Negotiating by Telephone & Email - The Challenges and Practical Solutions

Increasingly negotiations are taking place through channels other than face-to-face meetings.  Sometimes certain sections or parts of the negotiation will take place via telephone or email and in some cases the entire negotiation will take place in this way.

In addition to the telephone and email you may also find other medium being used such as VOIP, video conferencing, conference calls, Webex or instant messaging services.  This post will largely focus on the two most common channels – telephone and email as the principles can then be applied to the other medium.

The communication channel through which the negotiation is conducted will affect to a greater or lesser degree the dynamics of the interaction, the quality of the communication, the degree of trust developed, the amount of co-operation or non-cooperation, the amount of information shared, the degree of clarity each party has, the motivation and therefore the outcome.

This post is based upon some of the latest research that has been conducted into negotiating via telephone and email vs. negotiating face-to-face.

In the modern commercial world negotiating in this manner is likely to be unavoidable.  The wise negotiator will realise that negotiating in this way is different and will adapt their behaviour accordingly to maximise their effectiveness.

“The communication channel through which negotiations are conduced is neither passive nor neutral.  Any communication medium influences both ends of the communication loop, affecting what information negotiators share and how that information is conveyed, as well as how that information is received and interpreted. 
These effects are called ‘media effects’.“
Noam Ebner
Assistant Professor
Werner Institute for Negotiation and Dispute Resolution

The communication challenge

Any time you are talking with someone, whether you’re chatting about what you did at the weekend or negotiating an important deal, you and the other person are receiving a lot of non-verbal information or “contextual cues”.  These cues give the words that are spoken appropriate meaning.  Research shows that words make up 30% or less of communication – the other 70% consists of non-verbal cues.

We rely heavily on body language such as gestures, posture, facial expressions and tone of voice to give context to the words that we hear.

Face-to-face communication is a “rich” medium as all of the contextual cues, from which a significant proportion of the meaning of a particular communication is derived are present.

If we are communicating (or in this case negotiating) over the telephone then we have lost all of the visual context cues, and in the case of email the verbal context cues are absent also.

Therefore as negotiators we have to be very careful when negotiating in a “leaner” medium such as over the telephone and particularly careful when negotiating with the “leanest” medium of all – email.

Psychologists Nicholas Epley and Justin Kruger Research conducted research
comparing email communication to voice communication.  They created word-for-word content in verbal and email messages.  They found that people communicating via email believe that they understood the correct tone – but they did not.  “People in our study were convinced that they (had) accurately understood the tone of an email message when, in fact, their odds (were) no better than chance.”

Telephone and Email Negotiation – The Research

Research has identified a collection of challenges to negotiating via telephone and email:

• Parties communicating via telephone were found to be prone to more distrust, competition, and contentious behavior than those in comparable face-to-face interactions
• Email negotiators rely more heavily on logical argumentation and the presentation of facts, rather than emotional or personal appeals
• Email communicators are more task-orientated and depersonalized than those engaged in face-to-face interactions.
• Information exchanged in email tends to be less nuanced than information exchanged face-to-face and the elimination of important back-channel and clarifying information such as speech acknowledgements (“OK”, “Uh-Huh” or Huh?”) compound this.
• E-communication tends to be less inhibited than face-to-face communication due to physical distance, reduced social presence, reduced accountability and a sense of anonymity
• The lack of social cues in e-communication causes people to act more contentiously than they do in face-to-face encounters, resulting in more frequent occurrences of swearing, name calling, insults and hostile behavior.
• Email communicators trust their counterparts less than negotiators in similar face-to-face interactions – at all stages of the process.
• E-negotiators are more likely to suspect their opposite of lying, even when no deception has taken place.

Face-to-face communication is synchronous and co-temporal.  Each party receives an utterance just as it is produced; as a result, speaking “turns” tend to occur sequentially.  Email is typically asynchronous: negotiators can read and respond to others’ messages whenever they desire – and not necessarily sequentially.  Minutes, hours or even weeks can pass between the time a negotiators sends a message and the time their counterpart reads it, and reading messages out of order is a common cause of misunderstandings”
Noam Ebner
Assistant Professor
Werner Institute for Negotiation and Dispute Resolution

As if negotiating in a demanding modern commercial world wasn’t already challenging enough the research shows that negotiating via email and telephone makes it even tougher!

