{ "schemaVersion": "1.0", "item": { "slug": "afrexai-negotiation-mastery", "name": "Negotiation Mastery", "source": "tencent", "type": "skill", "category": "其他", "sourceUrl": "https://clawhub.ai/1kalin/afrexai-negotiation-mastery", "canonicalUrl": "https://clawhub.ai/1kalin/afrexai-negotiation-mastery", "targetPlatform": "OpenClaw" }, "install": { "downloadMode": "redirect", "downloadUrl": "/downloads/afrexai-negotiation-mastery", "sourceDownloadUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=afrexai-negotiation-mastery", "sourcePlatform": "tencent", "targetPlatform": "OpenClaw", "installMethod": "Manual import", "extraction": "Extract archive", "prerequisites": [ "OpenClaw" ], "packageFormat": "ZIP package", "includedAssets": [ "README.md", "SKILL.md" ], "primaryDoc": "SKILL.md", "quickSetup": [ "Download the package from Yavira.", "Extract the archive and review SKILL.md first.", "Import or place the package into your OpenClaw setup." ], "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "Download the package from Yavira.", "Extract it into a folder your agent can access.", "Paste one of the prompts below and point your agent at the extracted folder." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. 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Read SKILL.md from the extracted folder and install it by following the included instructions. Then review README.md for any prerequisites, environment setup, or post-install checks. Tell me what you changed and call out any manual steps you could not complete." }, { "label": "Upgrade existing", "body": "I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Then review README.md for any prerequisites, environment setup, or post-install checks. Summarize what changed and any follow-up checks I should run." } ] }, "documentation": { "source": "clawhub", "primaryDoc": "SKILL.md", "sections": [ { "title": "Negotiation Mastery", "body": "Complete negotiation system for business deals, salary talks, vendor contracts, partnerships, and high-stakes conversations. Combines multiple proven frameworks (FBI tactical empathy, Harvard principled negotiation, SPIN, anchoring science) into one actionable playbook." }, { "title": "When to Use This Skill", "body": "Preparing for any negotiation (salary, contract, deal, vendor, partnership)\nLive negotiation coaching (what to say next)\nAnalyzing counterpart behavior and predicting moves\nHandling objections, deadlocks, and difficult conversations\nPost-negotiation review and lessons learned" }, { "title": "1.1 Negotiation Brief", "body": "Fill this out BEFORE every negotiation:\n\nnegotiation_brief:\n context: \"[What is being negotiated]\"\n counterpart:\n name: \"[Person/company]\"\n role: \"[Their title and authority level]\"\n company_size: \"[Revenue/employees if known]\"\n pressures: \"[Deadlines, budget cycles, competing priorities]\"\n personality_style: \"\" # analyst|accommodator|assertive|connector\n decision_authority: \"\" # final|recommender|gatekeeper|committee\n \n our_position:\n ideal_outcome: \"[Best realistic result]\"\n walkaway_point: \"[Absolute minimum acceptable]\"\n batna: \"[Best Alternative To Negotiated Agreement — what happens if no deal]\"\n batna_strength: \"\" # strong|moderate|weak\n zopa_estimate: \"[Zone of Possible Agreement — overlap range]\"\n time_pressure: \"\" # us|them|neutral\n leverage_sources:\n - \"[What gives us power in this negotiation]\"\n - \"[Unique value only we provide]\"\n - \"[Their switching costs]\"\n \n interests_map:\n our_interests:\n must_have: [\"[Non-negotiable items]\"]\n important: [\"[Strong preference but flexible]\"]\n nice_to_have: [\"[Trading chips — things we can give up]\"]\n their_likely_interests:\n must_have: [\"[What they can't live without]\"]\n important: [\"[Strong preferences]\"]\n nice_to_have: [\"[Things they might trade]\"]\n \n black_swans: [\"[Hidden info that could change everything]\"]\n \n preparation_checklist:\n - accusation_audit_drafted: false\n - calibrated_questions_prepared: false\n - anchoring_strategy_chosen: false\n - concession_plan_mapped: false\n - walkaway_criteria_clear: false" }, { "title": "1.2 Counterpart Style Assessment", "body": "Identify their negotiation style to adapt your approach:\n\nAnalyst (40% of negotiators)\n\nSigns: Data-heavy emails, long pauses, asks for details, skeptical tone\nApproach: Send information in advance. Use silence. Provide evidence. Never rush them.\nDanger: They'll out-prepare you if you wing it.\nKey phrase: \"I want to make sure we get this right.\"\n\nAssertive (25%)\n\nSigns: Fast pace, interrupts, states positions firmly, competitive language\nApproach: Let them talk first. Mirror their energy (not aggression). Use calibrated questions to redirect. Respect their time.\nDanger: They'll steamroll you if you're passive.\nKey phrase: \"I hear how important this is to you.\"\n\nAccommodator (20%)\n\nSigns: Warm tone, relationship-focused, avoids conflict, says \"yes\" easily\nApproach: Build rapport first. Ask directly about concerns — they won't volunteer negatives. Verify \"yes\" means real agreement (not just avoiding conflict).\nDanger: Their \"yes\" is often \"maybe.\" Deals can unravel post-handshake.\nKey phrase: \"I want to make sure this works for both of us — what concerns do you have?\"\n\nConnector (15%)\n\nSigns: Name-drops, references other deals, builds coalitions, values status\nApproach: Acknowledge their network. Frame deals as wins they can talk about. Reference social proof.\nDanger: They may be performing consensus they don't actually have.\nKey phrase: \"This would be a great story for your team.