Evaluate what information and how much the other side has given you so far, and how much we have given the other side. For example, analyse an email from your business partner. Look for pressure, legitimacy, reward, amount of information, and how deep they go. You'll have a huge head start because you can suddenly turn around even hopeless negotiation cases.
Radim Pařík is the Czechoslovak Linkedin Personality of the Year 2020, founder of Fascinating Academy, member of the PR Partners advisory board, probably the best known and most controversial professional negotiator in the Czech Republic and a strict FBI negotiation trainer. He has been on the international negotiation scene for 15 years and teaches negotiation at the University in Switzerland.
In an episode where nothing was business as usual, we answer these questions:
How does he view salesmen and how does he sell himself?
When does it pay to hire a professional negotiator?
What kind of projects would he enjoy negotiating?
What does he need his mommy for?
How do you get an advantage before negotiating?
Important links:
INTERVIEW TRANSCRIPT
Radim Parik
Hello, this is Martin Hurych, and this, this is Zahžeh. And Ignition is what you need for your business, for your growth, and to finally start making money.
Martin Hurych
This is Radim Parikh in Zazheh, hello Radim.
Radim Parik
Hi, Martin.
Relationship to traders and trading
Martin Hurych
Radim, there are a lot of attributes associated with you: personality of Czech LinkedIn, founder of Fascinating Academy, member of the advisory board of PR PA RT NE RS, probably the most unknown, and probably the most controversial professional negotiator in the Czech Republic, persistent and sharp trainer of negotiation skills in the Czech Republic and Slovakia.
It's going to be controversial tonight. When I was preparing for you yesterday, it jumped out at me from some of the other podcasts that you don't like salespeople very much. What makes you think that?
Radim Parik
I guess I wouldn't say I don't like them, on the contrary, I have a lot of respect for good tradesmen because it's a terribly difficult trade, and I admire it. A trader is a craft just like a negotiator, a mentor, or even a coach, which I'm also quite skeptical of, and when anyone takes the plunge, studies a book or two, watches YouTube videos, and now tries to apply some Americanized system for trading to us, it ends in disaster. And besides, traders in the Czech Republic use getting to yes, that is, they lead the person on the other side to yes. And we've known since the 1990s that leading the person to yes is a trap, and they're surprised that the people on the other end hang up the phone with the word no. And I think that's a great shame because they're good business people, I know them, I respect them deeply, and I wouldn't want to do their job. I'm a very bad trader myself, I can't even market my own training, books and online training. If someone could teach me, and they were really good, I would go to them in a heartbeat.
Martin Hurych
You've segued seamlessly into my next question. You obviously have to do business, or you have to, as a company. You don't like it yourself, on the other hand, even though you say you're an introvert, you're one of the most well-known media personalities in business. Business is very much tied to you, how do you live with that?
Radim Parik
So, tying it to me was a strategic mistake to begin with. When we were creating the concept, I let the marketing strategists convince me that it needed to be tied to my face. Because people don't respond to a brand unless it's Apple, Microsoft or Google, they respond to a face. It seemed like a very good strategy at the beginning, but it was short-term. Because then those people expect me to perform everywhere. That I'm going to be running the training, I'm going to be guiding the clients through the negotiations. We have very good negotiators on the team, I even recruit people from the negotiation trainings who start to work with us and guide clients. And the negotiation of not having Radim come, but having Martin come, for example, is very difficult.
Martin Hurych
What are you gonna do about it?
Radim Parik
I'm changing that, I'm pushing people forward, I have the head of the police negotiators, Karel Pošíval, coming to my training sessions, for example, to teach people how to manage their emotions, to connect business with negotiating for their lives, and they see that there is no difference. Today I'm giving a lecture for real estate agents, it's a workshop. I've invited co-trainer Adam Dolejš, who has taken my course, to be there to talk about how he uses it in practice. He's a young guy that businessmen would turn their noses up at, but he's already negotiated half a billion worth of deals. He's an excellent negotiator, he can teach these people, so that's the way we're going to push them forward. And then I have professional negotiators on my team who negotiate like hell, like my personal negotiator David Šikula, I can't send him to the people again. Because he's so brutal. When we discuss something and talk about what kind of anchor he would throw out, he throws out twice the number I do, and he's not afraid of it at all.
