The Art of Persuasion in Negotiation

Handle objections like a six-figure salesperson It’s not about talent—it’s about preparation. Here’s how to tackle objections effectively: → Anticipate common objections, plan your responses. → Reframe objections into opportunities to add value. → Practice these strategies until they become second nature. 👉 Get more cheat sheets like this: sign up for SalesDaily Premium: salesdaily.co/upgrade Here are 12 common sales objections and how to respond to them: 1.) We’re already working with another vendor. ⇢ Acknowledge their loyalty and ask what they value most. ⇢ Differentiate by emphasizing areas where you outperform competitors. ⇢ Ask: “What’s one thing you wish they did better?” 2.) This isn’t a priority. ⇢ Show understanding and suggest exploring how you can prevent a specific problem later. ⇢ Ask: “Would a quick chat now help for when it does become a priority?” 3.) We don’t have the budget. ⇢ Use humor or empathy to acknowledge their constraints. ⇢ Offer a preview so they can assess if it should be on their radar for next year. ⇢ Ask: “Would that work for you?” 4.) I need to think about it. ⇢ Respect their hesitation and offer to schedule a follow-up. ⇢ Ask: “What specific questions are still on your mind?” 5.) Send me an email. ⇢ Agree but provide context to ensure relevance. ⇢ Ask: “Would these outcomes align with what you’re focused on now?” 6.) I’m not interested. ⇢ Subtly acknowledge their position while offering value. ⇢ Ask: “Would exploring this together make sense before deciding further?” 7.) Where did you have my number from? ⇢ Clarify politely and explain where you found their contact information. ⇢ Reassure them by tying your outreach to their goals. 8.) Your price is too high. ⇢ Acknowledge their concern and reframe the conversation to focus on value. ⇢ Ask: “Do you feel confident our solution would help you achieve your goals?” 9.) We’re happy with what we have. ⇢ Validate their satisfaction but share examples of clients who improved despite being content initially. ⇢ Ask: “Would you be open to exploring potential gains on your end?” 10.) Call me back in 4 months. ⇢ Agree and ask what’s expected to change in that timeframe. ⇢ Probe lightly to uncover urgency: “Would anything make it worth discussing sooner?” 11.) I’m not interested. ⇢ Acknowledge their decision and highlight how their role impacts outcomes. ⇢ Ask indirectly: “Would it make sense to explore other perspectives before deciding?” 12.) We tried something similar before, and it didn’t work. ⇢ Avoid sounding defensive and reframe the conversation by emphasizing how you’re different. ⇢ Transition back to the pitch confidently: “Let’s dive in, and I think you’ll be pleasantly surprised.” Preparation is the key to handling objections confidently. Save this guide, adapt these responses to fit your style, and turn challenges into opportunities. Want a high-res version of this cheat sheet? 👉 Sign up for salesdaily.co

80% of projects won’t get the funding they’re looking for. Here’s why It’s not always about the idea, it’s about the how well the foundation is. Most projects fail to secure funding because they skip the foundation: relationship building. Investors and partners don’t fund decks; they fund people they trust Some people have access to contact like they never have it. Relationships are built through value exchange, and follow-up that isn’t just about “the ask.” You can’t show up only when you need something and expect results. Then there’s the issue of a clear and concise value proposition. Too many founders dance around what they actually do. If you can’t explain your value in one sentence, people won’t spend two trying to figure it out. Funding flows toward clarity. A solid pitch answers three questions fast: What do you do? Who does it help? Why does it matter now? If that’s not clear, your ask will be too. Now, let’s talk about what makes people trust your project long-term, excellence, community, and substance. Excellence in how you show up. It’s not about perfection; it’s about standards. How you write your emails, host your events, manage your partners, all of it speaks louder than your pitch deck. Excellence builds confidence, and confidence attracts capital. People fund momentum. When others believe in what you’re doing, it signals trust and traction. A growing community tells investors, “This isn’t practical, it’s already moving.” Build your tribe before you build your pitch. Beyond the hype, what have you actually built? What problem are you solving, and what impact have you made? Substance is what makes your brand credible and your story repeatable. Without it, even the best branding fades fast. Selah.

