How to Prepare For Your Negotiations With the Help of ChatGPT

Okay, so guys, today we are here to understand how ChatGPT can help you to prepare for your negotiations and to talk about the negotiations, I would firstly argue that a lot of conversations you have in your everyday life, even if you're not, for example, a salesperson negotiating with a client, there's still a lot of negotiations in your everyday life. And here I will give you a couple of examples in my speech, and maybe along the way you will find other examples in your own life, in your own work, also life, also there might be negotiations between partners at home and children and parents and stuff like that.

So I'm not sure that inside your home this same framework would be applicable, although I've seen cases where people reported to me that this is the case, like they did it, they used it for home negotiations. So first let's maybe get acquainted a little bit, my name is Alexandra Klimenko and I'm founder and CEO of my own company. And before that, I had experience leading IT teams in various companies, like it was startups, some of which are still alive today, and it was corporate giants, I worked for consulting, I worked for a bank, a huge bank, and some other digital companies. And I transitioned a lot of roles from analyst to product manager, product owner, and now I am a founder and CEO of my own company where we are focused on teaching and researching communication, like the field of communication for management, for transactions, for negotiations, whether you are a leader, a manager of department, an account manager, or just a specialist who wants to be as effective as possible in their work regarding other people, like we communicate a lot in various tasks we have. And we are an IT company, so we use various technologies that are helpful to us, so for example we create bots, chatbots, we create simulators to help you resolve conflicts and to teach you emotional intelligence, how to listen properly, and stuff like that. And if you want to follow along for our journey, you can go to my LinkedIn now, and maybe I'll show you the same slide later, for now just to pick your interest.

So I already see someone posted something, yeah, a link to the chat. I'll do that later, yes, thank you for offering that, that's a good suggestion, I'll do that later, definitely. So for now, oh, here's a little bit, look, very quick about my company, because as you can see, I'm very proud that I became a CEO, and the founder, and an owner, and we are already about nine, and there will be 10th year of existing in the market. We have a number of clients, and like over, I think over 100 companies now, this is a little outdated, and you can see some of our clients and people working in these companies are also our clients, so both the companies and people working there, people who are coached by us, who come to us with their cases for consultation, for teaching teachable moments, for advice, and stuff like that. So I do have some credentials of what I talk about, I hope that's established, so let's dive in.

From the name of our workshop, I think we all here share the understanding that in negotiation, preparation is 90% of success, 80% of success, at least a big amount of success in your negotiation. It doesn't account for a full 100% success of your goal, but it is a lot.

And my question, like the first, I'm going to keep it simple guys, so if you want to be involved more, you can be, but I'm going to keep it simple. Drop a plus, like plus, minus, right? It's quite easy. If you prepare for your negotiations, like if you have some kind of a framework, or at least some, like if you take a note in your like digital or a blank piece of paper, or if you do something, when you know the negotiations are coming your way, and you want to prepare, like if you take five minutes, 15 minutes, 500 hours, doesn't matter. I just want to know if you prepared before.

Oh, thank you so much, Louie, for the link, and I see that at least one person, I think that's Karina, have prepared for her negotiations, and I'm interested in what others have to say. Does it mean, guys, that you never prepared for your negotiations before? Are you like coming in as a horse, like as a knight, sorry, on a horse and thinking that you can do everything, like I prepare for important ones? Yeah, that makes sense. So we'll take much more time to prepare for important ones, and maybe we don't even consider, like we don't prioritize the unimportant ones. I will try to give you some advice on how to do preparation for a short period of time, like even if you have five minutes, and even if you know that it might be not very important, but five minute preparation is better than no, no, zero preparation. The only case where I understand that preparation is not an issue is when you have negotiations that are like the same, like every day you have the same thing, the same thing, the same issue, and you already know all the various ways how it can be handled, and preparing is just like going over and over the same stuff in your head, which is already in your head. So it definitely doesn't make sense. But if there are various things that you want to prepare for, like you would like to have an outcome that is better than average, definitely we're here to see how it can be done.