\"" }, { "title": "1.3 Power Analysis", "body": "Rate each factor 1-5 for both sides:\n\nPower SourceUsThemNotesAlternatives (BATNA strength)Better alternatives = more powerInformation (who knows more)Knowledge of their constraints/budgetTime (who's more urgent)Deadlines create pressureLegitimacy (standards/precedent)Market rates, industry normsRelationship (ongoing value)Long-term partnership leverageCommitment (sunk costs)How invested are they alreadySkill (negotiation experience)Experience at the table\n\nTotal: Us [] vs Them []\n\nIf we're stronger: Anchor aggressively, push for value\nIf balanced: Focus on creative trades, expand the pie\nIf they're stronger: Improve BATNA before negotiating, use tactical empathy to equalize" }, { "title": "2.1 The Accusation Audit", "body": "List every negative thought they might have about you or this deal. Say them FIRST:\n\nTemplate:\n\n\"Before we start, I want to address some things you might be thinking. You might feel that [negative #1]. You're probably concerned that [negative #2]. And I wouldn't blame you if you thought [negative #3]. I want you to know that I understand these concerns, and here's how I'd like to address them...\"\n\nExamples by context:\n\nSalary negotiation: \"You might think I'm being ungrateful or greedy for bringing this up...\"\nVendor pricing: \"You probably feel we're just trying to squeeze your margins...\"\nPartnership: \"You might worry we're too small to deliver on this...\"\nClient scope change: \"I know it probably seems like we're moving the goalposts...\"\n\nWhy it works: Naming fears diminishes them. Unspoken objections fester; spoken ones shrink." }, { "title": "2.2 Anchoring Strategy", "body": "When to anchor first (make the first offer):\n\nYou have strong information about fair value\nYou want to set the frame\nYou're selling (anchor high) or buying something commoditized (anchor low)\n\nWhen to let them anchor first:\n\nYou have less information than them\nYou suspect their range might be higher than yours\nYou want to discover their expectations\n\nAnchoring formulas:\n\nFor SELLING (salary, services, products):\n\nResearch market range (low–high)\nSet your anchor at 15-30% above your target\nJustify with specific data points\nNever use round numbers ($127,500 not $130,000)\n\nFor BUYING (vendors, contracts, acquisitions):\n\nResearch market range\nSet anchor at 60-70% of their likely ask\nJustify with comparables\nInclude non-monetary value in your counter" }, { "title": "2.3 Frame Control", "body": "The person who sets the frame controls the negotiation. Common frames:\n\nFrameHow to Set ItExamplePartnership\"How do we make this work for both of us?\"Long-term dealsPrecedent\"The standard rate for this is...\"Rate negotiationsScarcity\"We have capacity for 2 more clients this quarter\"SalesLoss\"Without this, the risk is...\"UpsellingFairness\"I want to make sure this is fair for everyone\"Any negotiationExpert\"In my experience with 50+ similar deals...\"Credibility" }, { "title": "3.1 Core Techniques Reference", "body": "Mirroring — Repeat their last 1-3 words with rising inflection\n\nPurpose: Gets them to elaborate without asking a question\nExample: Them: \"We just can't do that price.\" You: \"...can't do that price?\"\nUse 3-5 times per conversation. Overuse becomes obvious.\n\nLabeling — Name their emotion with \"It seems like...\" / \"It sounds like...\" / \"It looks like...\"\n\nPurpose: Validates their experience, builds trust, surfaces hidden concerns\nExample: \"It sounds like timeline is really what's driving this decision.\"\nFollow with silence. Let the label do its work.\nNever say \"I understand\" — it's about THEM, not you.\n\nCalibrated Questions — \"How\" and \"What\" questions that give them the illusion of control\n\nPurpose: Makes them solve YOUR problem\nPower questions:\n\n\"How am I supposed to do that?\" (gentle pushback on unreasonable asks)\n\"What does success look like for you?\"\n\"How does this fit within your budget process?\"\n\"What's the biggest challenge you're facing with this?\"\n\"How would you like me to proceed?\"\n\"What happens if we don't reach an agreement?\"\n\"How can I make this work within your constraints?\"\n\"What would you need to see to move forward?\"\n\nTactical Silence — Pause 4-7 seconds after making a point or asking a question\n\nPurpose: Creates discomfort that the other side fills (usually with concessions or information)\nHardest technique to master. Practice counting silently to 5.\n\nLate-Night FM DJ Voice — Slow, calm, downward-inflecting tone\n\nPurpose: Signals confidence and control. Calms heated moments.\nUse for: Delivering tough messages, anchoring, de-escalation\nNever use for: Building rapport (too cold), brainstorming (kills energy)" }, { "title": "3.2 The \"That's Right\" Method", "body": "Most powerful two words in negotiation. Getting \"That's right\" means genuine buy-in (unlike \"you're right\" which is dismissive).\n\nSteps to trigger it:\n\nListen actively to their full position\nParaphrase their situation comprehensively\nLabel the emotions behind their words\nSummarize: \"So what you're saying is [their world, their constraints, their feelings]...\"\nWait for \"That's right.\"\n\nOnly propose solutions AFTER you get \"That's right.\"" }, { "title": "3.3 Saying \"No\" Without Saying No", "body": "Never say \"No\" directly. Use graduated responses:\n\n\"How am I supposed to do that?\" (gentlest — makes them rethink)\n\"I'd love to but I'm unable to do that.\" (firm but warm)\n\"I'm sorry, that just doesn't work for us.\" (definitive)\n\"I'm sorry, no.