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There are limitless ways in which we can do things. Two people may set out to achieve similar goals, and both achieve them, but one can take longer than the other. However, the one who achieved the goals faster, was constantly stressed and made people around him stressed and unhappy as well. On the other hand, the person who took longer was always at peace and made people around him happy. Which one was more successful? It could have also been that the one who made people happy also reached the goals faster. The difference is that one put more importance on the value of the present moment while the other put more value on the final outcome.

How do we reconcile achieving the desired outcome when it may appear to be impossible to be overly worried about other people’s interest if you are to achieve the desired results? This is a question that hopefully more people would ask themselves before embarking on achieving a goal.

Finding balance through the present moment

We are conditioned to think that our results solely depend on get things done without much consideration to the manner in which we do it. We place primary importance on the desired outcome and forget about the quality to each moment as we do the tasks that are necessary to reaching the goal.

Learning to place the greatest value on the quality of the present moment leads to balanced decisions and higher quality action. By placing your focus primarily on the present moment we recognize the value of “Being.” When we understand that “Being” in a state of already feeling successful produces high quality success, it is much easier to shift the focus. We begin to understand the power of living in harmony with our environment while we perform our work. Stress and worry disappear and clear thinking takes over. Production goes smoother and even quicker and things flow with ease. Nothing is forced.

Practice living in the now and know that by accessing the power of now, you can enjoy even more success than ever before.

In my interview about negotiation with Camp Group CEO Jim Camp, he pointed out to be the difference between tactics and principles.

As a pilot in the Air Force, he was taught that a principle will always beat a tactic. So, it’s very important to take a look at the difference between a tactic and a principle.

A tactic is something that is designed to take advantage of a weakness in the opponent.

A principle is something never-changing and consistent.

I will illustrate the above with an example from the negotiation for the purchase of a new car. We will see the tactic of using reciprocity and guilt versus the principle of honesty.

We’ve all seen it on television and in the movies and we’ve probably all had it happen to us at one time or another: Good Guy Bad Guy. This classic negotiation tactic is still taught and still applied frequently.

At the car dealership, it goes like this: You have decided on the make and model of the car you want and now you are negotiating the price. The salesperson excuses himself to go talk to the sales manager about the price you’ve requested. He comes back and says that he really fought for you and was only able to get the sales manager to agree to a small discount.

So, again, he says he’ll go to bat for you and go above the sales manager and talk to the general manager, even though this is putting his job at risk, he really wants to help.

Perhaps someone who is young and going through their first negotiation might fall for this classic tactic. But, anyone who has been through some negotiations or who has studied negotiation will immediately see this tactic for what it is.

Here is where the showdown between tactic and principle takes place. The principle here is that of honesty. Honesty is valued by people and necessary to conduct proper business. Regardless of how well the salesperson executes the Good Guy Bad Guy tactic, if there is even a hint of dishonesty about it, the plan will implode and the buyer will lose confidence and respect for the salesperson.

Yes, he may still purchase the vehicle if the price works for him, but we can be sure that he won’t be sending any referrals to this salesperson and that the salesperson career will be short-lived.

Never try to use a tactic that is going to compete with a principle. Anytime you try to implement a negotiating tactic, think it through and be sure that it is backed by proper principles.

Escalation can be a highly effective negotiation strategy. Having unlimited authority in a negotiation can seem, and is, powerful, but it can be equally dangerous. If your client thinks that you have unlimited authority, he or she can read that as a green light to keep driving for more.

Before the negotiation, don’t make assumptions. Confirm that the client you are negotiating with has the authority to make decisions. If you learn that the client doesn’t have the authority, STOP negotiating, find out who does, and politely request access to the person with the power.

If you can’t get that, you will most likely be in the uncomfortable and dangerous position of being the only person in the room with the authority to make concessions. At that time or any time during the negotiation, if your client mentions that he or she must confer with someone else on a negotiation point, it often makes sense to mention that you too must confer with someone on your team.

When you are negotiating, for example, with two clients and one excuses himself or herself from the negotiating, before he or she leaves, check that the person left behind to negotiate has the full authority to continue and make decisions necessary to reach an agreement.

When you find that you must position an escalation, reinforce that you know both you and the client are working to reach agreement and your desire to work through the issues.

While your goal is to go as far as you can in a negotiation, knowing when and how to escalate can help you create Win-Win deals and protect you from entering into Win-Lose ones.