Here’s a masterclass in selling. Several months ago, I received two bids from general contractors to renovate my home. I told Chris I was considering a competitor. Chris didn’t bash the competition with something like: “Those guys are probably going to say we don’t specialize in residential projects or that we cut corners. Nothing could be further from the truth.” Instead, he said: “That’s okay. Can I ask you a few questions about the other GC you’re considering?” “Sure.” “You mentioned the sound the door makes is important to you. Some GCs use hollow instead of solid doors to reduce costs. Do you know what kind of doors they’re quoting?” “For plumbing, some contractors use cheaper materials, like plastic or thin metals, to save money. These wear out faster and can cause leaks down the road, leading to more expensive repairs. Are they quoting higher-quality materials like brass or copper fittings?” The lesson? Don’t try to undermine your competitors. You’re biased—of course you’d bash them. Instead, be the arbiter of unbiased information. Chris pointed out potential cost-cutting areas, explaining the impact of lower-quality materials, and let me draw my own conclusions. The rule? If you’re explaining, you’re losing :-) People are more persuaded by conclusions they draw themselves, not the ones you draw for them.

Most people crack under pressure in negotiations.   They either:     - Panic and concede.   - Get defensive and lose leverage.   - Over-explain and sound desperate.     All three are mistakes.     Because negotiation isn’t just about what you say.     It’s about how you hold yourself when the stakes are high.     1. Control beats reaction.   The second you lose composure, you lose power.     Instead, stay measured.   Pause.   Let silence do the work.     When I was hit with a pushback, I didn’t flinch.     I simply asked:     "Is it just the cost, or is there a timeline we’re working against?"   That one question reframed the entire conversation.     It wasn’t just about price. It was about urgency.     Lesson: Clarify the real problem before you solve the wrong one.   2. Add value—without overpromising.   The best negotiators don’t just “give in.”   They reposition the deal.     I didn’t lower my fee.   I structured value differently.     "Let’s optimize costs next quarter."   Now I’m not backing down. I’m thinking ahead.     And that positions me as a strategic partner, not a vendor.     Lesson: A great deal isn’t about cutting. It’s about crafting.    3. Stand firm—but with confidence, not ego.   When they questioned the outcome, I didn’t defend myself.     I said:     "It will. Or I’ll adjust my fee to make it right."   That line?     It signals confidence without arrogance.     It tells them:   I believe in my value, and I back it up.     Lesson: The strongest negotiators don’t justify. They stand by their worth.     4. The best deals don’t end with a contract. They end with trust.   At the close, I didn’t just shake hands. I set the foundation:     "This isn’t just a deal. It’s trust."*     Because the best negotiators don’t just win transactions.     They win long-term credibility.     If you’re leading deals, running teams, or making high-stakes decisions...this is your edge.   Master this, and you won’t just close deals.   You’ll build lasting influence.     If you crack easily under pressure during a negotiation, this is your sign.   Let's talk.   ------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations. - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients  - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

Most sellers misuse discounts. They drop them too late. Talk to the wrong person. Add pressure. Miss their number. I’ve taught 1,000s of reps how to do it right. Here are 7 ways to use incentives without looking desperate: I’m not anti-incentives. I’m anti-commission breath. And that’s exactly what shows up when sellers drop a 30% discount on the 29th of the month…only to find out their champion still needs two more approvals and a legal review. It doesn’t close the deal. It just creates pressure. On you and your buyer. Here’s a better way. 1. Incentives are not discounts Don’t pitch 30% off like a used car dealer. Offer something valuable with a story behind it: → A month free → Preferred pricing → Bonus feature access It has to be legit—and tied to a reason (like quarter-end, new logo program, etc). 2. Talk to the decision maker If your buyer can’t actually sign, an incentive won’t help. You need someone who can say yes—or who can push it through. 3. Ask about their process first “What’s your timeline for getting this done?” If it’s next quarter, ask if an incentive would help them pull it forward. If they say yes, you might have a deal to accelerate. 4. Don’t offer anything if the timing isn’t natural You’re not trying to force urgency. So say: “I don’t want to show you this if it’s not something that’s realistic for you.” Let them opt in. 5. Always qualify timing “If we were able to offer something strong, do you think you’d be able to move forward this month?” You want buy-in before they see price. Not after. 6. Map the path to signature Lay out the mutual action plan: - Who needs to review the proposal? - When does legal need it? - How long does procurement take? If it’s not doable, don’t offer it yet. 7. Bring it up early in the month Waiting until the end will kill the deal. Even motivated buyers run out of time. So if you’re going to offer an incentive—do it with 2–3 weeks to spare. Not 2–3 days. TAKEAWAY Discounts don’t create urgency. Timing does. Know their process. Earn the yes. Stay out of panic mode. Close without pressure. Sell with trust.

