My last two blog postings came as a result of the recent volcanic eruption in Iceland.
While they might have seemed mostly philosophical in nature, there is in fact a direct connection to the advice I provide to CEOs and other Senior Executives to produce top-notch results in their negotiations:
Focus On What You Control.
What does this look like in practice? It means the following:
- You can’t control “external events”
- You can’t control the economy
- You can’t control someone else’s behaviour (much as we might like to)
- You CAN control YOUR behaviour (most of the time anyway)
So if you’re unhappy with how things are going in a current negotiation or how they went in a past one, LOOK AT WHAT YOU CAN DO DIFFERENTLY.

For example, few things are more powerful than modeling the behaviour you want to see in others. Said differently: walk your talk.
I tell clients all the time that, despite the fact that I’ve been doing this work full-time for over 14 years and using the principles in business for 19 years, I am still (pleasantly) surprised by the amount of change I can produce in others by changing what I do.
It’s easy to point the finger at others and blame them for your failures and frustrations. But that’s usually a cop-out, and it’s definitely disempowering. So next time you’re not happy with how things are going or how they turned out, have a look in the mirror and see what that person can do about it.
By the way, I’m talking about this in the context of individual negotiations, but I give the same advice for how to manage a relationship. If you REALLY want to try this out where the rubber hits the road, try it in your most significant relationships: family. You might surprise yourself with what you can achieve.
BUT THERE’S ONE HUGE CAVEAT TO ALL OF THIS:
YOU CAN’T FAKE IT (SUCCESSFULLY).
What I mean is that if you change your behaviour as some kind of “technique” you read about in a cheesy blog, good luck. Most of us are experts at sniffing out inauthentic behaviour, and then we punish people for it.
For this to work, you have to change your behaviour because you feel it’s the right thing to do. And THAT shift – the mental and emotional one – is usually where most of the work needs be done. But you need to have the guts to try it, and the guts to be wrong and (perish the thought) admit it.
Try it out and see what you can produce.


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