The Power of Storytelling in Negotiation with Amber Wright

I feel like I want to say confidence is something that you earn in the sense of I was a professor for eight years and so in public speaking and interpersonal communication were the courses that I taught most frequently. So I've graded, listened to and graded well over 1,000 speeches plus and from a variety of students from who run the gamut, all walks of life experiences and what have you. And the most confident one, Kwame, were the ones who were prepared, like, period. The most confident ones were the ones who were prepared. The students and my classes learned very quickly that there's a difference between talking and speaking. Presenting, giving a speech is different than just like, oh yeah, I can stand up there and talk for five minutes. Okay, let me see. Do it. Do it without an outline. Do it without being prepared.

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Or wherever you love to listen. Let's make every conversation a winning negotiation. Amber, thanks for joining us today.

I'm so excited to be here. Thank you for having me.

It is our pleasure, my friend. So how would you get us started? By telling us a little bit about yourself and what you do.

Sure. Well, My name is Dr. Amber Wright. I'm a communication expert, speaker and executive life coach. In my work as a speaker, I work with companies who value their people and want to prove it by having healthy communication practices. As an executive coach, I work with high achieving public facing women on the brink of their next level. Because sometimes we need a safe space to figure out how to close the gap between where we are and where we want to be. And I have been teaching the art and the act of effective communication to adult learners for almost 20 years and I absolutely love it.

Incredible. And follow up question, do you have any books or TED talks or anything like that?

I do. Funny you should ask. I do the name of my Book is called can we talk? 10 life lessons on finding your voice and finding yourself. That's a personal development advice book for the young person trying to find their way. My TEDx talk is called ask better questions to build better connections because I believe that good questions are bridges to good connections with people. And I also have a product called can we Talk cards, which are 50 questions designed to take the guesswork out of small talk. So they're conversation starters. We've got five editions, one for the Office Couples, kids, the social edition, and the womanhood edition. If there's a woman in your life that you want to get to know better.

Incredible. Awesome. Well, yes, listeners, make sure you check all of that out. We have links in the description. And today I am very excited about this episode because the topic we are going to cover is getting people to see how much responsibility they have for showing up. And maybe we just start off with explaining what that means. Amber.

To me, that means that we all. The three questions that frame the human experience are do you see me? Do you hear me? And do you value me? We're all asking that of one another. And what I think is important for us to remember is if the answer is, yes, yes, I see you, yes, I value you, yes, I hear you, then the follow up question is, how do I know? How do I know? And to me, that speaks to the responsibility we all have for how we're showing up communicatively. Because the how do I know peace is what gets expressed by the things we do or do not say. And that is what I'm here to remind people to do that, like to remember that you have a responsibility for how you're showing up not just energetically, but also communicatively in all of your personal and professional interactions.

Oh, this is getting deep really fast. Okay, this is good. Okay. So one of my favorite sayings is that the sign of a brilliant insight is that it seems obvious in hindsight. And I think a lot of listeners would listen to what you just said and say, I've never heard it described that way before and it is obviously true. But then the question becomes, why is, is it so hard for people to really, truly embrace that and put it into action?

Because it takes effort. It takes effort to be a good communicator. It might become easier over time. But what I tell people is like, say you are part of a dysfunctional family and you're the first one to go to therapy. Then suddenly you're like, oh, everybody's crazy. Everybody's got some issue. Everyone's got like, oh, you need to work on this, you need to work on that. Being an effective communicator is like, that. You realize how much people really do struggle with it and that' we have difficulty with the term active listening. For example, we all know we can listen better to our partners, to our friends, to our reports at work, our team, what have you. But we don't do it because it requires effort. It means I've got to put my phone away, I've got to focus, I've got to look you in the eye, I've got to lean forward. I need to paraphrase. Like, all of this effort, efforting that goes into being a good listener, people don't want to do. And so that, I think, is one of the. There's so many variables and barriers that keep us from being effective communicators, but I think it's the effort that it requires is the biggest deterrent.

Yes, yes. And I hear a bunch of people listening, groaning like, oh, my gosh, I was hoping you were going to give me an easy answer.

Yeah, no, no, no. And honestly, that's what I love about the work that I do when I'm working with teams and working with leaders is getting. I always say to them, nothing I'm going to tell you today is anything you've never heard before, but you've never heard me tell it to you, and you've not heard me tell it in the way that I'm going to. And it ends up being these reminders, like, these taps on the shoulder, like, I can work on being a better listener or being more forthcoming or more direct or whatever their communication challenges. And I love walking away from a team with them thinking like, all right, okay, and this is something I can do today. I can apply this today.

