose critical leverage. ⸻ 3. Tactical Empathy ↳ Useful when logic isn’t moving the room. • Mirror. • Label emotion. • Ask calibrated “How” and “What” questions. Data informs decisions. Emotion drives them. ⸻ 4. ZOPA + Anchoring ↳ Useful when money, scope, or structure is in play. • Define the zone. • Anchor early if you’re informed. • Trade variables — don’t concede blindly. Single-issue negotiations shrink leverage. Multi-variable negotiations expand it. ⸻ 5. Go to The Balcony ↳ Useful when ego starts calling the shots. • Pause. • Reframe. • Return to shared objectives. The leader who controls their reaction controls the room. ⸻ You won’t negotiate every day. But when it matters — comp changes, key hires, strategy shifts, capital allocation — the stakes compound. If you think you’re just deciding, you’ll underprepare. The advantage goes to the leader who recognizes the negotiation first. Not the one with the biggest title. What’s the hardest part of negotiation at your level — leverage, emotion, or clarity? -------------------------- ♻️ Repost this to help other leaders upgrade their negotiation skills. ➕ Follow Ben Sands for daily advice on business and leadership. 📬 5,800+ CEOs get my newsletter every Saturday. Click here to join them: https://lnkd.in/eXiRx-HZ

Don’t negotiate terms until you negotiate the path Agenda, roles, rules: the unfair advantage in negotiation Here's the truth:   Don’t jump straight into the numbers.   First, negotiate the process.  That’s where the real unfair advantage lives.  Global deals are messy:   Crossing time zones, functions, incentives.   When leaders skip the process and rush to the punchline, value leaks everywhere.  Scope creeps.   Timelines slip.   Margins erode.  I learned this in a big renewal.  We hit pause for 30 minutes, slammed the brakes on price talk, and set five guardrails:   → Agenda and timing   → Decision roles (who decides, who advises)   → Standards for data (forecast window, FX, inflation)   → Issue list and order   → Confidentiality and note-taking  And then, we made a rule: no single-issue bargaining.   Bundles only.  What happened?   Cycle time dropped from 7 weeks to 3.   Two circular meetings vanished.   Last-minute concessions? Nearly zero.   And quarterly reviews kept promises real.  Less churn, fewer escalations, steadier EBITDA.  Here’s what we told the team:   “Before we talk numbers, let’s agree on how we decide.   Set the agenda, define roles, and agree on data.   Otherwise, we’re just talking past each other.”  The lesson?   Spend the first meeting designing the path.   Put it on paper.   Make the trade only after guardrails are in place.  If your next negotiation truly matters, skip jumping straight to the deal.   Focus on the process first.  It’s a game-changer.  Because in the end, strategy isn’t just what you negotiate, it’s how you set the stage.  ♻️ Repost if you agree; let’s help more people negotiate with clarity and control.  What’s one thing you’d never concede in a renewal?

Attending the Harvard Business School Executive Education program on "Strategic Negotiations" provided invaluable insights into the art of negotiation. Here are some key takeaways and reflections: 1. **Negotiation as Value Creation** - **Insight**: Negotiation involves expanding the pie before dividing it, emphasizing mutual gains. - **Reflection**: Successful negotiations focus on identifying shared interests and opportunities for collaboration to create outcomes beneficial for all parties involved. 2. **Thinking in Three Dimensions** - **Insight**: Deal Design, Set Up, and Tactics are crucial for successful negotiations. - **Reflection**: This holistic approach ensures negotiators consider both immediate tactics and the long-term structure of agreements, highlighting the importance of preparation and strategic thinking. 3. **The Negotiator’s Dilemma** - **Insight**: Balancing cooperation and competition is key. - **Reflection**: Effective negotiators understand when to collaborate for value creation and when to compete for value claiming, ensuring a satisfactory outcome for all. 4. **Understanding Interests Over Positions** - **Insight**: Delving into underlying interests reveals value creation opportunities. - **Reflection**: Focusing on interests rather than positions enables negotiators to find innovative solutions satisfying both parties. 5. **Embracing Flexibility** - **Insight**: Flexibility and adaptability are essential in negotiations. - **Reflection**: Pivoting and adjusting strategies based on new information leads to creative and effective solutions. 6. **Preparation and Strategy Influence Outcomes** - **Insight**: Luck plays a role, but preparation and strategy significantly impact negotiation outcomes. - **Reflection**: Thorough preparation and a well-thought-out strategy reduce uncertainties, increasing the likelihood of favorable results. In summary, these insights emphasize viewing negotiation as a strategic process focused on value creation, understanding interests, and maintaining flexibility. These principles are not only applicable in high-stakes business negotiations but also in everyday interactions requiring effective communication, communication and collaboration.