𝐈𝐧 𝐯𝐞𝐧𝐝𝐨𝐫 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧𝐬, 𝐟𝐚𝐢𝐥𝐢𝐧𝐠 𝐭𝐨 𝐤𝐧𝐨𝐰 𝐲𝐨𝐮𝐫 𝐧𝐮𝐦𝐛𝐞𝐫𝐬 𝐢𝐬 𝐚 𝐝𝐢𝐫𝐞𝐜𝐭 𝐭𝐡𝐫𝐞𝐚𝐭 𝐭𝐨 𝐲𝐨𝐮𝐫 𝐩𝐫𝐨𝐣𝐞𝐜𝐭’𝐬 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. Preparation is the backbone of every successful vendor negotiation. When you understand your costs, set clear terms, and align on value, you’re building not just a contract but a reliable partnership. Here are some of the best practices we have learned for effective vendor negotiations at Venwiz: 1. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐄𝐬𝐭𝐢𝐦𝐚𝐭𝐞𝐬: Arriving at project cost estimation through detailed cost analysis sets a solid foundation. Use methods like Zero-Based Costing for detailed estimations, apply inflation adjustments to the last purchase cost, or use weighted averages from multiple quotes. When vendors see that you know your numbers, it builds credibility and respect, setting the stage for more productive discussions.     2. 𝐒𝐞𝐭 𝐂𝐥𝐞𝐚𝐫, 𝐀𝐜𝐡𝐢𝐞𝐯𝐚𝐛𝐥𝐞 𝐓𝐞𝐫𝐦𝐬: Define concrete targets for service levels, timelines, and ceiling costs. A well-defined service agreement—including specifics like payment schedules, quality & safety standards, and warranty terms—establishes a strong foundation. This clarity avoids misunderstandings and creates a structure that supports efficient, respectful negotiations.     3. 𝐋𝐨𝐨𝐤 𝐁𝐞𝐲𝐨𝐧𝐝 𝐁𝐮𝐝𝐠𝐞𝐭 𝐭𝐨 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐕𝐚𝐥𝐮𝐞: Budget matters, but so does value alignment. Quality vendors look for clients who understand this. Show commitment by offering flexibility in terms, such as adjusting payment timelines or considering future projects. If a vendor can provide an extended warranty or additional service terms, it may justify a slightly higher costs if it aligns with your project’s goals.     4. 𝐇𝐚𝐯𝐞 𝐚 𝐁𝐀𝐓𝐍𝐀 (𝐁𝐞𝐬𝐭 𝐀𝐥𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐯𝐞 𝐭𝐨 𝐚 𝐍𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐞𝐝 𝐀𝐠𝐫𝐞𝐞𝐦𝐞𝐧𝐭): Always have a clear fallback plan. A strong BATNA isn’t just a backup; it’s a powerful leverage tool that ensures you’re negotiating from a position of confidence rather than necessity. In vendor relationships, the best negotiations are built on value, transparency, and mutual respect. When both sides understand the stakes and goals, you pave the way for enduring partnerships that drive long-term results. 𝐖𝐡𝐚𝐭 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐡𝐚𝐯𝐞 𝐲𝐨𝐮 𝐟𝐨𝐮𝐧𝐝 𝐦𝐨𝐬𝐭 𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐢𝐧 𝐛𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐬𝐭𝐫𝐨𝐧𝐠 𝐯𝐞𝐧𝐝𝐨𝐫 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬? 𝐋𝐞𝐭’𝐬 𝐥𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐞𝐚𝐜𝐡 𝐨𝐭𝐡𝐞𝐫—𝐬𝐡𝐚𝐫𝐞 𝐲𝐨𝐮𝐫 𝐭𝐢𝐩𝐬 𝐛𝐞𝐥𝐨𝐰! #Venwiz #CapEx #Procurement