Yes. I love these points, Amber, because I think everybody needs reminders. And I don't know about you, but I know I need these reminders a lot, too. And the thing is, when you are performing in anything, whether it's public speaking or just having a tough conversation, it's easy to perform when the circumstances are perfect. Right? All right. I'm well rested. The person is playing along. They're doing a good job of listening and being respectful and everything like that, but that's not what life is. You're going to have these variables. Things are going to be more difficult than you thought they were going to be. And what ends up happening is people are confronted with that difficulty, and then they revert to their bad habits and so now, Amber, I want to give you an opportunity to be the internal voice of the audience. And so in those moments when they're confronted with a conversation that is more difficult than they anticipated, they're going to hear all of these excuses coming into their heads telling them why it's okay to underperform in this moment. And so as they're having this internal negotiation, this metacognition, what are some things they should keep in mind as they have to reason with themselves to do the right thing, even when it's hard?

Effy. Ooh. Oh, my gosh. That's an excellent question. And I think that my answer to that is in the form of a formula. I call it the WSD Method for clear communication. The W stands for want. The S is say. The D is do. These are three questions that you should ask yourself, because we also need to work on flexing the muscle of intrapersonal communication. A lot of times we focus on interpersonal communication and how we engage with others. But sometimes it's worth it to think about how do you talk to yourself? And if you have a difficult conversation that you're confronted with, and that can be a time in both times of conflict and chemistry. It works effectively in times of conflict, but also in times of chemistry, you just might have something important that you want to share with someone. The three questions you're going to ask yourself is, one, what do I want? What do I want from this exchange? This helps to frame your intention. Do I want to burn the bridge? Take a light, you know, take a match and just burn the bridge down? Do I want to end the relationship? Do I want to preserve it? Do I just want to feel heard? Do I want my team member to feel supported? What is my intention? What do I want out of this interaction? Two, what am I trying to say? And that is my favorite question, like, of all time, because I'm a proud overthinker. I don't know if you're an overthinker, Kwame, but if you're an overthinker, listening shout out to you. I feel you're. I won't say pain because it's not painful to be an overthinker. I love being an overthinker, and I have learned to embrace that. But what I tell people is that overthinking is not your enemy. Inaction is. At some point, you have to make the decision. And so what am I trying to say? Helps you clear out the clutter in your brain. So you can say in the affirmative, like, gosh what I'm trying to say is it hurt my feelings the other day when I was trying to talk to you and you weren't listening. That's what I'm trying to say. So then that way you get practice with the message before you actually have to deliver it. And then lastly, what do I want them to do? This helps us advance the conversation forward so that now we're not just filling the air with hot air. We are sharing our thoughts and our feelings. We're being clear, we're being concise, but then also now establishing a reference point to say, in the future, I would love to have your full attention when we're at dinner. So if you could put your phone on dnd when we're at the restaurant or whatever, that would be helpful to me. And that helps you navigate how to have a hard talk or an important talk.

Yes. Oh, this is great. Because what we're seeing here is that there is almost like a skeletal structure for how we can go about doing this, which can offer a lot of guidance. And I think when, if we're being honest with ourselves, when we look at these three parts, what do I want? What do I say? What do I do? That this little exercise here can help us to recognize how infrequently we actually do this in our real life. We just go in and we say, well, I have the truth. This person clearly doesn't have it. I'm going to tell them the truth. They'll change, then it doesn't work, and then our response is to freak out and we get lost.

Exactly.

This is great. And I think this is an awesome opportunity for us to transition into confidence, too, when it comes to communication, because I know that's something that you focus on, and it ties into how we present ourselves and how we show up in these conversations. So first of all, let's just talk about what confidence is and what it gives you in these conversations, and then we'll move forward.