And so the first thing, and I'm going to show this like as I told you, I'm first gonna share with you a proprietary framework that we developed in Soft Skills Labs to help you prepare for negotiation, and how we tailor this framework, how we use it in ChargeBT. Actually, have you ever tried, maybe some of you, to prepare for your negotiations with ChargeBT? This is also a question I wanted to ask, so if someone has any experience that would be interesting to hear, like at least yes or no. While you think back and remember, I wanted to share with you the first step of negotiation with ChargeBT, preparation for negotiation with ChargeBT. So this is actually what we do with our students, and what our students do for their sole preparation. First, we just go in and describe the situation like we see it. A note is that there are various versions of ChargeBT, and one work better than others, some work better than others, and that's okay. In any case, since ChargeBT is just a tool and you are the brains, I always suggest you reiterate, you ask them follow-up questions, and you ask them to show you how they came to this result. So the first way is not going there and asking ChargeBT like here's the situation, I wanna have a good outcome in negotiations, how do I do that? If you do that, that's not gonna give you a very specific answer, even though sometimes if you have not a lot of time, even this can help you to see the situation with various angles. So the first thing would be to describe the situation, as short, as brief, and even if English is not your first language, you can do it in your own language, even if you lack, let's say, storytelling talent and you're afraid of not being very sophisticated and specific, so just drop it there like a draft and ask ChargeBT to retell you. And you say I need to prepare for negotiations with said person, here's the context, your context, and retell the situation how I understand it. And I'm gonna show you how this goes with the case that I already prepared with my student, so there's not gonna be much of surprises, but if you ask some questions, we're definitely gonna spin it into different directions. And if you ask some other case, like if you have some case you want to share, we can switch to that. First, what we do, this is the case that I had from my student, and this is how he described it to me, and just let me go and try to, this is something I did not think of in advance, so let me find this text and put it into ChargeBT. So yeah, I see it now. So here's the first step I'm just gonna show you, so here's how it looks like. I'll tell ChargeBT that I need to prepare for negotiations with my manager, and here's the context. I'm gonna quickly retell you the situation.

So my student was managing a project, and it was a full-time job. He was like fully invested. He really liked the project. At some point, his manager came to him and suggested a promotion, like from a product manager. He wanted him to be a chief product manager and not only manage the project they were now managing, but one more. He refused quite abruptly, because he was in deadlines, he was, everything was like burning, and a lot of stuff happening, so he said, no, I don't have time, sorry, don't do that to me. Maybe later, he said like that, and that was the end of it. He thought that he could come to the same conversation of promotion, because he, in fact, he really wanted the promotion, but it was just not the right time, so he thought he could come to that later. But in the meantime, while he was dealing with the stuff, his manager already hired someone in the place he previously offered to this person. So, the company hired a new manager to oversee both projects, but the thing that happened next is that the second project was soon canceled. So now, they had sort of a redundancy. There was a person well managing the project, then there was their manager, as usual, and then there was some other person. Supposedly, they had to do some administrative tasks and process some transformation, but not a good thing to have an extra layer between you and your previous leadership, not very nice. So, now, as they were a good student of mine, they didn't want to wait until some problem happened, because there is bound to be a problem when you just have an extra layer. You can go to the same person to ask resources, to ask to handle the conflict, just to negotiate the salary and stuff like that. It was very unclear what would be their relationship. So, before any problem could happen, he was asking how do I negotiate with this first, with the new manager.

And here, we have our situation. So, if you have any questions, I understand that the situation is not easy, because it's not interesting to have an easy situation in a case like this. An easy situation can be easily solved without ChatGPT. This is at least my take. So, we have this complicated situation and not much time to think how would I help. And the first question is, how do you see the situation, ask ChatGPT.

And they, first, they give us basically the same information, so that we understand that the situation is correctly inputted into ChatGPT algorithm. And we can work with that. So, the context we have is the same. Maybe some concepts I have, this is like something else. And later on, I can add some context there. But for now, that's okay. So, they came to the conclusion, you're managing a demanding project, it takes all your time, you offer the promotion, but you declined. And then, the company hired a new manager, but the workload for this new manager was declined also. And now, there is a new hire as your direct manager, and you don't know what to do with it. Already here, there are key points to discuss. And here, we were looking at that and like, okay, valid points. Division of responsibilities. Avoid overlap, so that no person does double task. Efficient collaboration. Yada, yada. So, that's just ChatGPT bullshit that we want to avoid. And, well, we have our starting point.

So, next is back to our algorithm. And here, there's interesting thing happens. So, we need to understand that in order to fit well in your negotiations to understand what are the various directions our conversation can take place, there are at least three main things you have to think in advance. The problems that led to the situation or might lead to the next issue. The goals, because you don't only have a problem to solve, you always have a goal why you have to solve this problem. And the long-term motivation, like why are you even bothering with this negotiation in the same place. And the important thing is that very, very often people, when they come to me, they say, I wanted this and I wanted that.