The content of this post so far has been included with the intent of making negotiators pay very close attention to the problems, pitfalls and challenges of negotiating via the “leaner” medium of the telephone and email.

So let us now look at what we can do to maximize our chances of success when negotiating via the telephone and email.

Telephone

• Build rapport by matching the voice pace and tone of the other party.
• Consider sending an agenda for the telephone by email in advance, put a frame around the negotiation and detail the areas for discussion (pay careful attention to the order of the agenda as many people have a tendency to address issues sequentially).
• Take the time at the beginning of a negotiation and during it for light conversation and “small talk”.
• Listen to any voicemail message twice before responding. Then pause and consider an appropriate response.
• Clarify more often than you would do in face-to-face negotiations.
• Summarize more regularly than you would do in face-to-face negotiations.
• Minimize distractions – turn off your computer monitor, move to a quiet office if possible.
• Concentrate fully on listening carefully to the other person – you are missing the visual input and only have the auditory input so you must focus 100% of your attention on the other person.
• Whenever possible initiate the telephone call to the other person. If they call you unexpectedly ask if you can call them back.  This allows you to be fully prepared and in control.
• Do not skimp on your planning and preparation just because you are negotiating over the telephone. Use a negotiation planning template that captures your objectives, limits, needs, possible concessions, walk away points in etc in writing.
• Promptly transcribe your notes after each call. In telephone negotiations, you have one less sense for your memory to depend upon.  As you speak on the telephone you will probably make some notes.  Type or write them up as soon as you can after the call into a structured format.  Otherwise they may not make sense tomorrow!
• Send a summary of what you have agreed over the phone to the other party by email. Ask the other party to confirm that they are in agreement with what is contained within the summary e.g. “This is my understanding of what we have agreed to. If this is incorrect or incomplete, please let me know within 24 hours.”

Email

• Make extra efforts to establish rapport – share personal information and make yourself human, present and real to the other person. It is possible to engage in the email equivalent of “small talk”.
• Make sure you start and finish your email using socially orientated text e.g. “Dear Carole, Hope you are well / Hope you had a nice weekend etc”, “Looking forward to working with you on this. Kind Regards Simon”

• Remember that you are dealing with a human being and not an email inbox.
• Read any received email at least twice and pause to think before sending an angry reply. If time allows save your email as a draft and return to it some time later and read it again before sending it.  Tit for tat emails can very easily trigger and attack and defend spiral.  They are described as “spirals” as the relationship and your chance of concluding a successful deal can spiral downwards very quickly!
• Take advantage of the time that email gives you (in a telephone or face-to-negotiation you will usually need to respond swiftly) to reflect on the content and tone of your emails.
• Be clear and concise but not terse. People often “skim” emails when reading them so get to the point.
• Use interest-related language (“I am very interested in securing a long term working arrangement”) frequently when discussing your position and inquiring about theirs (“What would be the priority for you when considering this contract?”)
• Use empathetic language such as “I do appreciate your position”, “I understand how you feel” to build emotional connection.
• Use positive, co-operative language as this will maximize your chances of reaching a successful outcome.
• Bridge time gaps by creating the experience of an uninterrupted conversation. For example, “As I mentioned in my last email…”
• Ask more clarifying questions – research shows e-negotiators ask less than face-to-face negotiators and therefore have less clarity on what the other side is looking for than they should have.
• Add more detail than you normally would – e.g. what you are feeling (if you are disappointed, positive etc), what assumptions you are making etc.
• Summarize each email and ask the other party to confirm that they are in agreement with what is contained within the summary e.g. “This is my understanding of what we have agreed to. If this is incorrect or incomplete, please let me know within 24 hours.”
• Remember that you do not know who else will see the content of your email – it could be shared far and wide. The emails you send are also potentially recorded and archived forever!