To me, confidence, I feel like I want to say confidence, is something that you earn in the sense of, I was a professor for eight years, and so in public speaking and interpersonal communication were the courses that I taught most frequently. So I've graded, listened to and graded well over 1,000 speeches plus and from a variety of students from who run the gamut, all walks of life, experiences and what have you. And the most confident one, Kwame, were the ones who were prepared, like, period. The most confident ones were the ones who were prepared. The students in my classes learned very quickly that there's a difference between talking and speaking. Presenting, Giving a speech is different than just like, oh, yeah, I can stand up there and talk for five minutes. Okay, let me see. Do it. Do it without an outline. Do it without being prepared. Those who felt like they could just wing it struggled. And so I think no matter what that looks like, there's. I heard a woman in an exercise program say nothing, no food tastes better than confidence. And you earn that feeling by making the choices that are best for your body and for your health when it comes to food and diet and exercise. So that's what I think confidence means to me. But it is also something that is abstract in nature. It's something that we have to embody and feel good about. When I'm going in front of this group for this important meeting or having to deliver a keynote, whatever, the thing is, it's amassing that energy that you get to build on because you know that you have prepared for that moment in time and you believe your own hype in a good way, though not from an ego driven way. But it's like, yeah, I deserve to be here. For example, when I read the original study on imposter syndrome, I realized I didn't have it. It was a study written in the 70s. It was focused on one particular group of women. And there the overarching theme was this theme of undeserved, like, I don't deserve the accolades or recognition that I'm getting. And I said to myself, oh, that's not me. I absolutely deserve. I've been very diligent and hardworking in my career. And the things that have come to me are. They are a byproduct of those investments that I've made in my. In myself and in my business and what have you. So the idea of feeling like an imposter just doesn't resonate with me because I'm confident in my skills and my abilities. But I've also earned that confidence because of how diligent I've been along the journey. Does it. This is not a case for perfectionism. This is not a commercial for. I've always gotten it right. Because that is not true. I make mistakes all the time. But by and large, I know that I'm called qualified and capable to do anything that I put my mind to. So that's what confidence means to me. Which is a bit of a layered response. I think that that's foundationally where it comes from.

Hello, my friends. Before we get back to today's episode, I want to ask you A question have you ever wondered how to elevate your team's negotiation game and how you can help the folks on your team have better, difficult conversations? At the American Negotiation Institute, we offer transformative keynotes and workshops tailored to empower professionals with top tier negotiation and conflict resolution skills. Whether it's a keynote for your next event or hands on training for your team, we've got you covered. Don't just negotiate. Master the art of with the American Negotiation Institute. Click the link in the description to find out more. Elevate, negotiate and succeed. I agree. And I love the fact that you talked about earning confidence. Because I think a lot of times people say, oh, I don't feel confident in this. And my response in some cases is like, you have no reason to feel confident in this because you've never put in the work to be good at this thing. So the fact that you're not feeling confident is actually appropriate in this scenario because you haven't put in the work. And then that goes down to what you said. The most confident people are prepared. So then all you need to do is put in that work and you will earn that confidence. But again, it brings us all the way back to one of the things that you said at the beginning. It comes down to effort. Are you willing to put in the effort to stay locked in and focused in this conversation in that context? And then when it comes to difficult conversations in general, are you willing to put in the work to practice your skills in a meaningful way? Are you willing to actually take the time to prepare intentionally for this conversation? And if the answer to those two questions are no, then most likely you're not going to have confidence. And that is not going to be a surprise. And I think this is really empowering too, because what you've given people is a very clear blueprint for how to get confidence. It just takes work. It takes time. But it can be done.

It can be done. And this applies to everything. So we don't want to make generalizations to say, oh, you're not confident because you just didn't work hard enough. But there is a connection there. For example, just even out of the context of communication. Last summer I was in the pool with my children and my youngest child was like, mommy, do you know how to float? And I said, let me try, because I like for my children to see me try things. And it was terrible. It was just not good. Kwame. I was not a good floater in the water. And you know what I did this summer? Well, summer's Getting ready to start. I just took some swim classes. I already know how to swim, but I wanted to be more confident in the water. So then this year, when she's like, mommy, let me see you float. I can be like, let me show you what I learned in my little swim class that I took just for fun, because I wanted to build my confidence, confidence as a swimmer. And so that, again, doesn't just apply to conversations with other people. It could be with anything. And when it comes to the specific context of, like, presenting, for example, I tell my coaching clients, never let the first day, the first time you hear your speech be the day you give it. Never let the first time you hear your speech be the day you give it. You want to rehearse that thing at least five times out loud. One time, I will allow recording on a voice note, like kind of just talking it out on the phone. I count that as a practice round. But you won't know how the words sound coming out of your mouth, what words you're going to trip over, which ones you're going to feel good about until you actually say it out loud. And this is where we see those tips and suggestions of, like, practice in the mirror. We know why we tell you that because you know what you look like, but you don't know what you look like to everybody else. So when you sit in front of a mirror and you see what your hand gestures and I talk a lot with my eyes, I'm very animated, you know, my face in my hands, I need to know what that looks like. So I've got to watch. It's like football teams when they watch tapes from previous games. All of that preparedness is what helps you earn that confidence that we were talking about earlier.

