How to negotiate with a ‘number cruncher’
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 second section of the book, How to be a Great Negotiator, written by property economist, investor and developer Neville Berkowitz, the 26 different personality traits of negotiators you are likely to encounter in the course of your negotiating career are identified. Over the next few weeks we will recommend ways of dealing with each type of negotiator.
(Courtesy of PersonalEmpowerment.co)
15 The logical negotiator
Logical negotiators prefer to operate on a foundation of verifiable facts, figures, data, and statistics, from which reasonable estimations, projections, or conclusions may be drawn. This is the only basis upon which they are comfortable making important decisions and taking any necessary risks that a particular negotiation or business deal may entail.
Logical negotiators are neither dreamers nor gamblers. They are not motivated by emotion, hype, vision, dreams, and vague or hopeful potential and possibilities. They are motivated by the likelihood of potential profit supported by solid evidence. With this criterion met, their logical minds can then operate creatively, projecting plausible scenarios, making realistic estimates, and assessing the potential risks involved in any particular deal.
Logical negotiators are often “number crunchers.” They will only take risks when the odds are in their favour. They use their five senses and their rational left brain capacity to assess and judge the facts. If their intuition does come into play, it is subordinate to their realistic assessment of verifiable tangibles.
When dealing with logical negotiators, don’t waste your breath and their time with hype or idealism. Give them what they need to make a decision. Present hard facts, convincing data, and attractive numbers that make closing a deal a rational and compelling option. Having established a logical basis for their cooperation, you can then present more of the visionary or glamorous aspects of the deal you are trying to make as the proverbial icing on the cake.