Other Positive Actions

• Mix media if possible. Holding a preliminary face-to-face meeting before then moving to the medium of telephone / email can be very useful in establishing rapport, relationship and trust.
• If you can use video conferencing or a VOIP service (such as Skype) – the visual impact of seeing each other (and the non-verbal context cues) can help with relationship and trust.
• Don’t get stuck in the media – recognize situations where you need to pick up the telephone and call, or even meet in person. This can be a good thing to do if you believe that misunderstandings have occurred.
• Be aware that waiting and delay can cause anxiety and increase suspicion. Be very clear about when you will respond so that any delay in replying is not misinterpreted e.g. as a lack of interest.  Provide regular contact.
• Do not multi-task! Do not answer emails during telephone based negotiations or vice versa.

Multi-tasking brings with it a range of effects that are not helpful to successful negotiating.  For example people who multi-task:

• Are not good at filtering out irrelevant information.
• Are easily distracted.
• Have low detail recall -the stress response from multi-tasking impairs your ability to form new memories.
• Listen less successfully - one study showed that when people multi-tasked their listening ability dropped by 53%!
• Distractions from multi-tasking rapidly exhaust your brain’s pre-frontal cortex (the executive decision making area) which impairs your decision making capability. 3 hours of activity that contains distractions from multi-tasking consumes as much energy as doing 6 to 7 hours of work.

Despite our belief that we are multi-tasking what is actually happening is that our brain is rapidly switching between the tasks and part of your brain is always somewhat focused on the task you’re not doing!

Conclusion

There are significant differences between negotiating face-to-face and over the telephone and via email.  The wise negotiator will be aware of these and manage them.

It is important to stress that certain principles of negotiation remain constant in spite of the medium through which they are conducted.  These include the vital importance of:

• Planning and preparation
• “Getting inside the other person’s head” and understanding their needs, wants, hopes and fears.
• Gathering information (successful negotiators gather approximately twice as much information as they give and listen twice as much as they speak)
• Asking direct and considered questions and listening (very) carefully to the response.
• Clarifying, checking, testing assumptions and summarizing.
• Making conditional proposals; “If you do this, then I will do that.”

I wish you every success with you negotiations whatever medium they take place by.

Good luck and good negotiating!

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

• Neuro-Sell: How Neuroscience Can Power Your Sales Success

• Bare Knuckle Selling

• Bare Knuckle Negotiating

• Bare Knuckle Customer Service

• The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:www.SellingAndNegotiatingPowerTips.com

To subscribe to Simon's "Neuro-Sell" newsletter please visit:www.neuro-sell.com

You Must Read This Sales Article Because You Will Never Have to Queue in Line Again

In a legendary experiment, social psychologist Ellen Langer sent students to jump the queue to use a university library Xerox photocopying machine.

Students who made a request only, "May I use the Xerox machine?" were allowed to go in front of the person who was about to use the Xerox machine 60% of the time.

However students who offered a reason that sounded genuine, "May I use the Xerox machine because I am in a rush!" were allowed to go in front of the person who was about to use the Xerox machine 94% of the time.

Amazingly even offering a fake and, lets face it, a pretty lame reason, "May I cut in line to use the Xerox machine because I need to make some copies" succeeded 93% of the time!

The magic word appears to be "because". The word "because" appears to provide a reason that encourages people to comply with the request and could possibly be acting as a powerful trigger word.

I have experimented with this when approaching a queue of people at airports as follows:"Can I go ahead of you because my flight is leaving?" was successful nearly every single time. This wasn't untruthful as my flight was indeed leaving.... only not for another 90 minutes!

Bizarrely I also found the phrase, "Can I go ahead of you because I need to get to the lounge?" was also successful nearly every single time.

 So in addition to jumping queues how else can this be used?

The answer - in a lot of sales situations, for example:

"The reason we are slightly more expensive is because....."

"Lots of people like you are buying this because...."

"I agree that it is more expensive and that is because..."

I am sure that you can find countless ways to use this simple but powerful principle.

So why should you try this out with your customers? Because…it works!

Good luck and good selling!