\" (nuclear — use only when walking away)" }, { "title": "3.4 Concession Strategy", "body": "The Ackerman Method (for price negotiations):\n\nSet target price\nFirst offer: 65% of target\nSecond: 85% of target\nThird: 95% of target\nFinal: 100% — use precise number ($47,823 not $48,000) + add non-monetary item\n\nConcession rules:\n\nNever make the first concession on price (trade something else first)\nEvery concession must get something in return (\"If I can do X, would you be able to do Y?\")\nConcessions should decrease in size (signals you're approaching your limit)\nNever concede on your own — always tie it to their move\nLog every concession in real time:\n\nconcession_log:\n - round: 1\n we_gave: \"[What we conceded]\"\n we_got: \"[What they conceded]\"\n their_reaction: \"[How they responded]\"\n next_move: \"[Our planned next step]\"" }, { "title": "3.5 Handling Deadlocks", "body": "When negotiations stall:\n\nChange the shape — Add variables (timeline, scope, payment terms, exclusivity)\nGo to the balcony — \"Let me think about this and come back to you\" (breaks emotional escalation)\nUse a hypothetical — \"What if we could [creative solution]? Would that change things?\"\nBring in a Black Swan — Reveal new information strategically\nChange the people — Suggest involving someone else (\"Would it help to bring in [person]?\")\nRe-anchor on interests — \"Let's step back. What are we both trying to achieve here?\"\nStrategic walk-away — \"I don't think we can make this work. I appreciate your time.\" (Often gets a callback)" }, { "title": "4.1 Salary Negotiation", "body": "Preparation:\n\nResearch: Glassdoor, Levels.fyi, LinkedIn salary insights, industry reports\nCalculate your market value range (P25-P75)\nList 3-5 concrete achievements with $ impact\nKnow your BATNA (other offers, current job value)\n\nScript:\n\n\"I'm really excited about this role and want to make this work.\" (frame: partnership)\n\"Based on my research and the value I bring, I was thinking in the range of $[anchor — 15-20% above target].\"\nIf they counter low: \"I appreciate that. Help me understand — how did you arrive at that number?\"\n\"What I bring specifically is [achievement 1: saved $X], [achievement 2: grew Y by Z%], and [achievement 3].\"\nIf stuck: \"Is salary the only lever, or can we look at [equity, bonus, title, remote days, signing bonus, review timeline]?\"\n\nNever say: \"I need $X because of my expenses/mortgage/etc.\" (irrelevant to them)" }, { "title": "4.2 Vendor/Contract Negotiation", "body": "Preparation:\n\nGet 3+ competing quotes (real BATNA)\nResearch their margins, competitors, and contract terms\nIdentify their fiscal year-end (budget pressure)\n\nScript:\n\n\"We really like your product and want to make this work.\" (genuine interest)\n\"We've received competitive proposals at [lower number]. What can you do?\"\nIf they hold: \"What would a 2-year commitment look like?\" (trade commitment for discount)\n\"Can we structure payment terms differently? [Quarterly vs annual, net-60 vs net-30]\"\nAlways negotiate: implementation fees, support tier, training, SLA, auto-renewal removal, price lock period" }, { "title": "4.3 Client Deal Negotiation", "body": "Preparation:\n\nQuantify the value you deliver (ROI, time saved, revenue generated)\nKnow their budget cycle and decision process\nMap all stakeholders and their interests\n\nScript:\n\nLead with value: \"Based on what you've shared, this should [save/generate] approximately $[X] annually.\"\nPresent three-tier pricing (the middle one is your target — decoy effect)\nIf they push on price: \"I want to make sure you get the outcome you need. If we reduce scope to [X], we could come in at [Y]. Would that work?\"\nNever discount without removing scope. Ever. Price = value.\n\"What would need to be true for you to move forward this week?\"" }, { "title": "4.4 Partnership/Equity Negotiation", "body": "Key principles:\n\nEverything is negotiable: vesting, cliffs, acceleration, roles, decision rights\nGet it in writing before anyone does work\nNegotiate control (voting, board seats) separately from economics (equity %)\n\nTopics to cover:\n\nEquity split and vesting schedule (standard: 4yr vest, 1yr cliff)\nDecision-making process (unanimous? majority? domain-specific?)\nWhat happens if someone leaves (buyback, drag-along, tag-along)\nCash vs equity compensation for each partner\nIP assignment (everything created belongs to the company)\nNon-compete and non-solicit terms\nExit scenarios (sale, IPO, dissolution)" }, { "title": "5.1 Body Language Signals (In-Person/Video)", "body": "SignalLikely MeaningYour MoveLeaning forwardEngaged, interestedKeep going, make your askArms crossed + leaning backDefensive or skepticalLabel: \"It seems like something about that doesn't sit right\"Looking at watch/phoneLosing interest or time pressureSpeed up or offer a breakNodding slowlyProcessing, somewhat agreeingPause. Let them speak.Rapid noddingWants you to stop talkingStop. Ask: \"What are your thoughts?\"Steepled fingersFeeling confident/superiorThey think they have leverage. Probe: \"What am I missing?\"Touching face/neckDiscomfort or uncertaintyLabel the emotion. Slow down.Mirroring YOUR postureRapport establishedGood sign — proceed to closing" }, { "title": "5.2 Verbal Tells", "body": "They SayThey MeanYour Move\"That's not in our budget\"\"Not in THIS budget, but maybe another\"\"What budget would this come from?\"\"We need to think about it\"Objection they won't voice\"What specifically do you need to think through?\"\"We're talking to others too\"Leverage play (may be true)\"Of course. What would make us the clear choice?\"\"That's fair\"Possible warning — check if genuine\"I want to make sure it actually IS fair. What concerns do you have?\"\"My hands are tied\"Someone else has authority\"Who else would need to be involved to make this work?