I love this. I love this. And now let's say we do the work, we have confidence. When we think about this from a persuasive perspective, what is the persuasive power of confidence?

The persuasive power of confidence. Tell me more about what you mean by that.

So, for instance, if we have one person who is confident say one thing, and then we have another person who is not confident say the exact same thing, a lot of times the person who is more confident will be more persuasive. And so can you kind of break down the mechanics of that?

Oh, man, there's so many places we can take that conversation. To spare us tangents, though, I mean, well, I think. Well, I feel like I have to name. That brings up this visualization of, like, being in the Conference room or being on the team meeting, and you're a woman. I mean, we can even contextualize what you're saying. There's a woman and there's a man. The woman knows the right answer. The man doesn't. But he's louder. He's just louder, talking over everybody, filling up the room with hot air. But he sounds persuasive. So some of that can be smoke and mirrors. And I think as you were posing that question to me, the answer that came to me, or the word that came to me was delivery. Delivery is what makes the difference, I think. It's what I think perpetuates the impact. Am I boisterous? Am I. Am I. Is. You know, is there. Am I excited? Am I emoting? When I'm sharing something, if I'm drinking a bottle of water, it's like, this is the best water I've ever had versus this is the best bottle of water I've ever had. The impact is going to feel different, and you probably are going to reach for the one who is a little bit more convincing. So I think understanding that and being able to apply that to our individual selves and our individual personalities is where we can kind of craft our own brand of persuasion.

Oh, I like this. It's a tough question. I don't know the answer. I was genuinely curious because the. Like, we can understand some of these. Like those points, like the points that you made are right on. And the thing is the approach that you had where you realize, oh, wait a second, you see these tangents. We could potentially go on. We realized this because there we could write a PhD thesis on this topic. Just the perception of confidence and what is real confidence and what is performative. And what I'm recognizing is that in a lot of these situations, we have the reality of confidence, like as we described before, but then we also have the performative aspect of how to convey that confidence to other people. And sometimes you might actually have the confidence, but you might not have that performative aspect. And what's really challenging, I'd love to hear your thought, too, because you're somebody who thinks a lot. Because I recognize that sometimes if you're a deep thinker, you can recognize a lot of the pros and the cons, and that could lead to an intellectually honest delivery of the message that involves trepidation. So it's like, yeah, I believe this is the right answer. And I also see how it could not be the right answer for these reasons, but then somebody else who might not have thought that deeply comes in very excited, smiling very loud, saying, this is the right answer.

Absolutely.

Doubts about that. Absolutely not. I haven't thought deeply enough to have any counter narratives. So now can we balance this, the performative aspect, with authenticity, too?

Yeah. Well, I'll tell you what. This is what my actual dissertation was on. I studied black female entrepreneurs and their journey to raising capital. That's the title of my paper. And it was a qualitative study where I interviewed eight black female founders and talked to them about what their journey has been like to raise capital for their businesses. And what I learned in my research is that storytelling is what gets the golden egg. Doesn't matter. I mean, some of them would say, we would see white males pitch in these competitions, and they would pitch an idea. Not even a business that had, like, data, just tonight, a concept, but because of their delivery or storytelling, it's like who tells the best story. And that is what ended up having an impact on not only whether or not they got. They earned the pitch or the investment or what have you, but it was a really key factor, and I was so interested in that because I believe that stories are also like bridges. Like I was saying earlier about questions, stories are bridges of connectivity as well, because that gives us an opportunity to have these shared experiences. And so some of the founders was. They would shared with me how they had to get more creative in telling their brand stories, because also investors invest in other people, not just in ideas. And so I think that that's where we see. That's the space where we see persuasion kind of play out a little bit. How effective are you at telling a compelling story about your. Whatever the thing is about your case in the courtroom or your business in a pitch meeting or whatever the circumstance, maybe, or even trying to get somebody to take you on a date. Right. Like all of that, that's what these apps are all about. It's persuading people to, like, swipe, let's match, or whatever, however it goes. I mean, I've been off the market a long time, so I don't know. But from what I've heard out in these dating streets, it's a lot of smoke and mirrors to sift through. Yeah, but that's another podcast interview for another day.