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

• Neuro-Sell: How Neuroscience Can Power Your Sales Success

• Bare Knuckle Selling

• Bare Knuckle Negotiating

• Bare Knuckle Customer Service

• The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:www.SellingAndNegotiatingPowerTips.com

To subscribe to Simon's "Neuro-Sell" newsletter please visit:www.neuro-sell.com

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Guest Post: 7 Top Tips For Getting the Most From Your Learning By Darren A Smith

Here is a guest blog post from Darren Smith on a subject very close to my heart – how to maximise your learning!

We’ve all been there, attended a one day training course, given a glowing evaluation at the end of the day and skipped out of the training room with a deck of slides scribbled with our notes.

Six months later, in an impromptu desk and drawer tidy-up, you begrudgingly bin the slides with regret that you neither did anything more with the slides or used more than one or two tools from the training course.

This is a shame. 8 hours spent training and the return on investment is negligible. These ‘7 Top tips for getting the most from your learning’ will help you avoid the ‘slides in the bin’ and the ‘feeling of regret’ scenario:

1. Panning for gold

Don’t write on the slides and handouts that you are given. Instead take a clean page, title it ‘Keepers’ and capture on this page the ‘nuggets’ that you want to keep. Your page might only have 10 nuggets on it, but the important thing is that they are your nuggets. This page becomes your sifted golden nuggets.

2. Pragmatist, Reflector, Activist or Theorist?

Know your learning style because like the phrase says, ‘What is the best way to ride a horse? The way it is going’. By identifying and learning in your style you will learn more quickly, learn more and more enjoyably.

3. Mind mapping works

Instead of using Keepers, you could create a mind map. Mind maps are friendlier to the brain because once you have captured your golden nuggets onto a mind map, you’ll more easily & quickly be able to read and understand instantly what you learnt.

4. Spaced repetition

According to the founder of the ‘Forgetting Curve’, Hermann Ebbinghaus, we forget 80% of what we have learnt within 30 days, if we do nothing with it. Setting an Outlook reminder to prompt you to review your keepers/mind maps is essential. Ideally at 10 days after the training course, 30 days and 60 days.

5. What’s in it for me?

Many people ‘rock up’ to a training course with a ‘entertain me’ approach. Whilst the job of the trainers is to be both personally engaging and engaging with the content, you need to know what you want. Be as specific and real as you can, e.g. ‘I want to know how to write an effective to do list that I can use everyday’.

6. Make mistakes

We learn more from the things that we get wrong than the things that we get right. For role plays make mistakes, throw yourself into it. Better to make mistakes on the training course, than at work – ‘Bleed in training, win in battle’.

7. My Learning Buddy

Get with another learner on the training course and agree some simple and practical things that you will do for and with each other. For examples, agree to speak 10 days after the course, for 20 minutes about how you are getting on with your learning, or hold each other to account on a changed behaviour that you wish to adopt.

Darren A. Smith is the founder of MBM – Trainers to the UK Grocery Industry and pioneers of ‘Sticky Learning’.

The 5 Stages of Negotiation Success

If you want to enhance your capability and confidence as a negotiator, it is vital to understand that most negotiations go through five distinct stages.  These five stages are:

Step 1: Planning and Preparing

Far too many negotiators fail to plan and prepare correctly!  This vitally important step is often badly overlooked as the negotiators are too keen to get stuck into the action!  Effective planning and preparation is the hallmark of the professional negotiator.  If you do not plan and prepare properly you can only react to what happens in the negotiation rather than leading and controlling it.

Step 2: Discussing and/or arguing

Depending upon the subject and the people involved, this stage can be a relatively calm discussion or a raging argument - or something in between.  Whatever the nature of the conversation taking place, the purpose of this stage of the negotiation is to review the issue(s) and to exchange information. It is good practice to make every possible effort to understand the other party’s point of view and to make sure that they understand yours. 

Step 3: Signalling & Proposing

Each negotiation that you become involved in will have two possible solutions – one that meets all of your needs and one that meets all of the other party’s needs.  In reality the final agreement usually falls somewhere in between these two ideal solutions.  Therefore as a negotiator you need to be on the lookout for signals, or signs of willingness from the other party to consider movement. 

