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points and greatly expedite the entire process.
What documentation or proof do you have to validate your position?
You may have heard the adage "Trust, but verify." It's important
to know that what is being presented is 100% factual. The best way to
determine authenticity is by verifying the facts through documenta-
tion that validates what is being presented. A trusting nature will not
serve you well in a negotiation where decisions are being made based
on certain claims. It's imperative to secure documentation to back up
applicable assertions. And, while cliché, it's often true: If it sounds too
good to be true, it probably is. There is an important place for skepti-
cism in a negotiation in that it'll fuel your need for verification before
officiating an agreement or signing on the dotted line. Once that ink is
dry, undoing a deal, however disingenuous, is far more difficult and
quite unpleasant.
What else do you think I should know?
After you've asked all of the questions you intended and can't
think of any other, but you still want to ensure you have thoroughly
vetted the arrangement, asking this question — What else do you
think I should know? — may induce some other points that you
haven't uncovered or considered through prior discussions and the
negotiation process. There could be something you don't know that,
once revealed, might actually change your way of thinking, what you
are seeking or the strategy you originally started with. OSM
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Ms. Lewis-Fernandez (eldonna@thinklikeanegotiator.com), the author of "Think Like a Negotiator," has
more than 30 years of experience crafting killer deals. She's the CEO of Dynamic Vision International, a con-
sulting and training firm that helps individuals hone negotiation skills.