Logic and emotion: The one-two punch of selling
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 few months, we will bring you the traits needed to succeed at the art of negotiating.
(Courtesy of PersonalEmpowerment.co)
73 Logic and emotion
Great negotiators know how to use logic and emotion as they do their right and left hands, with finesse and decisive effect. Logic speaks to the conscious mind and the left brain. Emotion speaks to the unconscious mind, the heart, and right brain. Both must be included in a negotiation. Logic justifies a decision on the basis of facts, while emotion catapults decision-makers into action. Remember that logic sells and emotions buy!
Emotions gain traction on a foundation of logic. Mere emotion in a negotiation is like a beautiful bubble that bursts, accomplishing nothing, moving nothing forward. Emotion with no logical basis in a negotiation can be disruptive, especially if it’s negative. But logic without emotion can be sterile and passive. It can leave the other party sitting on the fence, never moved to make a decision.
Emotion stirs the hidden hopes and fears of the person you are persuading. It provides the energy of excitement and urgency needed to move a negotiation to the tipping point, where a cautious or reluctant party becomes ready to sign on the dotted line. But, if emotion provides the final impetus for a decision, logic provides a counterbalancing force that guides emotion in a reasonable direction, and keeps it from impulsively making bad decisions.
Logic and emotion are the one-two punch of influence and persuasion. Logic presents a compelling practical case that provides a basis for a rational decision, and emotion tantalises the imagination to stimulate desire and trigger a decision. Knowing who the person is or people are that you are trying to persuade (their backgrounds, experience, education, and social, political, and religious leanings) is important. This allows you to speak to them effectively in logical and emotional terms to which they can relate. It helps you assess how they are likely to react or respond to your statements in the chess game that is a negotiation.
A logical approach requires validation or proof of your statements. Nothing convinces like hard, irrefutable facts. Whenever possible, provide documented statistics and other evidence or unbiased testimony from outside experts. Verbally summarise the essential and compelling proofs contained in the documents. Now you can weave a compelling argument proving the superior qualities and virtues of your case, product or service relative to those of the competition. Acknowledging the strengths and virtues of the competition, while proving yours is still superior, makes you seem fair and reasonable, increasing your credibility. A logical case based on verifiable facts usually overcomes any reservations, reluctance, or objections the party may have brought into the negotiation. And the emotional appeal greases the wheel for what is now seen to be a correct or beneficial decision.