He was wrong here and he was wrong there, and I need this and that. And they forget that the other person, and from that perspective, they just chart a plan for their negotiations, which is a complete and utter bullshit, just because they forget that there is another party involved, another party with their goals, their motivation, their problems. If you don't account for other person's problems and goals and motivation, you won't have a successful negotiation. You won't have a long-lasting successful relationship with them. And this is especially important if that's a client you want to work with for a very long time or if that's a manager of yours or if that's even an employee of yours, et cetera.

So first, if you do that manually or with chatGPT, you should definitely, even if you have just five minutes, you should definitely remember the goals, the motivation, the problems, not only for me in this situation, but for the other person as well. So the good thing is that when you're talking to chatGPT, chatGPT is a very non-selfish tool. So usually when you ask chatGPT to list the problems, they will go and do this for several parties included in this negotiation. And this is what you can do. You can go ahead and ask chatGPT to list all the problems they can see in this situation. This will help you understand the other person's perspectives, company's perspective, your third manager, like the previous manager perspective, and so on. But here's what I suggest you do instead. I would like to introduce you to layers. This is something that we use in SalesSkills lab to understand that there are much more problems that we can think of at once.

And sometimes we tend to forget some layers which are important for another person. For example, if you're a manager, like operations manager, project manager, even product manager, you tend to think about processes. Like, we didn't have that process, or the process wasn't clear. The procedures weren't clear. Sometimes you would say that, oh, the process is okay, but the people are not competent enough. So the people are not ready. Like, again, something is there. So there's either processes or people who use these processes in order to have value. But you understand that it's not what it is, because if you come to a CEO with an issue of processes, he or she or them don't care. Really, we don't care about processes. We do care about money. And for example, your legal team does care about money, and your sales team does care about money. So if you can show how much money was lost, or how much money is there to gain from the solution of your problem, that is a language other people can speak freely, even though it's not very familiar to you, even though you understand the processes lead to cash flows, not the other way around. But for them, it's not the same. You have to go through finances as well. And of course, you will have to think about legal.

What was on paper? What are the rules of my company? What are the taxation rules? What are the rules of the country we are in? What does the government have to say about it? For example, a number of cases that I have to be involved in is regarding women that want to go on a paid leave or unpaid leave with their babies. And they are discriminated because of that. And we have to go and be involved with this legal establishment. How will the company justify the fact that they don't want to give you a paid vacation, or they changed discriminated policies against you? How would you battle that? What legal resources do you have? Sometimes it's more important to just know that they are there. It's not necessary to just go in court, just knowing that there are special policies in place can help you resolve the issue and have a lot of confidence in your negotiation, which is also important. And this is, as I like to say, the material layer. So these are the material layers, what we see every day, what we want to see, what we like, what we know, what we deal with every day. However, a lot of conflicts, a lot of negotiations that are difficult to deal with are not because of these material things. They are because of clash in ethics, they are because people are emotional, they are because someone couldn't say something because it was, again, emotional or ethical or unethical for them. And if you forget these things during your preparation to negotiations, you risk finding the huge issue in your negotiation. Like you have all the process, like, I think I know what the problem is, I think I know what the solution is, I just need this person to sign off on their solution. But there is an ethical issue involved and it all goes to shit. So let me give you an example of how it can look up first about values. When we say ethical, what I mean, what is what I mean? Sometimes you are dealing with people who have values that are different from your own. For example, if you're an American culture or European culture dealing with Asian culture, there is a lot of cultural differences and sometimes you don't understand why they can say no, why they don't tell you this or that, why they won't listen to you and so on. So this is fairly easy for now to understand that we have to remember that there are various cultural issues, cultural differences. But I would like to remind you that these are not the only kind of values that can be different between you. Corporations also have different kinds of values because one of them can be more data centric, the other one can be more client centric. When they do business together, this might not align. Values are the principles on how we have our decisions made. If you're talking to a person, and for example, they consider you a friend and you are now talking about business, there might be a personal value that will help you or prevent you from negotiating with them. So what do we do with that? How do we apply this? You go to charge your PT and ask them to analyze the problem for all parties involved. As I told you, it's very important to remember that we are not the only ones with problems, issues, goals and motivation in our negotiation. There is one more person at least, or even more than one party. And then we ask them to categorize problems into these groups. And if we take the same situation, and here is the prompt that you can do, so you just explain, categorize into several types. Processes, financial, legal, ethical and emotional can be the same group. So now, instead of these key points, which are just four, maybe five, and most of them are bullshit. You have a detailed, very well thought list of problems, like look at this. Processes, overlapping responsibilities, we saw that.

Decision-making authority, we saw that. Strategy alignment, more interesting. Resource allocation in processes, more interesting. Workflow distribution, okay. Here are topics for discussion.