Martin Hurych
How many of you are there in the company?
Radim Parik
We divide that segment into analysts, consultants, public relations, crisis communications, accountants, negotiators... if we add it up, about 30.
Martin Hurych
How do you actually go about the business of negotiating, selling yourself?
Radim Parik
Mostly through referrals. The people we accompanied to the meeting will recommend us to someone else. It works great, by the way, for example at golf tournaments my clients sell me. I don't play golf, so I'm not there, but then they call me. So that's one of the channels, the other channel is obviously LinkedIn, which works really well, people are getting in touch there pretty much every day. Albeit with different ideas of things that we don't do. And then every time I do an appearance in a major media outlet, it triggers an avalanche of at least inquiries, and then it's up to us how we market it. And the turnover rate is higher when I'm on the phone, and it's not, like, Theresa or David.
Martin Hurych
So they want Radim on the phone.
Do I understand correctly that you just need some marketing and passive sales, that you don't actively go to companies, you don't have a portfolio of companies that you want to negotiate for?
Radim Parik
No, we don't do that at all, nor do we want to. I even set a corporate strategy two and a half years ago that we do not go to tenders. We're not gonna fight with anybody over price. We're going to fight about quality, about content, about personalization, and we give clients a 100% guarantee that if they're not happy with us, we'll give them their money back without question. But I'm not going to compete with someone who read a book in a garage somewhere, preferably by Chris Voss, or Getting to yes, and now pretends to teach it, and embellishes it with stories about negotiating with suicides, mafias, and billion dollar contracts.
Who is a backpacker and how to avoid them
Martin Hurych
So no backpackers? Who's a backpacker to you?
Radim Parik
I don't even meet backpackers, thankfully. To me, a backpacker is a person who is somewhere lecturing, teaching, mentoring, coaching for very low money, that person doesn't know how to do it, doesn't have a track record. He has no proof that he's been through it all. I don't trust coaches who are 25, mentors who are 30.
When I was sitting in the Schwarz group and the coaches started coming in, a guy came in, 26 years old, a college graduate from a big consulting firm. And he started talking to us on the board, who were managing thousands and tens of thousands of employees, about how we should manage the organization and the people, and we thought it was terribly funny, even though he wasn't talking nonsense.
And it's similar with negotiation, that if you Google these boards and commissions that they say they're members of and they don't exist, I'm a little worried that they can't do it. And with negotiators, when I see people who teach just by Getting to yes, I'm horrified because Harvard University itself knows it doesn't work, even though it's a bestseller. They don't even teach Getting past no anymore, they say Win-win only if you achieve your goals, otherwise no way. That's very close to the FBI method. And these people are teaching concepts from the 80's and they're hurting clients, and that bothers me. They're backpackers.
Martin Hurych
Taking the backpacker concept as something more general even outside of negotiation, how am I supposed to know I have a backpacker in front of me? How am I supposed to verify that? Just by having a bunch of them everywhere, it's difficult to know if the track record is adequate, if the person can even give me advice. How to choose, whether a coach, a lecturer, a trainer, a mentor?
Radim Parik
I would switch it to business consulting, because that's your field. When someone is twenty-five, twenty-six, coming from a big consulting firm where they've had a ton of experience, it doesn't necessarily mean that person is talking crap. If you're going by whether the whole thing is going to cost 1,732 or 1,968 CZK, you're just aiming for the backpackers. Because then we're not talking about content, quality, development, we're talking about whether it fits the price idea. And we all know that deadlines and budgets in companies are absolutely fictitious, i.e. if I invite you, Martin, and you tell me that you want half a million for a consultation, and I calculate that if the whole thing works out, I'll make ten bucks on it, I'll just give it to you, and I won't discuss it.