Signals are usually followed by proposals.  A proposal is a suggested action, approach or process that one party in a negotiation makes to the other party.  Proposals advance negotiations.  Without them not a lot happens! 

Step 4: Bargaining

This stage of the negotiation is characterised by the two parties trading with each other.  Variable items are traded so that each party can achieve their objectives.  The key to effective bargaining is giving to get.  Never make a concession without getting something of equal or greater value in return. No freebies!

Step 5: Closing & Agreeing

Closing is when agreement to proceed is reached.  At this stage you have a deal! 

The most important stage in the entire negotiation process is Step 1: Planning and Preparing.  Up to 90% of your success as a negotiator is related to the quality of the planning and preparation that you do in advance of the negotiation.

Here are some of the vital elements that a professional negotiator will include in their planning and preparation:

Objectives:  What specifically do you want to achieve and how will you measure your success?  Make sure you write your objective down as this will make them more concrete.  Unclear objectives will usually lead to poor results.

It is also vitally important to consider the objectives that the other party may have and then check these are correct during the discussion stage.  Get out of your head and into their head!

Negotiation parameters: As most negotiations will fall somewhere in between the ideal outcome of both parties, it is important to consider the range within which a deal is possible.  Define your ideal outcome (your “Like”), a realistic outcome based upon your knowledge to date (your “Intend”) and finally your walk away point (your “Must).  Then consider the likely range of the other party.  If you cannot secure your “Must” then you must walk away.  Not all deals are worth doing.

Negotiable areas: What are the elements that the negotiation will be orientated around e.g. contract length, specification etc?  List areas that are important to you and those that you anticipate are important to the other party.  During the negotiation you will attempt to get some of what you want by trading something they want in return.  Work out what each concession will cost you so that you can make sure that you always get something of equal or greater value in return.

Although we could go into the subject of negotiation planning and preparation in much greater depth, if you commit to always considering these vital areas then your confidence will increase and this will enable you to negotiate far more profitable deals.

Good luck and good negotiating!

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

• Neuro-Sell: How Neuroscience Can Power Your Sales Success
• Bare Knuckle Selling
• Bare Knuckle Negotiating
• Bare Knuckle Customer Service
• The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:www.SellingAndNegotiatingPowerTips.com

To subscribe to Simon's "Neuro-Sell" newsletter please visit:www.neuro-sell.com

So How Do You Get People To Say "Yes" To Your Sales Proposals?

So just how do you get people to say ‘yes’ to your sales proposals or presentations? 

The field of psychology informs us that people are primarily motivated to take action by two factors.

They are motivated to avoid pain and discomfort or to gain pleasure and comfort.

In my experience it is the avoidance of pain that seems to be most effective at motivating people to take action.  Pain does not have to be physical pain.  It can be anxiety, stress, worry or concern.

If you uncover someone’s problems and make them realize the cost of not taking any action to solve them then you will have a very motivated person on your hands. If there is no problem then there is no sale.

When you have someone in this state and you show them how you, your product or your service can not solve their problems then you can bring them pleasure as well!  Paint a rich picture of the future with the problem solved and the benefits realised.

You then have two powerful motivating forces helping you to close the sale.  Remember — if there is no problem then there is no sale.

Get focused on uncovering people’s problems and then showing them how you can solve them. 

You can profit from solving people’s problems. 

Help them to get what they want and they will love you for it!

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

·   Neuro-Sell: How Neuroscience Can Power Your Sales Success

·   Bare Knuckle Selling

·   Bare Knuckle Negotiating

·   Bare Knuckle Customer Service

·  The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:

www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:
www.SellingAndNegotiatingPowerTips.com


To subscribe to Simon's "Neuro-Sell" newsletter please visit:
www.neuro-sell.com

Powerful Negotiation Questions

Research shows that effective negotiators gather more information than they give.

This is not because they are withholding information, rather it is because they focus on the importance of getting inside the other person's head, understanding their needs and what is important to them.