Financial. Who's going to approve of project budgeting from now on? Who's going to approve of compensation and motivation? Only me and my people. Also, who's going to approve of team raises and sorry, motivation stuff.

Legal. Who's going to take responsibility if the project fails? What are the roles definition? Who can say that's not my role anymore? And when can it be said? And what will happen next? And who is going to be again responsible but legally?

And last but not least, this is ethical and emotional. And this, I cannot stress it enough to tell you that ethical and emotional problems sometimes are the key to the best possible outcome in your negotiation. Because a lot of times we are told that emotions should be left outside of work, and this doesn't work. It doesn't work like that. So if you have an emotional employee who was robbed, or at least he thinks that he was robbed out of his compensation or the raise or anything, just anything, and you try to approach it logically, doesn't work. He or she or them will not trust you. They will not understand how to do business with you, how to work together in the future. And any kind of negotiation you have with them will be just like, can be cancelled at any time if you don't have this trust. And trust is based on emotions. So here we already have this problem. So here is a trust issue undervalued due to the new manager role being imposed. And this is actually an interesting thing that tells us that might be our new manager is not the only person we have to negotiate with. Because the first issue that we had was maybe with our previous manager who first imposed this role to us. And then like conflicting values, there might be motivational risks. Am I motivated enough? Do I have a place to grow if there is one more layer between me and the next leadership? What are my ideas on what are my options on career path? And I'm threatened by that. I'm offended by that. And this is all ethical and emotional. What would be the team dynamics? And so and so. Also, the part here is that it's not it's not a wonder child. Well, it is a wonder child. It will give you a lot of answers, but you will have to go through it with a very cold hat.

For example, I quickly see that these are not the only things that are a cause for ethical and emotional conflicts in this situation. For example, the thing that I told you about, I don't understand what are my career opportunities. I'm not sure that is somewhere there. And this is what I tell you from experience and maybe from thinking ahead of my future in this situation. What would be my future here? So I will definitely put it into the mix to have it there in the context. And then I'll go on with what we can do.

So we have a numerous list of problems, like a lot of them, and this is not what you actually want for. This is not what you want to have, this huge list of problems to go and discuss. You want to have a prioritized list. You want to know what to talk first about. You want to know what's more important than the other things and like what to do with this huge list. So this is more for a context, for understanding of the situation, for understanding from your point of view, to have more arguments for you in any, like if you're going to discuss one topic, you will have more arguments for that set topic because a lot of problems are entangled together.

So we have root causes and the two most important problems that we have, issues, problems, call it whatever, tasks, challenges, doesn't matter. This is like not about motivating you on being very positive, but it's rather on getting the thing done. So root causes for whatever was there is what you need to understand. Like what, what was the first thing that you have to, what was the first thing that was broken and that can break again. And here, this is very difficult sometimes with ChatGPT, because again, this is a wonder child, but not the brains. You are the brains and you do have to use a lot of your managerial experience to understand whether or not these root causes are the correct root causes.

So, for example, when I asked ChatGPT just to find at least root problems, there was again, at least, yes, it tried to take away the least important problems, but still too much. But even when I tried to ask again, like what was root problem for you? That didn't work as well as I hoped. But when I say you can go outside of the scope and ask what is the root problem for the whole situation? This is a very good answer that it gives me. The root problem for the entire situation is a lack of alignment between your workload, the company's leadership decisions and the overall project management structure. And I'm not exactly sure that is a correct root problem. For me, for example, the root problem is that we didn't handle the discussion about my future hold correctly, about my future post as, for example, this CPO or chief product manager, product owner position correctly.

So, for example, when I asked ChatGPT just to find at least root problems, there was again, at least, yes, it tried to take away the least important problems, but still too much. But even when I tried to ask again, like what was root problem for you? That didn't work as well as I hoped. But when I say you can go outside of the scope and ask what is the root problem for the whole situation? This is a very good answer that it gives me. The root problem for the entire situation is a lack of alignment between your workload, the company's leadership decisions and the overall project management structure. And I'm not exactly sure that is a correct root problem. For me, for example, the root problem is that we didn't handle the discussion about my future hold correctly, about my future post as, for example, this CPO or chief product manager, product owner position correctly.

So, I thought we could have the discussion later on, but my management thought that it was a closed issue and they had to hire someone else. So for me, lack of communication, lack of trust, lack of understanding is the root cause issue. But the information that ChatGPT is giving me, is valuable for me because this is what I can also use. This is what I can build my argument on when I go to my management and look at, and give them some kind of a problem that I'm struggling with now. Like this might be also a communication problem and this is might be what ChatGPT proposed. And here are again, more important points for me. And from now on, I will have my structure of what are the most important problems for me.