Then there's the signal that if someone has time for you immediately, that's weird. A company I know was organising a party, and they wanted me to train them in negotiation, and I offered them the earliest possible date in December, and they demanded it sometime in July. And they told me that my competitors had time in a week. So let them take it, if somebody is going to give them the quality they expect, they're going to be happy with it, at a price they like, on the date they need, there's no point in talking about it.
Martin Hurych
Don't you treat cheap things cheap, too? For example, you buy a cheap workout, but then you never go back to those notes because it subconsciously doesn't have that value to you?
Radim Parik
I don't take cheap courses. I always orient myself by what the name is, what the person has done, what they bring to the table, I go and ask these people. I don't even have a cheap course behind me, I think maybe once it was English, and I dropped that after a class because I found out it was rubbish. I'm very fortunate to have grown up in the Schwarz group, where one of the principles was: we pay our people the best in the market. Then there's a good chance that the best people will come to us. You can't expect to pay a rookie junior and have them bring you a Steve Jobs-style visionary path.
Martin Hurych
It's true. How much time a year do you devote to your self-education?
Radim Parik
A lot. Besides lecturing, I'm doing a PhD just on strategic negotiation, but I'll probably get fired soon because I don't keep up with the submissions, and I don't keep up because I'm too lazy to make time for it. So now I'll have to negotiate an extension. I'm reading a lot, I'm watching trends, I'm talking to negotiators, I'm going to the biggest negotiating conference now in October, where the stars are going to be there, the head negotiator of the FBI is going to be there, former FBI negotiators, all the big names are going to be there, you're going to be there to discuss with them how to negotiate, what the trends are, where negotiations have gone, what new analyses we have, how else you can still work with the emotions on the other side. And trips like this, where you fly to New York or Singapore or even just Zurich, stay overnight in a hotel, that's not free.
Negotiations
Martin Hurych
How long have you been negotiating? How long has it been since that skilled negotiator from the other side wiped you out, as you said on a podcast? How has negotiating changed in that time?
Radim Parik
That'll be thirteen, fourteen years. Negotiations have changed as we've gone very much online. Things happen that we tell people not to do. There's a lot of negotiating over LinkedIn, there's negotiating groups being created where companies are negotiating internationally with each other over chat, and it's working. They're even able to build a relationship there. Because of the online cameras, we had to rethink the whole concept from things you don't want them to take away, you can't show it because someone will take a picture from underneath. You've got to have lights, then it depends on whether you want to be seen good or bad, you've got to have at least two WiFi so you don't fall out at the most important moment. The headsets don't work, it jerks, it falls out, you turn your head, it's hard to hear.
Despite the fact that the building of relationships at the beginning, when people sit down, start drinking coffee, have small talk with each other, is not the case in online. At 10 o'clock the screen lights up, we sit across from each other, we say hello, how are you, good, and we go, point 1, they start negotiating, and there's not all that context around it at all. So it's a big transformation that we have to deal with. What we try to do in the context of international negotiators is to get between clients to schedule time for small talk, to invest three, eight minutes, to listen to the voice, to know how the base line is. To see what kind of mood the person is in, how they respond to neutral, true and false topics, and all of that, we would be depriving ourselves of that.
And the second thing is that more and more in the last two years the personal values and political convictions of those people have been reflected in the negotiations. Which I find completely unbelievable, but I've just experienced it personally. It just has nothing to do with negotiation, and as a negotiator, as a businessman, you have to be neutral, politically neutral at that moment. And as long as these people aren't breaking the law, then they can do whatever the hell they want.
Martin Hurych
It rather shows how heated the times are in general.
Radim Parik
I'd say escalated. For example, I was listening to Czech Radio Plus on the way to the filming today, and they said that Twitter is still running the Taliban's Twitter account, and that they are committed to deleting posts that would call for violence. I'm reminded of how Twitter shut down Donald Trump and it strikes me as a horrifying disparity. Even if we concede that Trump goaded his fans to loot the Capitol. But here we have an organization that murders, rapes, cuts off hands, circumcises women, and does things like this, beating people up for translating 4 sentences. It is a big deal in the Czech Republic that we are not yet bringing in interpreters and aides from Afghanistan, but it leaves us completely cold that Twitter allows the Taliban to publish and be known in the media. That seems to me to be an incredible disparity. And there you can see that political views or some personal values are being projected. And my view is, I'm not a media space expert, but if I put it back into business, it doesn't belong there.