\"\"We usually pay X\"Anchoring with precedent\"Help me understand — what was the scope of that engagement?\"\"Can you do better?\"Lazy negotiating — testing you\"Better in what way? Help me understand what you need.\"\"Final offer\"Probably not final (especially first time)Stay calm. \"I appreciate you being direct. Let me ask — [calibrated question]\"" }, { "title": "5.3 Email/Async Negotiation Rules", "body": "Don't negotiate price over email if possible (call or meet)\nIf you must: be brief, use precise numbers, end with a question\nResponse timing matters: too fast = eager, too slow = disinterested. 4-24 hours is ideal.\nNever write anything you wouldn't want forwarded (assume it will be)\nPut your best offer in writing only when you're confident they'll accept" }, { "title": "6.1 Closing Techniques", "body": "The Rule of Three — Confirm agreement 3 times in 3 different ways:\n\nDirect: \"So we're agreed on $X with Y terms?\"\nSummary: \"Let me make sure I have this right: [full summary]\"\nImplementation: \"Great. How should we handle the paperwork?\"\n\nImplementation questions (most important step — deals die in execution):\n\n\"What does the approval process look like on your side?\"\n\"Who else needs to sign off?\"\n\"What timeline are we looking at for getting this finalized?\"\n\"What could prevent this from moving forward?\"" }, { "title": "6.2 Post-Negotiation Review", "body": "Fill this out after EVERY significant negotiation:\n\nnegotiation_review:\n date: \"[YYYY-MM-DD]\"\n counterpart: \"[Who]\"\n context: \"[What was negotiated]\"\n \n outcome:\n result: \"\" # win|lose|partial|no-deal\n our_target: \"[What we wanted]\"\n actual_result: \"[What we got]\"\n satisfaction: \"\" # 1-10\n relationship_impact: \"\" # strengthened|neutral|strained\n \n what_worked:\n - \"[Technique or approach that was effective]\"\n \n what_didnt:\n - \"[Where we lost ground or made mistakes]\"\n \n lessons:\n - \"[Key takeaway for next time]\"\n \n black_swans_discovered:\n - \"[Hidden information that emerged]\"\n \n follow_up_actions:\n - action: \"[What needs to happen next]\"\n owner: \"[Who]\"\n deadline: \"[When]\"" }, { "title": "6.3 The 48-Hour Rule", "body": "Within 48 hours of reaching agreement:\n\nSend written summary of all terms (email)\nConfirm next steps and timeline\nThank them genuinely (builds long-term relationship)\nMake first implementation move (momentum kills deal decay)" }, { "title": "7.1 Multi-Party Negotiations", "body": "When more than 2 parties are involved:\n\nMap every stakeholder's interests SEPARATELY\nBuild coalitions before the main negotiation\nIdentify the \"swing vote\" — who is undecided?\nUse bilateral pre-meetings to align positions\nIn the room: address the most skeptical person's concerns first" }, { "title": "7.2 Cross-Cultural Considerations", "body": "Culture TypeApproachWatch ForDirect (US, Germany, Israel, Netherlands)State positions clearly, expect pushbackDon't mistake bluntness for hostilityIndirect (Japan, Korea, Thailand, much of LATAM)Read between lines, proposals in writing, patience\"Yes\" may mean \"I heard you\" not \"I agree\"Relationship-first (Middle East, China, parts of Africa)Invest in dinners, trust-building, long timelinesRushing to terms = insultContract-first (US, UK, Australia)Get to specifics quickly, lawyers earlyOver-reliance on paper; trust matters too" }, { "title": "7.3 Negotiating Under Pressure", "body": "When you're in a weak position:\n\nImprove your BATNA first — Don't negotiate until you have alternatives\nSlow everything down — Pressure thrives on speed\nAsk more questions — Information is power\nUnbundle the deal — Negotiate each element separately\nIntroduce new variables — More items = more trading opportunities\nUse objective criteria — Market data, benchmarks, industry standards\nStrategic vulnerability — \"I'll be honest, we need this to work. Here's why it's worth making it work for you too.\"" }, { "title": "7.4 Negotiating with Difficult People", "body": "The Bully — Aggressive, intimidating, threatens\n\nStay calm. Mirror their words (not energy). \"It seems like you feel strongly about this.\"\nNever match aggression. Silence is your weapon.\n\"I want to find a solution. Help me understand what you need.\"\n\nThe Ghost — Stops responding, avoids commitment\n\n\"Have you given up on this project?\" (triggers \"No\" response)\nSet deadlines: \"I can hold this offer until [date]. After that, my availability changes.\"\nGo around: find another contact at their organization.\n\nThe Nibbler — Agrees, then asks for \"one more thing\" repeatedly\n\n\"I'm happy to discuss that. What would you be willing to adjust from what we've already agreed?\"\nEvery nibble gets a counter-nibble.\n\nThe Authority Excuse — \"I need to check with my boss\"\n\nAsk upfront: \"Who else is involved in this decision?\"\n\"When you check with them, what do you think they'll focus on?\"\nOffer to present to the decision-maker directly." }, { "title": "Quick-Reference: Negotiation Scoring Rubric", "body": "Score your preparation and performance (0-100):\n\nDimensionWeightScore (0-10)Preparation (research, BATNA, interests mapped)25%Opening (frame, anchor, accusation audit)15%Information gathering (questions, listening, discovery)20%Value creation (expanded pie, creative trades)15%Tactical execution (techniques, concession management)15%Closing (commitment, implementation, follow-up)10%\n\nWeighted total: [__] / 100\n\n80+: Expert negotiation\n60-79: Solid performance\n40-59: Adequate — review what was missed\nBelow 40: Significant preparation or technique gaps" }, { "title": "Common Mistakes (Avoid These)", "body": "Negotiating against yourself — Making concessions before they even push back\nSplitting the difference — Lazy compromise leaves value on the table\nAccepting the first offer — There's ALWAYS room to negotiate\nNegotiating only on price — Scope, timeline, terms, support, payment structure are all levers\nTalking too much — The more you talk, the more you reveal. Listen 70%, talk 30%.