At the end of the day, this is for me to decide what are the root problems and how I want to deal with them. But there is one more list of things that I want to have from ChatGPT. And this is critical problems. Like what I have to do first thing. What I have to deal with first thing, because sometimes we are again too close to narrow down in our own set and ChatGPT can give us a little more context. So this is just what I told him. Since the time is scarce, what should be my priority in the discussion? And here, I again have a list, but the list is prioritized. And when I look at this, I don't see like, I don't see a problem. Yes. The first thing should be clarity and boundaries and the second cooperation protocols. And this is a good idea for me, especially when I have not enough time, as some of you told me that you only prepare for negotiations that are important. And usually we don't prepare for less important one because we lack time. So if I have just five minutes, I can quickly draw my situation, like list the problems and like, okay, here's the situation. Give me the list of problems and from this list of the problems, give me the most important ones I have to discuss from the very beginning. So what are the most important ones? And it makes this task fairly quick. This is what we do with problems. And like I've been talking and talking for a very long time.

And like, I really want some kind of info from you, like give me something. Like was it understandable? Like did you get something out of it? Do you have any follow-up questions? Because we, there's not much of us here and we have some time to discuss. This is like, while you're thinking, do you want to talk to me or not? I'm just going to tell you that actually, problem analysis of the problem in your case can take up to 50% of your time. Like if you have an hour, 30 minutes might be analyzing various problems and how they can be entangled together. And this is a good thing because then if you have a lot of problems analyzed, you won't be surprised by any, which another party will bring to you. And like, did you think about our profit margin? And do you think about this and that legislation? And how would you propose we do that? And so, and so, because you already prepared.

And this is okay that it takes up to 50 or even more percent of your time, up to 60%. That's, that's not okay. So that, that actually means that out of five minutes that you have, it's okay to have three minutes to take a long look, take a deep look and analyze the problems and then analyze them again. And when you have like the problem discussed, this is like one half, you're halfway there to the solution. Because sometimes when you come to a person and tell them, Hey, I figured out your problem. And this is already a very big step for you that you listen to them, that you care about them. And it's much easier to establish trust and negotiate out of here. So I don't see any questions I don't see any questions or like even smiley faces, but okay. Let's hope you with me so far.

So next thing that we do after we went into problem analyzation mode, not solving, this is important, right? You're not solving any problem yet. You're just analyzing them. You're just thinking about what could go wrong, what has already gone wrong and what might have gone wrong, but didn't. So all the various things, and this gives you a lot of confidence. So the next thing is goals. And, again, you don't usually go to negotiations just to solve a problem. You want something, like you want this negotiation to give you something more than just a fix to your problem. And don't forget the other five. They also have a goal to negotiations. And while you know your own goal, this is actually a very good idea to ask the GPT, what would be your goal in this negotiation? Sometimes when we do that with our students, they're like, huh, I didn't think that might be my goal. This is much better than I envisioned for myself. So if you have this brain, this wonder child data, it makes sense to help to ask them with help to analyze it. So here are just three things that I ask here. So first, what should be my goal for this negotiation? If you really want to be very educational, it's very good for you when you are invested into solving each of your negotiation cases like an actual case, like when you use all of that time that you have to educate yourself to be better prepared for the next goal. So if you want to have this, like, some kind of an exercise, then I would propose you do it like this.

First, you write your goal that you think you should have and then you ask the GPT and then you compare the answers. And they might be the best answer might be somewhere in between. It usually happens like this. So here, in our case, it is suggested that our primary goal is to establish a clear collaborative working relationship with a new manager, which I basically like. Yes, yeah, yeah. Thank you. So you should always compare like if you have time, if you can invest in that, it's always a good idea to first think of what would you do if you didn't have this this wonder brain around and then ask them a question and compare. And maybe sometimes I ask questions like, why did you come up with that? What might be the alternatives? If I don't understand or don't like, because sometimes change can be played stupid. We all know that we also that. So in this case, I would say, yeah, it's it's a good idea. Like I really want to be a collaborative working relationship. And there are even a number of objectives that I can have for me. These are also I like those. And I would like to keep them as much in my area of control as possible. Like if you go into negotiations with the sole goal of negotiate some kind of agreement, like my sole goal is to have an agreement at the end of this negotiation. It's not a very good negotiation tactic because if the only thing you need is some kind of agreement, then as the other party, I can use various means like I can make it much better for me because all you need is an agreement and I don't necessarily need an agreement, but I want all these nice things to myself that you can get me because you only want an agreement. So here we have these goals that are very good for like to be focused on like an off star of our negotiation. Yes, we want that. And here's the next thing. Like it, it is really good to suggest that to try and understand what might be the goals of your counterpart. And I do understand that people are very different, but most of the time people are very predictable. So two or three or four ideas, which are easily determined with chat GPT will mostly give you a like a 90% chance that you already know what will the other party want or ask. And the first, like the first, what I ask is what roles might be my counterpart pursuing. So, and yes, that is okay. Like basically this is the also the very good thing that it does, what it did in my case, for example, and if, if we didn't, you can ask an additional question, like a changing between listed various potential goals of my counterpart, like established authority and credibility, aligning with leadership vision, understanding the current landscape, building collaborative relationship. So, so, so, so like even six, like not, not, not, not, not so not a short list. And then, oh, it comes later a little bit later at, at some, yeah, yeah. It's in a way that lines in your objective with theirs. So they suggest to you that you can find a common goal. Like we both want to demonstrate our value to leadership.