𝗩𝗲𝗻𝗱𝗼𝗿 𝗖𝗼𝘀𝘁, 𝗤𝘂𝗮𝗹𝗶𝘁𝘆, 𝗮𝗻𝗱 𝗧𝗶𝗺𝗲... 𝗖𝗮𝗻 𝘄𝗲 𝗵𝗮𝘃𝗲 𝗶𝘁 𝗮𝗹𝗹??? Ever heard of the Iron Triangle? (I'll give you a hint, it's not Bermuda's neighbor in the Atlantic Ocean!) Project Managment folks may be familiar with the Iron Triangle concept. Procurement peeps, we can also apply this to vendor contract negotiations. Envision a triangle with each corner representing cost, quality, and time. Changes to one corner usually impacts the others. Having flexibility in one corner, though, can strengthen the others. Use historical data for negotiation planning, making informed choices that balance the triangle based on your business needs. 𝗖𝗼𝗺𝗺𝗼𝗻 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗹𝗲𝘃𝗲𝗿𝘀 𝗳𝗼𝗿 𝗜𝗿𝗼𝗻 𝗧𝗿𝗶𝗮𝗻𝗴𝗹𝗲 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗮𝘁𝗶𝗼𝗻: ➜ Tiered pricing models for greater flexibility. ➜ SLAs with penalties/ incentives to encourage vendors to exceed performance targets, minimal cost, maximum impact. ➜ Paying early to secure discounts. ➜ Efficiency gain clauses, typically requiring YOY gains for the duration of the contract. ➜ Right to audit clause to ensure compliance w/ minimal cost (if any). ➜ Flexible termination language & transition support. Ensures your pocketbook and operations don't suffer if things go south. 𝗔𝗻𝗱 𝘁𝘄𝗼 𝗯𝗼𝗻𝘂𝘀 𝘁𝗶𝗽𝘀: 1. If you're constantly spinning your wheels with subpar vendor quality, rework costs are likely eating into your expected ROI. Keep a close eye on total cost of ownership, the vendor may be costing you more headache than it's worth. 2. Investing in vendor relationships is key. Strong partnerships foster flexibility and innovation, translating to better quality at reduced costs. Win\ win all around! --------------------- What other strategies do you use to balance cost vs quality? Let me know in the comments! 👇

Gearing up to secure funding for your research project? OR Applying for your PhD and need a Proposal? Crafting a compelling research proposal is your ticket to making a strong impression. Here's my detailed guide to help you put your best foot forward: 1. Start with a Strong Introduction: Your introduction is your chance to grab attention. Clearly state the problem your research aims to solve and why it matters. Think of it as your elevator pitch – concise, engaging, and to the point. 2. Define Your Objectives: Outline your research goals and objectives. What do you hope to achieve? Make sure they’re SMART (Specific, Measurable, Achievable, Relevant, Time-bound). This helps funders understand the impact of your work. 3. Conduct a Literature Review: Show you’ve done your homework. Summarize the current state of research in your field and highlight gaps your project will fill. This demonstrates your knowledge and the necessity of your research. 4. Describe Your Methodology: Detail your research design and methods. Explain how you’ll collect and analyze data, and why you’ve chosen these methods. Be clear and thorough – funders need to see you have a solid plan. 5. Highlight Your Team : Introduce your research team and their expertise. Showcase previous work and successes to build credibility. Funders invest in people as much as they do in ideas. 6. Present a Realistic Budget: Break down your budget, explaining how funds will be allocated. Be transparent and realistic. Justify your expenses by linking them to your research activities and goals. 7. Outline the Impact: Discuss the potential impact of your research. Who will benefit and how? Highlight the broader implications and the value it will bring to the field, community, or society. 8. Include a Timeline: Provide a detailed timeline for your project. This shows you’ve planned your research carefully and can manage time effectively. Include key milestones and deliverables. 9. Proofread and Peer Review: Before submission, proofread your proposal meticulously. Consider having colleagues review it for clarity and coherence. Fresh eyes can catch errors you might miss. 10. Tailor to the Funder: Finally, customize your proposal to align with the specific interests and guidelines of the funding body. Show you’ve done your research on them too, and explain why your project is a perfect fit. Remember, a well-crafted proposal is not just about presenting your research. It's about telling a compelling story that convinces funders of its value and feasibility. Good luck, and happy writing! #ResearchFunding #GrantWriting #AcademicResearch #ResearchProposals #HigherEducation #FundingSuccess #ResearchTips #researchers #phd