\nTaking it personally — It's business. Separate the people from the problem.\nNo BATNA — Negotiating without alternatives = negotiating from weakness\nWinging it — The best negotiators prepare more, not less\nIgnoring implementation — A deal on paper means nothing if execution isn't planned\nBurning bridges — Today's opponent is tomorrow's partner. Always leave gracefully." } ], "body": "Negotiation Mastery\n\nComplete negotiation system for business deals, salary talks, vendor contracts, partnerships, and high-stakes conversations. Combines multiple proven frameworks (FBI tactical empathy, Harvard principled negotiation, SPIN, anchoring science) into one actionable playbook.\n\nWhen to Use This Skill\nPreparing for any negotiation (salary, contract, deal, vendor, partnership)\nLive negotiation coaching (what to say next)\nAnalyzing counterpart behavior and predicting moves\nHandling objections, deadlocks, and difficult conversations\nPost-negotiation review and lessons learned\nPhase 1: Strategic Preparation (Before You Sit Down)\n1.1 Negotiation Brief\n\nFill this out BEFORE every negotiation:\n\nnegotiation_brief:\n context: \"[What is being negotiated]\"\n counterpart:\n name: \"[Person/company]\"\n role: \"[Their title and authority level]\"\n company_size: \"[Revenue/employees if known]\"\n pressures: \"[Deadlines, budget cycles, competing priorities]\"\n personality_style: \"\" # analyst|accommodator|assertive|connector\n decision_authority: \"\" # final|recommender|gatekeeper|committee\n \n our_position:\n ideal_outcome: \"[Best realistic result]\"\n walkaway_point: \"[Absolute minimum acceptable]\"\n batna: \"[Best Alternative To Negotiated Agreement — what happens if no deal]\"\n batna_strength: \"\" # strong|moderate|weak\n zopa_estimate: \"[Zone of Possible Agreement — overlap range]\"\n time_pressure: \"\" # us|them|neutral\n leverage_sources:\n - \"[What gives us power in this negotiation]\"\n - \"[Unique value only we provide]\"\n - \"[Their switching costs]\"\n \n interests_map:\n our_interests:\n must_have: [\"[Non-negotiable items]\"]\n important: [\"[Strong preference but flexible]\"]\n nice_to_have: [\"[Trading chips — things we can give up]\"]\n their_likely_interests:\n must_have: [\"[What they can't live without]\"]\n important: [\"[Strong preferences]\"]\n nice_to_have: [\"[Things they might trade]\"]\n \n black_swans: [\"[Hidden info that could change everything]\"]\n \n preparation_checklist:\n - accusation_audit_drafted: false\n - calibrated_questions_prepared: false\n - anchoring_strategy_chosen: false\n - concession_plan_mapped: false\n - walkaway_criteria_clear: false\n\n1.2 Counterpart Style Assessment\n\nIdentify their negotiation style to adapt your approach:\n\nAnalyst (40% of negotiators)\n\nSigns: Data-heavy emails, long pauses, asks for details, skeptical tone\nApproach: Send information in advance. Use silence. Provide evidence. Never rush them.\nDanger: They'll out-prepare you if you wing it.\nKey phrase: \"I want to make sure we get this right.\"\n\nAssertive (25%)\n\nSigns: Fast pace, interrupts, states positions firmly, competitive language\nApproach: Let them talk first. Mirror their energy (not aggression). Use calibrated questions to redirect. Respect their time.\nDanger: They'll steamroll you if you're passive.\nKey phrase: \"I hear how important this is to you.\"\n\nAccommodator (20%)\n\nSigns: Warm tone, relationship-focused, avoids conflict, says \"yes\" easily\nApproach: Build rapport first. Ask directly about concerns — they won't volunteer negatives. Verify \"yes\" means real agreement (not just avoiding conflict).\nDanger: Their \"yes\" is often \"maybe.\" Deals can unravel post-handshake.\nKey phrase: \"I want to make sure this works for both of us — what concerns do you have?\"\n\nConnector (15%)\n\nSigns: Name-drops, references other deals, builds coalitions, values status\nApproach: Acknowledge their network. Frame deals as wins they can talk about. Reference social proof.\nDanger: They may be performing consensus they don't actually have.\nKey phrase: \"This would be a great story for your team.\"\n1.3 Power Analysis\n\nRate each factor 1-5 for both sides:\n\nPower Source\tUs\tThem\tNotes\nAlternatives (BATNA strength)\t\t\tBetter alternatives = more power\nInformation (who knows more)\t\t\tKnowledge of their constraints/budget\nTime (who's more urgent)\t\t\tDeadlines create pressure\nLegitimacy (standards/precedent)\t\t\tMarket rates, industry norms\nRelationship (ongoing value)\t\t\tLong-term partnership leverage\nCommitment (sunk costs)\t\t\tHow invested are they already\nSkill (negotiation experience)\t\t\tExperience at the table\n\nTotal: Us [] vs Them []\n\nIf we're stronger: Anchor aggressively, push for value\nIf balanced: Focus on creative trades, expand the pie\nIf they're stronger: Improve BATNA before negotiating, use tactical empathy to equalize\nPhase 2: Opening & Framing\n2.1 The Accusation Audit\n\nList every negative thought they might have about you or this deal. Say them FIRST:\n\nTemplate:\n\n\"Before we start, I want to address some things you might be thinking. You might feel that [negative #1]. You're probably concerned that [negative #2]. And I wouldn't blame you if you thought [negative #3]. I want you to know that I understand these concerns, and here's how I'd like to address them...\"\n\nExamples by context:\n\nSalary negotiation: \"You might think I'm being ungrateful or greedy for bringing this up...