We both want to succeed, to have a career process, et cetera, et cetera. So let's help each other. Let's find a way to help each other in the situation we're in. So, and this is a very powerful tactic when you give another person and understanding, like your motivation is very similar to my motivation and we can help each other while achieving your goal and my goal at the same time. But as we know, not all people are nice and fluffy and it's a very good idea to remind LGBT of that. If you don't, they will give you an impression that you're going to have an, an amazing conversation, like a tea party with a fluffy teddy bears and, and, and I don't know, unicorns, but if you ask like, what if they aren't nice, what might be manipulative goals? What might be toxic goals? What if they are not as straightforward as we want them to be? Here's a list of things that ChargePT with all the knowledge that it has definitely can give you. And I would love for the people to be good and nice and fluffy, but that's, that's not how it works. So it's the best idea for negotiations is hope for the best, but prepare for the worst. So thinking of not so nice goals of another person and thinking in advance of how I can, I can understand if this is their goal from the way that they work or talk or of the things that they do, this is a very good idea. And you do need to specifically ask ChargePT to sort of tap into this dark side and think about dark things about people. And it definitely can, but you have to give the instruction. So three things, what is my goal? What goals might be for my counterpart and what dark goals can be for my counterpart.

Let's talk motivation. So first we already told that if our goals are like, this is great, but I would also suggest that sometimes when you enter negotiations, you are very focused, especially if you're a result-oriented person, especially if you are an overachieving person, like you want to have the best possible outcome out of every situation, you would definitely need to separate these things like short-term goals of these specific negotiations and my long-term motivation. And maybe my long-term motivation in this company, in this relationship, in here and there. And this is where you would think that there might be some compromise involved, but compromise is not my favorite thing to do. I'm more interested in finding more creative, sorry, more creative ways of dealing with people.

So just if we progress through the algorithm without remembering the word compromise, trust me, you can do it without compromise. So don't compromise the goals that you have now for the motivation of the future. That doesn't give you a lot of value, but what does give you a lot of value is to compare if I know my motivation in the future, I want to work at this company, I want career goals, I want to eventually become a CEO of this company with a specific decision here and now. Most of the time, if you're preparing with ChatGPT, it already, since it's like all nice and fluffy, it already will give you all the goals inside the negotiations that are very well correlated with long-term career path and better relationship alignment, crystal clear relationship and stuff. So usually it's very good, but still I would love for you to understand when you are inside some kind of negotiation, not be only focused on these specific goals you have now, but also on the sort of goals in life, sort of goals on the next decade and for the full stay of you in this company. So what is your motivation to solve the problem? And again, you want to write it down yourself and then you want to compare and you want to think like, what would be the problem if they are different? Like why ChatGPT is not giving me the motivation I want? What's wrong with my motivation or what's wrong with their motivation? Like where is this problem? Because by this time, it should be crystal clear. If not, maybe you don't have some context or they don't have some context. And by the way, when we were preparing with one of the students, at this point, when we saw that the motivations were completely different, we went back to analyze the problems and realized that we didn't give ChatGPT an important piece of context. Like basically the company that a student was working in didn't establish a good career path for them. And so they weren't prepared to leave at the first sign of trouble. So that's one of the concepts that was missing. That's why they were not having the same motivation that ChatGPT was proposing. So this is a good idea to have a control check and see what's what.