Your case for support is boring. Not because your mission isn't important. Because you're writing for committees, not humans. Here's what every case statement includes: ⦿ History of the organization ⦿ Impressive statistics ⦿ List of programs ⦿ Credentials and awards ⦿ How funds will be used Here's what donors actually want: ⦿ What changes if I say yes? ⦿ What breaks if I say no? ⦿ Why me, why now? ⦿ Who else believes in this? ⦿ What happens after I give? The case statement that raises money reads like a invitation to adventure, not an annual report. Try this instead: 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗽𝗮𝘀𝘁 Paint the world you're building, not the history you're preserving. 𝗠𝗮𝗸𝗲 𝗶𝘁 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹, 𝗻𝗼𝘁 𝗶𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗶𝗼𝗻𝗮𝗹 Use "you" more than "we." They're the hero, not you. 𝗖𝗿𝗲𝗮𝘁𝗲 𝘂𝗿𝗴𝗲𝗻𝗰𝘆, 𝗻𝗼𝘁 𝗴𝘂𝗶𝗹𝘁 Opportunity expires, not hope. FOMO beats obligation every time. 𝗦𝗵𝗼𝘄 𝗺𝗼𝗺𝗲𝗻𝘁𝘂𝗺, 𝗻𝗼𝘁 𝗻𝗲𝗲𝗱 Winners attract investment. Losers attract pity. 𝗣𝗿𝗼𝗺𝗶𝘀𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝘁𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻 They're not buying services. They're building legacy. One client rewrote their case. Removed every committee word. Told one powerful story instead. Their campaign goal? Exceeded by 40%. Your case for support shouldn't sound professional. It should sound unstoppable. When did you last read yours out loud?

I’m a CEO with $480K/yr budget for sales and GTM contractors. I won’t approve any purchase unless you walk the walk. Yet 95% of prospects send me 15-page decks I won’t ever read: If you want to close me, here’s what I want to see… I once paid a "top" growth agency $40K/month. They promised insider strategies and "the best talent in the industry." Then I learned the truth: Every single person working on my account was a contractor I could hire directly for 1/5 the price. - No secret sauce. - No special network. - Just middlemen adding a logo and a 5x markup. This was their playbook: - Hire on Upwork - Resell the labor to founders who don't know better - Pocket the difference Since then, I've saved hundreds of thousands and delivered faster results than any agency ever did. I’ve also developed a hyper-awareness for BS. Here are the 8 fundamentals of a successful contractor pitch if you want me to hire you (from 12 years of experience): 1. Proven Subject Matter Expertise and Organized (!!) That's it. If they have expertise but are disorganized, they're no good. If they're organized but lack expertise, also no good. 2. Pinpoint the Real Struggles Talk about problems in my terms, not a pitch-deck BS. Show you understand the pressures I'm under. The less time that takes you to do, the better. 3. How Fast Will I See Payoff Be crystal clear about timeline for results. Use examples from businesses like mine, not giants with 10x my budget. 4. Head Off My Doubts Address my pushback before I raise it. Cost concerns, data security, integration risks, team adoption challenges. Show you've thought this through. 5. Prove You Walk the Walk Don't tell me about your "best-in-class" team. Show me you can execute. Use your own tools successfully. Demonstrate ongoing performance,. 6. Skip the Strategy BS No 30-page decks. No strategy offsites. No meetings about meetings. I want people who prototype ideas fast without asking permission. 7. Show Me the Direct Path Stop being the middleman with a 5x markup. If you're just reselling contractors, I'll hire them directly. What's your actual value beyond adding a logo? 8. Fire Yourself Fast This is two fold. First, I want people who are constantly automating themselves out of jobs. That capability and sense of agency makes you invaluable to me. These are the kinds of people I work with for years. Second, but if your gut says it's not working, end it immediately. If you can’t bring results, maybe the service you offer needs a second thought. And even then, if you’re a well oiled machine it won’t work 100% of the time for 100% of clients. And that’s ok. But don’t string along clients when you know something is DOA. At the very least be honest and provide a comprehensive plan to pivot. Because if you can't prove results for yourself, why should I trust you with my budget?