Martin Hurych
Let's get back to business. In your trainings, you tell little tricks, tips, tricks, how to make the other party nervous, how to throw them out of the concept when you meet them in the same room, how do you do that today on Zoom? You're not gonna pour me cold sparkling water there.
Radim Parik
It starts the same way. Leaving the water out of it isn't the only tactic. From the beginning, in the preparation, we decide what we want to achieve, where we need to divert our attention, what we will fight for, although we don't need to do that at all to push something else. How are we going to work with the emotions on the other side, i.e. we will read you, we will profile you, during the analytical phase in the negotiation we will verify our hypothesis that this is what it will be. And then we'll get the machinery going, the pushing of the green buttons to make you feel great, and even though every now and then we'll push the red button to sway you slightly and throw you off the concept, then we'll let you talk again, and we'll listen to what you have to say. So it works the same way, except for things like: I'll sit you against the window, or I'll pour you sparkling water.
Martin Hurych
You're perfectly capable of that, because you've already done it here today instead of the theme song. I can think of one more thing: you tell a bit rougher stories in the same training sessions, there may or may not be, I've heard it a couple of times, an opinion among people that negotiation is a dirty game, how do you see it?
Radim Parik
Negotiation is a game. And basically no game, unless it breaks the law, can be dirty. And we, when we're playing in that negotiation, we always look at who's sitting across from us, how sharp they are, how good they are at it, how they navigate, what tactics they use, we evaluate it carefully. That's what the commander on our side does, he evaluates the tactics, he points it out to the negotiators. We then adjust the strength and the massiveness of the advance accordingly. And when you have a completely disoriented person sitting across from you, he doesn't know, he doesn't know how to do it, he goes very quickly into argumentation. He's sweating there, he's unhappy, so the goal can't be to nail him to the wall, start burning him with autogen and be happy about it, that's not negotiation. So negotiation is a game, and it's people who make it a dirty game.
When to take a professional negotiator?
Martin Hurych
You're actually negotiating globally, occasionally there's a post somewhere saying you're in Africa. You're teaching, if I remember correctly, at a university in Switzerland. What is the attitude of, say, medium-sized companies towards negotiating abroad? Because here I often hear: it's not for us. So who is a professional negotiator for? When can I afford you? How is it different relative to abroad?
Radim Parik
If you are selling your house or apartment, at that point you should already have someone on hand who is not emotional and will help you negotiate, i.e. a professional negotiator. Because the way it works is that you will sell your house, I as a buyer will be there, you are ready to negotiate. You spent a long time tweaking the bathroom, you had the tiles imported from Italy, it cost a fortune. You had a lot of good times there. And I go in there, and I'm looking at the tiles and I say, "Oh, this is awful, this is going out first, it's going to get redone. And that's when you start getting emotionally blocked and you can lose a good deal.
It varies depending on whether those nations have trading in their genes, for example, the Dutch, the Swiss, the Indians, the Arab states, the Americans don't find it strange at all. And in the Czech Republic it is strange, because when a CEO or a business owner says: but this is not for us, it's because he's polishing his own ego. He thinks that in the context of ten, twenty, fifty, one hundred million crowns, he can do it because he is the owner of the company and he has managed it all so far. But the man is the owner of the company because he has completely different qualities. For example, he can make a good product, offer a good service, service a customer or client well. He can build a capable team to make it work, he can set up internal working procedures to make them efficient, he can even optimize accounting to make better profits, but where on earth is the negotiation? They're throwing money down the drain.