\"\nVendor pricing: \"You probably feel we're just trying to squeeze your margins...\"\nPartnership: \"You might worry we're too small to deliver on this...\"\nClient scope change: \"I know it probably seems like we're moving the goalposts...\"\n\nWhy it works: Naming fears diminishes them. Unspoken objections fester; spoken ones shrink.\n\n2.2 Anchoring Strategy\n\nWhen to anchor first (make the first offer):\n\nYou have strong information about fair value\nYou want to set the frame\nYou're selling (anchor high) or buying something commoditized (anchor low)\n\nWhen to let them anchor first:\n\nYou have less information than them\nYou suspect their range might be higher than yours\nYou want to discover their expectations\n\nAnchoring formulas:\n\nFor SELLING (salary, services, products):\n\nResearch market range (low–high)\nSet your anchor at 15-30% above your target\nJustify with specific data points\nNever use round numbers ($127,500 not $130,000)\n\nFor BUYING (vendors, contracts, acquisitions):\n\nResearch market range\nSet anchor at 60-70% of their likely ask\nJustify with comparables\nInclude non-monetary value in your counter\n2.3 Frame Control\n\nThe person who sets the frame controls the negotiation. Common frames:\n\nFrame\tHow to Set It\tExample\nPartnership\t\"How do we make this work for both of us?\"\tLong-term deals\nPrecedent\t\"The standard rate for this is...\"\tRate negotiations\nScarcity\t\"We have capacity for 2 more clients this quarter\"\tSales\nLoss\t\"Without this, the risk is...\"\tUpselling\nFairness\t\"I want to make sure this is fair for everyone\"\tAny negotiation\nExpert\t\"In my experience with 50+ similar deals...\"\tCredibility\nPhase 3: Tactical Techniques (During the Negotiation)\n3.1 Core Techniques Reference\n\nMirroring — Repeat their last 1-3 words with rising inflection\n\nPurpose: Gets them to elaborate without asking a question\nExample: Them: \"We just can't do that price.\" You: \"...can't do that price?\"\nUse 3-5 times per conversation. Overuse becomes obvious.\n\nLabeling — Name their emotion with \"It seems like...\" / \"It sounds like...\" / \"It looks like...\"\n\nPurpose: Validates their experience, builds trust, surfaces hidden concerns\nExample: \"It sounds like timeline is really what's driving this decision.\"\nFollow with silence. Let the label do its work.\nNever say \"I understand\" — it's about THEM, not you.\n\nCalibrated Questions — \"How\" and \"What\" questions that give them the illusion of control\n\nPurpose: Makes them solve YOUR problem\nPower questions:\n\"How am I supposed to do that?\" (gentle pushback on unreasonable asks)\n\"What does success look like for you?\"\n\"How does this fit within your budget process?\"\n\"What's the biggest challenge you're facing with this?\"\n\"How would you like me to proceed?\"\n\"What happens if we don't reach an agreement?\"\n\"How can I make this work within your constraints?\"\n\"What would you need to see to move forward?\"\n\nTactical Silence — Pause 4-7 seconds after making a point or asking a question\n\nPurpose: Creates discomfort that the other side fills (usually with concessions or information)\nHardest technique to master. Practice counting silently to 5.\n\nLate-Night FM DJ Voice — Slow, calm, downward-inflecting tone\n\nPurpose: Signals confidence and control. Calms heated moments.\nUse for: Delivering tough messages, anchoring, de-escalation\nNever use for: Building rapport (too cold), brainstorming (kills energy)\n3.2 The \"That's Right\" Method\n\nMost powerful two words in negotiation. Getting \"That's right\" means genuine buy-in (unlike \"you're right\" which is dismissive).\n\nSteps to trigger it:\n\nListen actively to their full position\nParaphrase their situation comprehensively\nLabel the emotions behind their words\nSummarize: \"So what you're saying is [their world, their constraints, their feelings]...\"\nWait for \"That's right.\"\n\nOnly propose solutions AFTER you get \"That's right.\"\n\n3.3 Saying \"No\" Without Saying No\n\nNever say \"No\" directly. Use graduated responses:\n\n\"How am I supposed to do that?\" (gentlest — makes them rethink)\n\"I'd love to but I'm unable to do that.\" (firm but warm)\n\"I'm sorry, that just doesn't work for us.\" (definitive)\n\"I'm sorry, no.\" (nuclear — use only when walking away)\n3.4 Concession Strategy\n\nThe Ackerman Method (for price negotiations):\n\nSet target price\nFirst offer: 65% of target\nSecond: 85% of target\nThird: 95% of target\nFinal: 100% — use precise number ($47,823 not $48,000) + add non-monetary item\n\nConcession rules:\n\nNever make the first concession on price (trade something else first)\nEvery concession must get something in return (\"If I can do X, would you be able to do Y?\")\nConcessions should decrease in size (signals you're approaching your limit)\nNever concede on your own — always tie it to their move\nLog every concession in real time:\nconcession_log:\n - round: 1\n we_gave: \"[What we conceded]\"\n we_got: \"[What they conceded]\"\n their_reaction: \"[How they responded]\"\n next_move: \"[Our planned next step]\"\n\n3.5 Handling Deadlocks\n\nWhen negotiations stall:\n\nChange the shape — Add variables (timeline, scope, payment terms, exclusivity)\nGo to the balcony — \"Let me think about this and come back to you\" (breaks emotional escalation)\nUse a hypothetical — \"What if we could [creative solution]? Would that change things?\"\nBring in a Black Swan — Reveal new information strategically\nChange the people — Suggest involving someone else (\"Would it help to bring in [person]?\")\nRe-anchor on interests — \"Let's step back. What are we both trying to achieve here?