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  • Casual Articles - Neogtiation: How to be Right Without Making Other People Wrong

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    ting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the re
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    What exactly are we trying to accomplish by proving to others that we’re right? We might win the argument but ultimately lose the relationship. Perhaps a better, deeper-rooted question is this: Why do we lose sight of success, of our big objective, when we feel challenged or intimidated?

    When I prepare to negotiate, provide a service or turn my employees’ talent into performance, I know deep down that if I make people feel valuable they will see my input as having value. But in that moment when they are just hands-down, across-the-board dead wrong, I sometimes can’t stop myself from letting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the res

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    ps a better, deeper-rooted question is this: Why do we lose sight of success, of our big objective, when we feel challenged or intimidated?

    When I prepare to negotiate, provide a service or turn my employees’ talent into performance, I know deep down that if I make people feel valuable they will see my input as having value. But in that moment when they are just hands-down, across-the-board dead wrong, I sometimes can’t stop myself from letting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the re

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    I prepare to negotiate, provide a service or turn my employees’ talent into performance, I know deep down that if I make people feel valuable they will see my input as having value. But in that moment when they are just hands-down, across-the-board dead wrong, I sometimes can’t stop myself from letting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the re
    Good to Great or - Simply Good Enough
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    ll see my input as having value. But in that moment when they are just hands-down, across-the-board dead wrong, I sometimes can’t stop myself from letting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the re
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    ting them know how incredibly wrong they are. When that happens, my ability to influence them vaporizes on the spot, and I’m left dealing with the response I created by making them wrong.

    I think this is the most consistently counterproductive thing we do in business and, I suspect, in our personal lives too. It may be the foundation of communication breakdown. Maybe this behavior is so prevalent because it’s part of human nature. Could we be natural born jerks? (Jerkdom – nature or nurture?) If so, how do we overcome the urge to prove our point at the expense of our business or relationship?

    Wynn Solutions studied thousands of top communicators and saw a common behavior among them: the practice of not making people wrong. We d

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