Then when we work with big companies, we usually focus on them, there is usually not this debate because the parent company requires someone there. I tell them they have a CEO, COO, CIO, CMO, and now I don't know what everybody's name is, how come you don't have a chief negotiating officer. You are doing five hundred million, a billion, three billion in turnover and you don't have a chief negotiator even though your people have to negotiate everywhere they go. And it doesn't matter if it's with suppliers, with clients, with logistics, with the tax office, for example, where, by the way, you can also negotiate very successfully, or if it's even internal negotiations, where we negotiate with the parent company, and someone should prepare us for that.
Martin Hurych
Don't believe this is the role of buying?
Radim Parik
Purchasing negotiates with suppliers, of course, and now it still depends on what they buy. I know some bank buyers, and they have a very different view of buying services and technology than, say, retail or automotive people. But in any case, they don't secure negotiations with clients, like internal negotiations, or with the tax office, because if you're sitting in purchasing, you're working a little bit with that position of power. And you can hang up, you can say, look, we've got 17 other suppliers here. There's a one-sided view, and very often I see that those buyers haven't even had any training, they haven't had any coursework, and it's again sort of intuitive.
Yesterday I was on the phone with the head of technical purchasing for a huge chain, and she was telling me on the phone that she had somehow intuitively followed the technical purchasing process from the beginning and was learning it herself. And just by the way she was on the phone, the way she was having that conversation, she's a very good negotiator. Yet a lady who turns over EUR 250 000 000 a year just in purchase prices, and it is a technical purchase, so glasses, screws and things like that, she comes in saying that she needs to negotiate, that she needs to improve. That's the view, if these people want to do it professionally, you don't stop them from improving and they come on their own. I had a head buyer of a well-known bank in training, also an excellent negotiator, he can work well with people, with emotions. He has excellent insight during negotiations, he can handle very difficult situations. That's the experience. And then there's the strategy, the tactics that lead to even better results.
Martin Hurych
I know this is going to be a big oversimplification, but is it possible to say how big a contract or how much profit you potentially have or don't have in that negotiation, at what point does it pay to hire a professional negotiator?
Radim Parik
Well, that's a big oversimplification. Even though we don't do house negotiations, but in the Czech market people do, if you're selling your house, the first step is to get a broker to do it. Ideally, a broker who knows how to negotiate, because he will get the most out of it, the buyer on the other side will be happy, and besides, the broker eliminates the risks. Unless it's a house somewhere at the end of the world for three million, it's worth it, call someone who knows how to negotiate, and if you don't, I'll throw one name in here: Vit Prokůpek, he does it, and he does it well. I have good references on him, he is able to negotiate good terms. So either get a broker, or get Vit, or get someone who has written at least a few pages in a book about negotiating.
Martin Hurych
Greetings to Vitus, our neighbour from Brandys. When I was getting ready to see you yesterday, in nothing that jumped out at me, you mentioned family, is it to protect them, or is it just that you're an introvert?
Does family belong in business?
Radim Parik
It's both. I don't think there's a need to bring family into the business, and it's also because as I'm more and more exposed in the marketplace, I'm more and more visible, and I share a sharper opinion now and then. And maybe the whole family disagrees with me, and then you come home and nobody's there to talk to you. I think it's good when we leave our loved ones out of the business, if you look at successful business people, they've done it too. And we have to realize that dealing with business, negotiating, mentoring, coaching, igniting and accelerating companies is just not a political campaign. I assume you don't go to clients either, sending them a photo of your kids in advance, from the garden, preferably at the cottage, and from a vacation where YOU are in a bathing suit and sunglasses.
Martin Hurych
Of course not. However, as far as I can see, even on LinkedIn the more kittens, the more likes. And even for myself, I see it as a mischief, I try to keep my family out of it too, but it's obviously not a trend.
Radim Parik
That's fine. I don't think I need to swim in this current because having a hundred more likes won't get me anything.
Who or what would he like to negotiate for?
Martin Hurych
We booked one question at the beginning, and I'll come back to it: what's a dream company or dream person you'd like to negotiate for?