Again, you and here ChatGPT already gives me their motivation to solve the problem and shared motivation. This is also a very good idea to start with that, to have a relationship based on that and so on and so on. Long-term motivation is basically, just make sure that you have goals oriented more short-term and long-term oriented well, more long-term. And I wasn't sure that here we have the same thing. So this is why I ask additional questions. Okay. So we went through motivations and one more thing, like everything else is optional, but there is one more thing that is again, even if you have five minutes, I would suggest you will use some time out of this five minutes to prepare and to think on that. Most of the time we want, we enter negotiations thinking that the other person on the other end really wants to have this deal, to have this result, to negotiate with us for the better outcome. And it comes as a surprise every time, every time when you think that this is what you want. This is what I want. This is nice and good. And we can have like amazing stuff here.

So why don't you want to talk to me? Why are you avoiding meetings? Why are you saying that you have other stuff? Why are you saying, let's see how it goes and not have a clear boundary and a clear rule on how to approach the situations. And we tried to cover this, if you like completely misunderstand why this happens, you need to go back to the ethics and emotions category and look back at like what can go wrong there. Maybe your manager is afraid that you might be more competent. Maybe they are afraid to lose their funding, lose their team, lose their anything, whatever. Maybe they are threatened by you. What would be the ethics already violated in your relationship? Maybe they think that you undermine them. Maybe they think something else, like you don't respect the hierarchy or stuff like that. So maybe they don't think you're reliable.

So if you avoid that, if you go through that and still you understand that you can't control anything. And at some point, even if you had all the steps forward, even if you did everything and tried to account for everything, they still can refuse to negotiate and say, yeah, I don't need that. I don't like that. That's your problem, not mine. Let me invite you in a little secret. If you are in negotiation, that means both sides need something from each other. If you are the only one needing stuff, this is not negotiation. This is a begging process. I don't know, something like that. So if you are in negotiation, both parties have something to gain and both parties have something to lose. And your job, even though you want to have a good and nice negotiation process, your job is to think what could go wrong and what would I do in this case? Because most of the time I work as a crisis consultant also and most of the time people come to me with the problems when they had the negotiation process well and good up until the point they didn't. It all goes well until it goes well. When it does go well, it doesn't go well. I cannot be more Tony Robinson about this. But the idea is that to be confident, to be prepared, you have to think of what if they refuse to negotiate.

And this is something that I toyed with for some time when I used when I used ChatGPT. So basically what you want to ask ChatGPT is describe me my point of no return. If a person avoids negotiations and if you do that, instead of telling you all this stuff like the first thing that let's imagine I'm trying to negotiate and the person doesn't want to, what can be the consequences? So I was already thinking of how difficult it would be for the company if I threatened to resign from the company because my newly appointed manager doesn't want to work with me. So this was what I had in my mind. But here ChatGPT is too nice to think that I might resign from this kind of situation. So they just threaten me with consequences like, oh, you will have ambiguity in your role or you will have increased workload and stress. I don't want stress.

I'm going to resign. Hopefully, I have the means to. But this is still a very good idea to sort of threaten yourself a little bit and to think of what could go wrong if this all goes wrong. What I have to lose, what will happen if I don't deal with this problem? What happens if I don't deal with this problem? And here is the list. And this is a good thing. What happens with the other party if we don't deal with this problem? And these are your arguments if you hope that there is still, if you think that there is still hope to to negotiate, but you see that the other person is reluctant and gives you the sign that, oh, it's all you had, like this is the problem only for you. So you want to know these things at least and to sort of, again, evaluate them to your context and think, is that what I see? Do they actually need like, is it possible that they can damage your relationship if they don't have a good relationship with me? So this gives you a little bit of confidence and context on your situation. So it also gives you some some things to prepare. And the most important here usually is like how to prepare for escalation, because the escalation is what would you do if a person avoids negotiation and this is like inside the company. So if we take all the negotiations that take place inside the company and there is some structure to escalate to, like you're not the CEO, you don't, you can't escalate if you're CEO, but if you have a structure to escalate to, this would be your next logical step. So here I'm asking what should be my next step if a person doesn't come forward, so like if they're not threatened by all this. And here I have actually very good extractions, like document, maintain prognosis, involve leadership or a mediator. Don't forget other shareholders and boundaries, protect your role. So these are very good advice and escalate is last resort, not that last at this point. So here when I went to this question, if a person avoids negotiation, what should be my point of no return? And here it gave me very specific indicators and what actions to do, how to take them and how to prepare. And this is like actually the question that I ask, how can I better prepare to suffer less from such a scenario? And it gave me again, like more stuff to do. So here is, I think, the most important things that you have to think of. And as much time as you have, like allocate at least half of this time to preparation, like finding, analyzing the problems, all the problems that can like, what everything that can or could or should or had done wrong with your situation. And after that, try to find different ways, like what would be the goals and etc. And if you're wondering why we didn't talk about solutions, this is like at this point, usually it's a no-brainer. Yes, you can ask ChargeBT about solutions, obviously, but at this point when you have all this information laid down, usually it's a no-brainer. This is the first idea. And the second idea is that most of the time you would like to discuss solutions with the other person. Like to getting them on board, to discussing the problems first, to establishing, oh, is this what is your goal? Is this the priority of yours? Is this what threatens you the most? And after that, like establishing this connection, this trust, you will very quickly devise solutions because you already like not in contrast, not in some kind of battle, but you're already working together in the team effort to develop solutions. Even though in some cases it's better to get prepared. So if you have time, you definitely can do that. So just a quick note, what else can you prepare for in the case of situations? If you want to play around with ChargeBT, if you have time, if you want to have more detailed view, more like build a better point of view or whatever, like if you want to see the situation further. So what are the milestones in the negotiations that we ask our students to prepare every time they have an important negotiation? Because this gives them the confidence, the structure, the ways of how to not be very stressed when you are dealing with an important matter. So first, definitely what would be the start of your negotiations? And again, you can ask ChargeBT, like, okay, from all the contexts that we had, all the conversations that we had, what would be my first phrase? You can actually do it like that. Sometimes the first phrase is what starts a difficult conversation.