First of all, I love that point. First because I've been out of the game, too. I missed the whole dating app scene. Thank God.

Yeah, same.

That looks complicated. The other thing is, we can get inspiration, persuasion from anything. So that's what's really interesting. So we have the entrepreneurs who are pitching for funding. We do have people who are trying to persuade somebody to go out on a date. We have a parent who's trying to persuade a child to do what we want.

Broccoli or whatever.

Yeah, yeah, yeah. And, you know, we have to develop almost different elements of our authentic self in order to be effective. I don't know if this is something that. That could resonate with you, but I found out, oh, I have a daddy voice. Okay, cool. So it's like, all right, kids, get in line. You're not listening. Well, now it's time for the daddy voice. And then you get in line. It's not yelling, but it's very assertive. It's like, oh, yeah, dad jokes and dad voice. I got it right. But it's still part of my authentic self. But I recognized, all right, I need to dial up this part of myself in this moment, in this instant, to kind of step up. And I remember one guest we had on the podcast a while back, Beth Buehler. Her podcast is the Introvert Entrepreneur. And she said that even though I'm an introvert, I recognize that sometimes I need to extrovert. And so there are some times in meetings where I have to dial it up, up. It's not really comfortable, but I recognize I need to do that. And so it's just an ongoing process of self discovery and self creation to find that authentic voice that is both authentic and true to you, but also persuasive and performative when necessary.

Yeah. And 2 comments I'll make about those two points that you just made. One about authenticity. I just shared a video recently on LinkedIn talking about what it means to be your authentic self. And I tell people that authenticity does not mean that people have to know you intimately. They just need to know you honestly. And what that means to me is sometimes people are like, oh, I have to tell the people all my business at work, and they want to ask me about my weekend and details that I don't want to share. And I said, and that's fine. You know, people don't. They tell me all the time how much they despise small talk. And then I remind them that small talk is a bridge to big talk. Sometimes we can't just jump into the big, deeper, existential things at the water cooler. Sometimes we needed to chat a little bit about the weekend just to warm folks up. And so that's the reminder that even though communication is contextual, how you might talk to the CEO of your company might be different than the way you might talk to a friend at a football game. But inherently they should experience the same person in both of those conversations. That's when you know that you're being authentic. It's just the context might change. So there's a note about authenticity. Are you being true to yourself no matter what environment you find yourself in? And then the piece about introversion and extroversion, something that I love to remind people I'm a Myers Briggs practitioner. And so we only focus on those first two letters, these two preference pairs of introversion and extroversion. And what I like people to understand is that we need to see that as a scale, almost like a spectrum. And so when introverts say to me like, oh, I gotta fake it till I make it, I gotta turn it on. I gotta pretend that I like these people and pretend that I'm an extrovert, it's not pretending. You actually can genuinely be that. But you used the word comfortable just now when you were talking about Beth. And that's the difference. I am left handed, but I cut with my right hand. Because growing up in the 80s, the left handed scissors were always broken, so I had to learn how to cut with my right hand. So I don't say to people, I'm a right handed, left handed person. That doesn't make sense. I'm a lefty. Tried and true all day long, but I've learned how to adapt in a right handed world. So if I prefer extroversion because that's where I'm most comfortable, I can use my right hand, my other hand of extroversion. But it's a little. It just takes more effort to do that. So I want to release everyone who's listening from having to say I'm an extroverted introvert or I'm an outgoing introvert. You might be someone that we might call an Amber Vert. Someone who is equally as comfortable energetically. Because introversion and extroversion are not about sociability, they're about energy and energy only. But the way that they are expressed or they. It's easier to determine that based upon how they're expressed socially. Introversions with solitude, extroversions with interaction. So I like to just remind people that you're both. We all are. We all are. We have traits of both. It's just what you're most comfortable with.

Oh, my goodness.

You're.

You're making this hard for me to end this interview. Okay, so I'm gonna have to part two. Yeah, we'll have you back. There's so many things to explore here. This unbelievable. This is great. Dr. Amber Wright, before you go, this is the most important question. Hypothetically, if there's somebody in the audience who is looking for. For a communication coach or somebody who could be there, put on some kind of training or something about asking better questions, communication, where would you suggest that they go?