One of the most expensive phrases in 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗦𝗮𝗹𝗲𝘀: "I'll get back to you with another proposal" One of the biggest mistakes founders make when presenting price or negotiating is to chase procurement's request for a better price. 𝗧𝗿𝘂𝘁𝗵 𝗶𝘀— If you're going back to get a better price without context, you're a puppy dog chasing after an impossible ball. You end up: • Guessing what discount percentage is going to get the deal done. • Wondering why the list price you presented doesn't work. • Second guessing the value of your product. • Undercutting the ultimate price you could close the deal with. Skilled negotiators from the competition aren't guessing what discounts or deal structure are going to get the deal done. They're pushing back on nebulous discount requests and are engaging in rich realtime negotiation. So the next time you're asked to come back with a better price, here's what you can do: 1. 𝗥𝗲𝘀𝘁𝗮𝘁𝗲 𝘁𝗵𝗲 𝘃𝗮𝗹𝘂𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝘁𝗹𝘆 → "The price is the price because..." 2. 𝗔𝘀𝗸 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝘀𝗽𝗲𝗰𝘁 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘁𝗵𝗶𝗻𝗸 𝘁𝗵𝗲 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝘄𝗶𝗹𝗹 𝘄𝗼𝗿𝗸 → "This is our view but it'd be great to get a sense for how you think about budgeting for a platform like this." 3. 𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝘆𝗼𝘂𝗿 𝗯𝘂𝘆𝗲𝗿'𝘀 𝘃𝗶𝗲𝘄 𝗼𝗳 𝘁𝗵𝗲 𝘄𝗼𝗿𝗹𝗱 𝗢𝗥 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝗼𝗻 𝗵𝗮𝗻𝗱𝗹𝗲 𝗶𝗳 𝘆𝗼𝘂 𝗱𝗶𝘀𝗮𝗴𝗿𝗲𝗲 → "That makes sense so thank you for providing that context" → "I'd view our product in a bit of a different light because..." 4. 𝗔𝘀𝗸 𝗳𝗼𝗿 𝗮 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗽𝗿𝗶𝗰𝗲 𝘁𝗵𝗮𝘁 𝘄𝗼𝘂𝗹𝗱 𝘄𝗼𝗿𝗸 𝘁𝗼 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗱𝗲𝗮𝗹 𝗱𝗼𝗻𝗲 → "Can I ask what price would work for you? Is there a magic number you have in mind?" 5. 𝗖𝗼𝗻𝗳𝗶𝗿𝗺 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗼𝗿 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗰𝗼𝘂𝗻𝘁𝗲𝗿 𝗽𝗿𝗶𝗰𝗲 𝗶𝘀 𝗿𝗲𝗮𝗹 𝗼𝗿 𝗻𝗼𝘁 → "If we don't miss that price are we in a place where this deal doesn't get done?" 6. 𝗔𝘀𝗸 𝗵𝘆𝗽𝗼𝘁𝗵𝗲𝘁𝗶𝗰𝗮𝗹𝗹𝘆 𝗶𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗮𝗯𝗹𝗲 𝘁𝗼 𝗺𝗲𝗲𝘁 𝘁𝗵𝗲 𝗰𝗼𝘂𝗻𝘁𝗲𝗿 𝗽𝗿𝗶𝗰𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝘄𝗼𝘂𝗹𝗱 𝗴𝗲𝘁 𝗶𝗻 𝗿𝗲𝘁𝘂𝗿𝗻 → "If we're able to meet that price can we sign the contract this week?" → "If we're able to meet that price, can we move forward with the legal terms as is?" etc. 7. 𝗖𝗹𝗼𝘀𝗲 𝘁𝗵𝗲 𝗰𝗮𝗹𝗹 𝘄𝗶𝘁𝗵 𝗮 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁 𝘁𝗼 𝗴𝗲𝘁 𝗯𝗮𝗰𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗯𝘂𝘆𝗲𝗿 𝗾𝘂𝗶𝗰𝗸𝗹𝘆 𝘄𝗶𝘁𝗵 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗼𝗿 𝗻𝗼𝘁 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝘄𝗼𝗿𝗸 → "I'll need to discuss with my cofounders but can commit to getting back to you tomorrow" With an approach like this you: • Have an opportunity to reposition the value of your product • Gain clarity around a deal structure that will work • Can accelerate the deal vs. slowing it down Want more sales & negotiation tips? Follow me and check out the resources in my featured section. S/O to Chris Do for the hook and post format inspiration ✨