You will be able to respond to pressure tactics in a way that keeps you in control.
Spotting a tactic is half the job. The other half is answering it in a way that keeps you calm, keeps the relationship intact and keeps the deal on its merits. The good news is that you rarely need a clever comeback. Most tactics lose their grip when you either say plainly what's happening or simply carry on as if it hadn't happened.
This lesson gives you a response for each of the tactics from lesson 6.1, The pressure tactics you will meet, using Daniel at the car showroom and Wei Ling's job offer as examples.
The most useful response to many tactics is to describe what's going on, in a neutral voice, and ask a question about it. You aren't accusing anyone of using a tactic. You're just putting the pressure on the table where both of you can see it.
When Daniel's salesperson says the price is only available if he signs today, Daniel replies: "It sounds like the deadline is tight. What happens if I need until Monday to decide?" Often the answer reveals that the deadline is softer than it sounded: "Well, I'd have to check with my manager, but probably we can hold it." Sometimes it reveals a real reason, such as limited stock, which is worth knowing too.
The same approach works for the flinch. When someone winces at your number, you can say, "You look surprised. What were you expecting?" That turns their reaction into information you can use. Or you can ignore the flinch completely and carry on as if they'd said "I see." Either way, don't soften your number in response to a facial expression.
For the long silence, the response is to wait. If you've made a reasonable offer, you don't need to add anything. Count slowly in your head if it helps. If the silence goes on for a long time, a simple "What are your thoughts?" hands the turn back without giving anything away.
The higher authority tactic is easiest to deal with before it's used. Early in the conversation, ask who decides. "Who else needs to approve this?" "Will you be able to agree terms today, or does someone else need to sign off?" These are normal questions, as lesson 3.1, Research the market and the other side, suggested.
If the answer is that someone else decides, you have choices. You can ask whether they can join the conversation. You can hold back your final concessions until you're dealing with the person who can actually agree. Or you can match the tactic politely: "That makes sense. I'll also need to check with my family before I commit."
Daniel, knowing the salesperson must check with the manager, decides not to make his best offer to the salesperson at all. He asks instead to speak with the manager directly, so that his concessions go to the person who can say yes.
Take it or leave it is a firm wall, or a wall made of paper. The way to find out is to go around it rather than push against it.
When Wei Ling's recruiter says, "This is our standard package, we don't negotiate," she doesn't argue about whether they negotiate. She returns to interests and criteria, as modules 1 and 2 taught. "I understand. Can I ask what flexibility there is in the rest of the package, such as the start date or the timing of the first review? I'm keen on the role, and the market data I've seen for similar positions sits a little higher than the base." This tests whether the "standard" is truly fixed, without challenging the recruiter's honesty.
If the offer really is final, you're back to your BATNA from lesson 2.1. Compare the take-it-or-leave-it offer with what you'll do if you leave it. If it's better than your BATNA, take it. If it's worse, leave it, politely. Either way, the decision is based on your preparation, not on the tone of the sentence.
One rule covers almost every tactic in this module: don't agree to anything important while you're under time pressure. If you feel rushed, ask for a break, an hour or a day.
"I'd like to think this over properly. Can I come back to you by tomorrow afternoon?" is a perfectly normal request. A reasonable counterpart will almost always say yes. If they refuse, that refusal tells you a lot about the deal and the person offering it.
The nibble deserves its own reminder. When the extra ask arrives, treat it like any other concession: name a price for it, or decline. "I can include delivery if we can agree on the price for the extended warranty." You don't need to resent it, and you don't need to give it away.
The activity asks you to write a short response for five of these tactics, one line each, and say each one out loud until it sounds like you.
Write a one-line response to each of five tactics and practise saying each aloud.
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