They go directly to wordswell said.com wordswell said.com which is my Internet home. It's the hub of all of the activity concerning me. And if you are interested in having me come and work with your leadership team or speak at your conference or an event, you can inquire about that there. And we would be happy to work with you.

Amazing. Amber, thank you so much for joining us. Really appreciate it.

This is fantastic, Kwame. Thank you.

Well, you're still here. That's a good sign. That means you must have really enjoyed the episode. And for super fans like you, we created Negotiate Anything Premium, where you can get breakdowns of some of our favorite episodes. And I did a breakdown of this episode. So that's coming up in a little bit.

But it's just a snippet, a little.

Taste, if you will. And if you want to hear the whole thing, make sure to click the link in the description to get your free trial of Negotiate Anything Premium so you could hear breakdowns of episodes like this one, other bonus content and ask me anything sessions, all sorts of incredible things, all available in Premium. So make sure to check that out and join Premium today. Welcome to the Breakdown with Kwame Christian. Yes, let's go with the breakdown with Kwame Christian. So just chatted with Amber and it was a great conversation, had a lot of fun, and I love the topic that she chose for this episode, getting people to see how much responsibility they have for showing up. I really love that because life is hard. These conversations are hard, the situations are stressful. There's a lot of tension. But just that reminder that stoic mentality of our only responsibility is to control that which is in our control. And that is liberating and also kind of scary is liberating in the sense that, hey, I'm not responsible for the weather. I didn't choose that, but it's my job to adjust to that. Right. This person is responding in a very disrespectful way. It's not my responsibility to control the way that they respond. They have autonomy in that. But it is my responsibility to control my response to their response. And so just really starting off with that mentality of there are some things that are within our control and it is our responsibility to do the very best we can with what we have in these circumstances. And a lot of times the failures that we have in these difficult conversations are simply due to unforced errors due to the lack of willingness to put forth the effort necessary to perform at a high level. Because focus, attention, those things are costly, they take effort, it's not easy time, focus, attention, these are resources that are limited. And so we have to be able to allocate those resources effectively during these conversations in order to show up at our best. And one thing that we didn't talk about is just that, energy resource management. Because sometimes we might recognize when it's actually time to have a difficult conversation, we might be so depleted after such a long day where we recognize it is our responsibility to show up as our best self and we say to ourselves, you know what, if I'm being completely honest, I cannot show up in a way that is appropriate for this conversation on this specific day. But I can tomorrow after a good night's sleep. And I've canceled negotiations, like massive six figure negotiations with multibillion dollar companies. And just I was very honest with them. I was like, hey, I know we have this negotiation later today, but it is 2am and Dominic has been crying all night and I will not be at my best, so can we please postpone this? And they appreciated the transparency. So yeah, it takes a lot of effort to perform at a high level. And so I just wanted to put that out there. To start, I like those three central questions about relationships of humanity. I've never heard that before, but I think that's really strong. Do you see me? Do you hear me? Do you value me? That's powerful. That's really powerful. Because when you think about it with our like closest relationships, that's what I want. I want to be seen, I want to be heard, I want to be valued. Those are the core things. And then to that next level, how do I know? And the thought that that sparked for me is just kind of putting on my lawyer hat here. It's like if those things are true, if I'm put on trial for whether or not I care about a person based on these three dimensions, will there be enough evidence to indict me? Wait, wait, wait, wait, wait.

Now, before you sign off, I have something to tell you that I've never told you before. Or just kidding, I've told you before, but you should listen to it again. I want you to know about Negotiate Anything Premium Imagine all of the things that you love about our traditional feed, plus so much more. I know you like our traditional feed because you're at the end of the episode and with Negotiate Anything Premium, you'll get more bonus content you've been asking for, more of the expert insights that you can't get anywhere else, and more exclusive of behind the scenes access into every conversation. Are you ready to get more of what you want out of your life, career and every conversation? With Negotiate Anything Premium, you'll have access to more high level, custom designed content and insights giving you the tools you need to negotiate higher salaries, better deals and better relationships in your life and career. Once I had a listener share that Negotiate Anything helped her to to negotiate a $53,000 raise. Could this be you? What would that mean for your life? I've seen firsthand the impact this model has had on my life and the lives of my corporate clients and I am confident that it can do the same for you. Are you ready to negotiate more of the best things in life?

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