If a conversation is difficult, you don't want to have just an open question like, here's the problem, what should we do about it? Because this can lead you nowhere. But you want to have a specific... First, you want to prioritize the problem and then you want to have a specific question associated with this problem so that the conversation is already spun in a specific direction.

What would be... What could you say? Like, how would you approach every root cause? What would you say? What can be said by the other person? If root causes are important, you would like to analyze them much, much deeper than we just did. Like, we just listed them that you want to think about them more.

A very good idea is to think about these two things. Because sometimes when we are discussing problems, there are two things that can happen. You are being accused of something wrongfully or rightfully, doesn't really matter. You understand that, like, a client comes in and blames you for some kind of a problem with the project. And if you... If you think that it might happen, it's definitely a good idea to prepare in advance and to think, like, what would I say? If I refuse to take the blame, what would I say? If I say that, like, if I understand that the blame is ours to take, what would I say? Like, if I want to accept responsibility, what would I say? How would I spin it from saying, yes, we fucked up and what to do next? Yes, we did that and that is why you should keep working for that. Yes, we did that. We're deeply sorry. We'll try to do everything in our power to soften the blow and to suggest to you all the benefits we can to for you to not be as affected as you could be. What would we do next?

Like, you have to think about this because the more you think about it in advance, the easier it is for you to be less stressful in the negotiation. It's also a good idea to ask CGPT or to think in advance what would be the time sensitive issues that you have to get out of your way in these specific negotiations because they have time constraints or there are some deadlines associated with them. And again, one more time, what if they refuse to negotiate? What would you escalate? Would you say sorry, then no negotiation? Then we stop working with each other. Would you impose penalties? Can you impose penalties and etc, etc, etc.

So, yeah, this is basically like just tip of the iceberg of what you can do with CGPT, what you can do if you have skills and framework to prepare for negotiations. And obviously, this is not all I can offer, but all I have time for to offer.

In conclusion, when working with CGPT, like this is like next close to the last slide, I promise you. So in conclusion, here are some things that are important to remember. It's always better to follow a framework, not necessarily a framework that I gave you, but following some kind of framework is always better when working with CGPT because it gives you structure. Be as precise as you can with your questions. This is why you want to follow a framework. You want to deconstruct the issue into various detailed steps and ask CGPT for each step.

Be as precise as you can with your questions. This is why you want to follow a framework. You want to deconstruct the issue into various detailed steps and ask CGPT for each step. The smaller the issue, the more precise the question, the better, the more detailed answer you will have. And don't forget follow-up questions.

Don't forget to remind CGPT that not everything is so nice as OpenAI wants it to be. Ask them how they understood the question. Sometimes the answer might surprise you. Ask them, try it again and again. I don't like the answer. Try it again. Why did you not think of this and that? Try it again. This is all very good to do. Be specific.

You have a wonder child. It's still a child. And again, it's a tool. You are the brains, so your experience matters and your idea. When talking to CGPT, the most important thing is to be able to describe as what you do to a child what you want. And this is basically already part of the solution. So when you are able to describe it in the way even CGPT understands it and can give you a decent piece of advice, you're golden and you can go into these negotiations well armored.

Again, the same slide. You already have links. Thank you so much. If you have time and energy to ask some questions, I'm going to wait for some time. But if not, if you want to follow me on LinkedIn, that would be great. Thank you so much for being here today.