\"\nStrategic walk-away — \"I don't think we can make this work. I appreciate your time.\" (Often gets a callback)\nPhase 4: Scenario Playbooks\n4.1 Salary Negotiation\n\nPreparation:\n\nResearch: Glassdoor, Levels.fyi, LinkedIn salary insights, industry reports\nCalculate your market value range (P25-P75)\nList 3-5 concrete achievements with $ impact\nKnow your BATNA (other offers, current job value)\n\nScript:\n\n\"I'm really excited about this role and want to make this work.\" (frame: partnership)\n\"Based on my research and the value I bring, I was thinking in the range of $[anchor — 15-20% above target].\"\nIf they counter low: \"I appreciate that. Help me understand — how did you arrive at that number?\"\n\"What I bring specifically is [achievement 1: saved $X], [achievement 2: grew Y by Z%], and [achievement 3].\"\nIf stuck: \"Is salary the only lever, or can we look at [equity, bonus, title, remote days, signing bonus, review timeline]?\"\n\nNever say: \"I need $X because of my expenses/mortgage/etc.\" (irrelevant to them)\n\n4.2 Vendor/Contract Negotiation\n\nPreparation:\n\nGet 3+ competing quotes (real BATNA)\nResearch their margins, competitors, and contract terms\nIdentify their fiscal year-end (budget pressure)\n\nScript:\n\n\"We really like your product and want to make this work.\" (genuine interest)\n\"We've received competitive proposals at [lower number]. What can you do?\"\nIf they hold: \"What would a 2-year commitment look like?\" (trade commitment for discount)\n\"Can we structure payment terms differently? [Quarterly vs annual, net-60 vs net-30]\"\nAlways negotiate: implementation fees, support tier, training, SLA, auto-renewal removal, price lock period\n4.3 Client Deal Negotiation\n\nPreparation:\n\nQuantify the value you deliver (ROI, time saved, revenue generated)\nKnow their budget cycle and decision process\nMap all stakeholders and their interests\n\nScript:\n\nLead with value: \"Based on what you've shared, this should [save/generate] approximately $[X] annually.\"\nPresent three-tier pricing (the middle one is your target — decoy effect)\nIf they push on price: \"I want to make sure you get the outcome you need. If we reduce scope to [X], we could come in at [Y]. Would that work?\"\nNever discount without removing scope. Ever. Price = value.\n\"What would need to be true for you to move forward this week?\"\n4.4 Partnership/Equity Negotiation\n\nKey principles:\n\nEverything is negotiable: vesting, cliffs, acceleration, roles, decision rights\nGet it in writing before anyone does work\nNegotiate control (voting, board seats) separately from economics (equity %)\n\nTopics to cover:\n\nEquity split and vesting schedule (standard: 4yr vest, 1yr cliff)\nDecision-making process (unanimous? majority? domain-specific?)\nWhat happens if someone leaves (buyback, drag-along, tag-along)\nCash vs equity compensation for each partner\nIP assignment (everything created belongs to the company)\nNon-compete and non-solicit terms\nExit scenarios (sale, IPO, dissolution)\nPhase 5: Reading the Room\n5.1 Body Language Signals (In-Person/Video)\nSignal\tLikely Meaning\tYour Move\nLeaning forward\tEngaged, interested\tKeep going, make your ask\nArms crossed + leaning back\tDefensive or skeptical\tLabel: \"It seems like something about that doesn't sit right\"\nLooking at watch/phone\tLosing interest or time pressure\tSpeed up or offer a break\nNodding slowly\tProcessing, somewhat agreeing\tPause. Let them speak.\nRapid nodding\tWants you to stop talking\tStop. Ask: \"What are your thoughts?\"\nSteepled fingers\tFeeling confident/superior\tThey think they have leverage. Probe: \"What am I missing?\"\nTouching face/neck\tDiscomfort or uncertainty\tLabel the emotion. Slow down.\nMirroring YOUR posture\tRapport established\tGood sign — proceed to closing\n5.2 Verbal Tells\nThey Say\tThey Mean\tYour Move\n\"That's not in our budget\"\t\"Not in THIS budget, but maybe another\"\t\"What budget would this come from?\"\n\"We need to think about it\"\tObjection they won't voice\t\"What specifically do you need to think through?\"\n\"We're talking to others too\"\tLeverage play (may be true)\t\"Of course. What would make us the clear choice?\"\n\"That's fair\"\tPossible warning — check if genuine\t\"I want to make sure it actually IS fair. What concerns do you have?\"\n\"My hands are tied\"\tSomeone else has authority\t\"Who else would need to be involved to make this work?\"\n\"We usually pay X\"\tAnchoring with precedent\t\"Help me understand — what was the scope of that engagement?\"\n\"Can you do better?\"\tLazy negotiating — testing you\t\"Better in what way? Help me understand what you need.\"\n\"Final offer\"\tProbably not final (especially first time)\tStay calm. \"I appreciate you being direct. Let me ask — [calibrated question]\"\n5.3 Email/Async Negotiation Rules\nDon't negotiate price over email if possible (call or meet)\nIf you must: be brief, use precise numbers, end with a question\nResponse timing matters: too fast = eager, too slow = disinterested. 4-24 hours is ideal.\nNever write anything you wouldn't want forwarded (assume it will be)\nPut your best offer in writing only when you're confident they'll accept\nPhase 6: Closing & Post-Negotiation\n6.1 Closing Techniques\n\nThe Rule of Three — Confirm agreement 3 times in 3 different ways:\n\nDirect: \"So we're agreed on $X with Y terms?\"\nSummary: \"Let me make sure I have this right: [full summary]\"\nImplementation: \"Great. How should we handle the paperwork?\"\n\nImplementation questions (most important step — deals die in execution):\n\n\"What does the approval process look like on your side?\"\n\"Who else needs to sign off?\"\n\"What timeline are we looking at for getting this finalized?