In order to do this you need to ask really good questions, listen very carefully to the answer and then to probe further.

Here are some powerful negotiation questions to get you started:

What are your priorities?

Could you explain your reasons?

Why is that important to you?

How did you arrive at that figure?  How do you calculate those numbers?

What criterion are you using? 

What is the theory that makes that a fair proposal?

How do you mean?   Could you tell me more?

Could I ask a few questions to see whether my facts are right?

Is there anything else you think I should know?

Which aspects of my proposal give you most concern?

What concerns of yours would this proposal fail to take into account?

How do you feel about these issues?

What would I have to do to get a better deal?

Is there anything I can do for you?

Did I understand correctly that you are saying…?

Just suppose I was able to agree to that, what would you do in return?

Are there any circumstances in which that might be a possibility?

What are they?

What would you do if you were in my shoes?

And a final question: Are you going to try using some of these questions in your next negotiation?

Good luck and good negotiating!

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

·   Neuro-Sell: How Neuroscience Can Power Your Sales Success

·   Bare Knuckle Selling

·   Bare Knuckle Negotiating

·   Bare Knuckle Customer Service

·  The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:

www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:
www.SellingAndNegotiatingPowerTips.com

How Do I Get More Sales Referrals?

Every single customer you have can be a useful source of referrals. You can use your satisfied customers to introduce you to their contacts and network. Customers who have benefited from your product or service are usually more than happy to refer you to their colleagues, friends, family and acquaintances.

Although you may occasionally receive unprompted referrals as a result of helping customers to get what they want, the wise salesperson makes securing referrals a part of their regular selling habits.

Here are some ideas on how to get more referrals:

You need to get the customer into the right mental mind-set to recall people who they can refer you to and here are some ways to achieve this:

“Mr Customer, you have been in (industry/business e.g IT) for many years. I guess that you have met lots of other (insert trade/position e.g. IT Directors) haven’t you? If I asked you to write down the details of four or five of these people you could do that couldn’t you?”

Please not the use of “If I asked you…” The “If” softens the request. You are not directly asking him to write them down; you are merely exploring the possibility that they might!

“Please can I ask your advice? Which one should I approach first to tell them how they can benefit?”

The customer will usually offer a name.

“It’s alright to use your name so they can take my call, isn’t it?”

If the customer is comfortable and receptive then you can ask for further names.

Another variation that you can use is:

“Would you happen to know two or three people who might be interested in our product or service?” 

The customer will usually say they know two people.

“Would you have their telephone numbers?”

The customer will usually reply yes.

“Which one would you contact first?

The customer will tell you the name of the person, let’s say his name is Phil.

“Can I ask you a huge favour? Would you call Phil and tell him I’m coming over to see him?”

This is a rather bold approach, but in the right situation it does get great results.  Remember that fortune favours the brave!

A slightly less bold approach is to ask the customer to write down the referral details on the back of your business card along with a personal message such as, “This product has been very useful for me.”

When you get your appointment with the new prospective customer (having used the name of your existing customer who referred you) you can give them your business card as usual and then ask them to turn it over and read the message written to them on the back. This gets the sales process of to a positive start.

Referrals are an easy and effective way to get lots of new customers from your existing customers.

When these new customers sign up for your product and service they, in turn, generate a new set of referrals and so the process continues.

Simon Hazeldine MSc FinstSMM is an international speaker and consultant in the areas of sales, negotiation, performance leadership and applied neuroscience.

He is the bestselling author of five business books:

·   Neuro-Sell: How Neuroscience Can Power Your Sales Success

·   Bare Knuckle Selling

·   Bare Knuckle Negotiating

·   Bare Knuckle Customer Service

·  The Inner Winner

To learn more about Simon's keynote speeches and other services please visit:

www.simonhazeldine.com

To subscribe to Simon's hard hitting "Selling and Negotiating Power Tips newsletter please visit:
www.SellingAndNegotiatingPowerTips.com

To subscribe to Simon's "Neuro-Sell" newsletter please visit:
www.neuro-sell.com