never-split-the-difference

What this skill does

<objective>
Apply FBI hostage negotiation principles (Chris Voss) to B2B sales, deal negotiation, and business development. Not about winning — about discovering what the other side really needs and crafting outcomes that feel like their idea.

**Dual-use skill:**
- **Sales Mode:** Discovery calls, objection handling, price negotiations, email writing
- **Strategy Mode:** Vendor negotiations, partnership deals, executive conversations, contract discussions

When to activate: user asks about negotiation, tactical empathy, calibrated questions, mirroring, labeling, accusation audit, ackerman model, deal negotiation, price negotiation, Chris Voss techniques.
</objective>

<quick_start>
# Quick Start

**Three modes:**

1. **Negotiate:** `Prepare negotiation strategy for [deal/scenario]`
   - Map the other side's world → Accusation audit → Calibrated questions → Ackerman pricing
2. **Discover:** `Generate calibrated questions for [prospect/situation]`
   - Situation analysis → Question bank → "That's right" summary plan
3. **Write:** `Draft email using tactical empathy for [context]`
   - Select template → Apply labeling/accusation audit → No-oriented CTA

**Example:** `Prepare negotiation strategy for $50K AV deal where prospect says budget is $30K`
</quick_start>

<success_criteria>
# Success Criteria

- [ ] Prospect says "That's right" (NOT "You're right" — that's a brush-off)
- [ ] Calibrated questions start with "How" or "What" (never "Why")
- [ ] Accusation audit defuses objections BEFORE they surface
- [ ] Mirroring used to get prospect to elaborate without direct questions
- [ ] Labels accurately name the other side's emotions/concerns
- [ ] Negotiation avoids compromise (splitting the difference = both sides lose)
- [ ] Ackerman model used for price negotiation (seller: anchor 130%+, concede down; buyer: 65% → 85% → 95% → 100%)
- [ ] Black Swan discovery attempted — unknown unknowns surfaced
</success_criteria>

<core_techniques>
# The 9 Negotiation Tools

| # | Technique | What It Does | Script/Example |
|---|-----------|-------------|----------------|
| 1 | **Mirroring** | Repeat last 1-3 words as a question to get them to elaborate | "...the budget is tight." → "The budget is tight?" |
| 2 | **Labeling** | Name their emotion to diffuse it | "It seems like you're concerned about the implementation timeline..." |
| 3 | **Tactical Empathy** | Demonstrate understanding of their world | "I can see how this looks from your perspective — you've got [their constraints]..." |
| 4 | **Accusation Audit** | Front-run every negative thought they have about you | "You're probably thinking this is just another vendor pitch..." |
| 5 | **Calibrated Questions** | "How/What" questions that make them solve YOUR problem | "How am I supposed to do that?" / "What does success look like for you?" |
| 6 | **The "No" Framework** | Make it safe and empowering to say no | "Would it be ridiculous to...?" / "Is now a bad time to talk?" |
| 7 | **"That's Right"** | Summarize their position until they say "That's right" | Summary → Pause → They say "That's right" → NOW make your ask |
| 8 | **Late-Night FM DJ Voice** | Slow, calm, downward-inflecting tone | Use in price discussions, de-escalation, silence after labels |
| 9 | **Black Swan Discovery** | Uncover the unknown unknowns that change everything | "What are we missing?" / Face-to-face meetings reveal what emails hide |

**Critical Distinction:**
- "That's right" = They feel understood → You can now move forward
- "You're right" = They want you to stop talking → You've lost them
</core_techniques>

<calibrated_questions>
# Calibrated Question Bank

## Discovery (uncovering the real problem)
- "What's the biggest challenge you're facing with [X]?"
- "What does a successful outcome look like?"
- "How does this fit into your broader priorities?"
- "What's driving the timeline on this?"

## Objection Handling (saying no without saying no)
- "How am I supposed to do that?" (THE magic question — makes them solve your problem)
- "What would you need to see to feel comfortable moving forward?"
- "How does this compare to other options you're considering?"

## Decision Process
- "What does your decision-making process look like?"
- "How do we get from here to a signed agreement?"
- "What's preventing us from moving forward?"
- "Who else needs to weigh in on this?"

## Budget/Price
- "What does a successful implementation look like?" (surfaces budget indirectly)
- "How do you typically budget for projects like this?"
- "What would happen if you did nothing?"

## Stalled Deals
- "What's changed since we last spoke?"
- "Have you given up on this project?" (Voss's highest-response re-engagement)
- "It seems like there are some concerns we haven't addressed..."

## Rules
1. Start with "What" or "How" — ALWAYS
2. Never "Why" — triggers defensiveness ("Why did you...?" feels like an accusation)
3. Never "Can/Is/Do/Have" — yes/no questions = low information
4. Pause after asking — silence is your most powerful tool
5. One question at a time — stacking kills depth
</calibrated_questions>

<accusation_audit_template>
# The Accusation Audit

**When to use:** Opening of difficult conversations, cold outreach, price negotiations, re-engagement after ghosting.

**How it works:**
1. **List** every negative thing they could think about you, your company, or this conversation
2. **Say them out loud FIRST** — before they can think them
3. **Pause** — let them correct you (they almost always soften)

## B2B Examples

**Cold email opener:**
> "You're probably thinking this is just another vendor email that'll waste your time."

**Price negotiation:**
> "I know this might feel like a big investment. You might be thinking we're trying to upsell you on features you don't need."

**Re-engagement:**
> "I'm sure you've been swamped and the last thing you need is another follow-up from a sales rep."

**Post-demo objection:**
> "You might be wondering if switching vendors is worth the risk, especially when your current setup sort of works."

## Template
```
"You're probably thinking [worst thing they could think]."
"It might seem like [second negative perception]."
[PAUSE — let them respond]
[They will almost always say "No, it's not that bad" or correct you with their REAL concern]
```
</accusation_audit_template>

<the_no_framework>
# Getting to "No" — The Power of Permission

**Why "No" is better than "Yes":**
- "Yes" = commitment → triggers fear of being trapped
- "No" = safety → people feel in control after saying no
- A "No" is the START of the negotiation, not the end

## No-Oriented Questions
- "Would it be ridiculous to...?" (invites "no" which means "yes, that's reasonable")
- "Is now a bad time to talk?" (invites "no" = "it's fine to talk")
- "Would it be out of the question to...?"
- "Have you given up on [project]?" (invites "no" = "I haven't given up")

## Email Application
```
Subject: Have you given up on [project/initiative]?

[Name],

Have you given up on [solving X problem]?

If not, I have an idea that might be worth 15 minutes.

[Signature]
```
This is Chris Voss's single highest-response-rate email template.
</the_no_framework>

<ackerman_model>
# The Ackerman Bargaining System

## Setup — Seller's Ackerman (You Are the Seller)
1. Set your target price (what you want to close at)
2. **Anchor HIGH** — your first price should be above target (120-150% of target)
3. Concede DOWN in decreasing increments toward your target
4. Prepare a non-monetary concession for the final round

**Critical:** The classic Ackerman (65%→85%→95%→100%) is the BUYER's model. As a seller, you flip it — anchor high and concede down.

## Seller's Execution

| Round | Price | Why |
|-------|-------|-----|
| 1 | 130-150% of target | High anchor — sets their reference point |
| 2 | 115% of target | Show "willingness" — meaningful concession |
| 3 | 105% of target | Smaller concession — signals you're near floor |
| 4 | 100% of target | Precise number ($48,217