\"\n\"What could prevent this from moving forward?\"\n6.2 Post-Negotiation Review\n\nFill this out after EVERY significant negotiation:\n\nnegotiation_review:\n date: \"[YYYY-MM-DD]\"\n counterpart: \"[Who]\"\n context: \"[What was negotiated]\"\n \n outcome:\n result: \"\" # win|lose|partial|no-deal\n our_target: \"[What we wanted]\"\n actual_result: \"[What we got]\"\n satisfaction: \"\" # 1-10\n relationship_impact: \"\" # strengthened|neutral|strained\n \n what_worked:\n - \"[Technique or approach that was effective]\"\n \n what_didnt:\n - \"[Where we lost ground or made mistakes]\"\n \n lessons:\n - \"[Key takeaway for next time]\"\n \n black_swans_discovered:\n - \"[Hidden information that emerged]\"\n \n follow_up_actions:\n - action: \"[What needs to happen next]\"\n owner: \"[Who]\"\n deadline: \"[When]\"\n\n6.3 The 48-Hour Rule\n\nWithin 48 hours of reaching agreement:\n\nSend written summary of all terms (email)\nConfirm next steps and timeline\nThank them genuinely (builds long-term relationship)\nMake first implementation move (momentum kills deal decay)\nPhase 7: Advanced Techniques\n7.1 Multi-Party Negotiations\n\nWhen more than 2 parties are involved:\n\nMap every stakeholder's interests SEPARATELY\nBuild coalitions before the main negotiation\nIdentify the \"swing vote\" — who is undecided?\nUse bilateral pre-meetings to align positions\nIn the room: address the most skeptical person's concerns first\n7.2 Cross-Cultural Considerations\nCulture Type\tApproach\tWatch For\nDirect (US, Germany, Israel, Netherlands)\tState positions clearly, expect pushback\tDon't mistake bluntness for hostility\nIndirect (Japan, Korea, Thailand, much of LATAM)\tRead between lines, proposals in writing, patience\t\"Yes\" may mean \"I heard you\" not \"I agree\"\nRelationship-first (Middle East, China, parts of Africa)\tInvest in dinners, trust-building, long timelines\tRushing to terms = insult\nContract-first (US, UK, Australia)\tGet to specifics quickly, lawyers early\tOver-reliance on paper; trust matters too\n7.3 Negotiating Under Pressure\n\nWhen you're in a weak position:\n\nImprove your BATNA first — Don't negotiate until you have alternatives\nSlow everything down — Pressure thrives on speed\nAsk more questions — Information is power\nUnbundle the deal — Negotiate each element separately\nIntroduce new variables — More items = more trading opportunities\nUse objective criteria — Market data, benchmarks, industry standards\nStrategic vulnerability — \"I'll be honest, we need this to work. Here's why it's worth making it work for you too.\"\n7.4 Negotiating with Difficult People\n\nThe Bully — Aggressive, intimidating, threatens\n\nStay calm. Mirror their words (not energy). \"It seems like you feel strongly about this.\"\nNever match aggression. Silence is your weapon.\n\"I want to find a solution. Help me understand what you need.\"\n\nThe Ghost — Stops responding, avoids commitment\n\n\"Have you given up on this project?\" (triggers \"No\" response)\nSet deadlines: \"I can hold this offer until [date]. After that, my availability changes.\"\nGo around: find another contact at their organization.\n\nThe Nibbler — Agrees, then asks for \"one more thing\" repeatedly\n\n\"I'm happy to discuss that. What would you be willing to adjust from what we've already agreed?\"\nEvery nibble gets a counter-nibble.\n\nThe Authority Excuse — \"I need to check with my boss\"\n\nAsk upfront: \"Who else is involved in this decision?\"\n\"When you check with them, what do you think they'll focus on?\"\nOffer to present to the decision-maker directly.\nQuick-Reference: Negotiation Scoring Rubric\n\nScore your preparation and performance (0-100):\n\nDimension\tWeight\tScore (0-10)\nPreparation (research, BATNA, interests mapped)\t25%\t\nOpening (frame, anchor, accusation audit)\t15%\t\nInformation gathering (questions, listening, discovery)\t20%\t\nValue creation (expanded pie, creative trades)\t15%\t\nTactical execution (techniques, concession management)\t15%\t\nClosing (commitment, implementation, follow-up)\t10%\t\n\nWeighted total: [__] / 100\n\n80+: Expert negotiation\n60-79: Solid performance\n40-59: Adequate — review what was missed\nBelow 40: Significant preparation or technique gaps\nCommon Mistakes (Avoid These)\nNegotiating against yourself — Making concessions before they even push back\nSplitting the difference — Lazy compromise leaves value on the table\nAccepting the first offer — There's ALWAYS room to negotiate\nNegotiating only on price — Scope, timeline, terms, support, payment structure are all levers\nTalking too much — The more you talk, the more you reveal. Listen 70%, talk 30%.\nTaking it personally — It's business. Separate the people from the problem.\nNo BATNA — Negotiating without alternatives = negotiating from weakness\nWinging it — The best negotiators prepare more, not less\nIgnoring implementation — A deal on paper means nothing if execution isn't planned\nBurning bridges — Today's opponent is tomorrow's partner. Always leave gracefully." }, "trust": { "sourceLabel": "tencent", "provenanceUrl": "https://clawhub.ai/1kalin/afrexai-negotiation-mastery", "publisherUrl": "https://clawhub.ai/1kalin/afrexai-negotiation-mastery", "owner": "1kalin", "version": "1.0.0", "license": null, "verificationStatus": "Indexed source record" }, "links": { "detailUrl": "https://openagent3.xyz/skills/afrexai-negotiation-mastery", "downloadUrl": "https://openagent3.xyz/downloads/afrexai-negotiation-mastery", "agentUrl": "https://openagent3.xyz/skills/afrexai-negotiation-mastery/agent", "manifestUrl": "https://openagent3.xyz/skills/afrexai-negotiation-mastery/agent.json", "briefUrl": "https://openagent3.xyz/skills/afrexai-negotiation-mastery/agent.md" } }