Do you have a nose for opportunity?
Negotiation touches every part of our lives. Relationships in business and in our personal lives are negotiated. And the skills to do it effectively can often mean the difference between getting what you want or losing out. You don’t get what you deserve, you get what you negotiate!
In the first section of the book, How to be a Great Negotiator, written by property economist, investor and developer Neville Berkowitz, the characteristic traits of a great negotiator are explored in short, bite-sized nuggets of advice.
Over the next 132 days, we will bring you the traits needed to succeed at the art of negotiating.
(Courtesy of PersonalEmpowerment.co)
54 Gut instinct vs. gut reaction
In a negotiation, gut instinct includes and transcends the assimilation of all the facts you have gathered; all the information and advice you’ve gotten from personal research, education, and the opinions of people you value; even your own life experience and all your accumulated knowledge and wisdom.
Gut instinct is of another order, even another dimension, than all the above. It is non-rational, but not irrational; non-intellectual, but highly intelligent. It is an intuitive knowing, often accompanied by an impulse to act; and such actions are often perfectly appropriate in hindsight, even when the knowing that prompted them remains inexplicable.
Everyone has gut instincts, but not everyone trusts or even recognises their gut instincts. Trusting and recognising gut instinct requires self-connection and self-awareness. Many people ignore their gut instincts because they lack self-awareness and don’t trust themselves. Many people confuse gut instinct, or intuition, with gut reaction. But they are not the same.
A gut reaction is emotional, not intuitive. It’s an irrational, non-intelligent, knee-jerk response that often works against your primary objectives and your bottom-line. Gut reactions tend to be fear-based rather than wisdom-inspired. A great negotiator is able to distinguish between gut instinct and gut reaction, and is able to capitalise on the former and release the latter.
But gut instinct isn’t a substitute for skill, strategy, and thorough preparation. Relying on gut instinct alone is a fool’s error. Gut instinct is most reliable in a fully prepared negotiator who has a well-planned strategy and clearly defined goals. But the combination of preparation, skill, strategy and gut instinct is unbeatable.