Radim Parik
It's not a company, but what I would really, really enjoy, and I've been there once before, is when a political coalition is being negotiated. I was lucky enough to accompany a political coalition negotiation, not in the Czech Republic. It was great, it's absolutely incredible how much emotion, ego, desires, hidden interests and trying to maybe damage people on the other side, so I would definitely enjoy that. And then of course international projects, when international agreements are negotiated, even peace agreements, where police negotiators don't step in, political negotiators step in in the vast majority of cases.
Martin Hurych
By the way, in the coalition you negotiated, how much of that came to fruition in the end?
Radim Parik
Everything came true, they were shooting each other in the knees, they almost fell apart several times, but it came true. They have to keep it in the beginning. Then we managed to do one thing, which unfortunately doesn't work in the Czech Republic, we said: do joint press conferences. So those potential coalition partners did a joint press conference, and they talked about common interests and what they had already managed to agree. And the other was to prevent information from leaking, at least in part, to the media about what the controversial issues were. Because then they have to comment on it, they start to say each other is unconstructive, and that of course leads to blocking the negotiations. We're all just human beings, and if somebody says about you three times on television that you're absolutely uncooperative, unconstructive, only concerned with your own interests, and you want to put your sister-in-law in there or something, you're not going to be willing to negotiate with that person.
Martin Hurych
In the end, you will. How often do you get to negotiate in person?
Radim Parik
Not so much now, but the question is what is negotiation. When I'm with the bigger projects, I sit there in the role of commander, that is, I manage the negotiating team that we have prepared. But sometimes I get called in to negotiate. We were negotiating for a pharmaceutical company, it was an international project, I sat in as a negotiator at one point, and that's where I got back into it, when you get the wheels turning, you just...
Martin Hurych
That's why I asked...
Radim Parik
You put that petrol in there and my pupils always dilate and I'm very happy about it, the commander is about self-control, about managing people, about strategy, and that's my role in the vast majority of cases now.
Martin Hurych
So competitors still have a chance to screw you over, you're still sitting at the bargaining table as a negotiator. Is it as simple as you mentioned in one of the podcasts, or how has your self-control changed in the thirteen, fourteen years that you've been negotiating?
Radim Parik
Extremely. It doesn't bother me anymore when somebody calls me names or tells me I can't do anything, that I don't have a track record and stuff like that, I find it funny. It's much harder at the negotiating table to control the people around you. It happened to us recently in a negotiation that the other side increased the pressure extremely, and the negotiator on our side started to panic and said, hey, there's probably no point in us even having a conversation here. It's going to fall out, his limbic system has shut down, and now you've got to sort it out. That's the thing the other side was waiting for, at that point they still put two minutes into it to make a decision.
Martin Hurych
You say you're an introvert, negotiating is a lot of emotion. Not just ours, but on both sides of the table. What does it look like the night after a negotiation when you need to flush it all out?
Radim Parik
Pretty sad. I can give you an example from yesterday. Yesterday, we spent the whole afternoon preparing for a big project where billions are at stake, and in that preparation you test situations, what can happen, you do the rehearsal, people from advertising agencies know it. And when you've been doing it intensively for six, seven, eight hours, I came home and I immediately avoided everybody, the signal: don't talk to me, I'm fed up. I went to the shower, I took another cold shower on the good advice of two friends, which ruined my evening. All this talk about it being good... please, I don't know what's good about it. Then I sat down on the couch, and for maybe an hour I just stared ahead of me, trying to sort my thoughts out, get off the bargain, stop thinking about it. And then David snapped me out of it and told me that it was going to take at least two hours to film one interview, to expect it. And by that time I'd poured my first glass of champagne, and after the second glass I went to bed, and we exchanged about three sentences at home. Now that I put it that way, I'm actually terrible to live with, either I'm not there or I'm not talking.
Martin Hurych
So your family, when you come home, you see the haloes over their heads.
Radim Parik
That's right. I should be constantly showering everyone with gold, precious stones and love, but according to my friend Filip Plevac, I have empathy minus five. Actually, it's true, some things don't occur to me.
Why is mommy important to him?
Martin Hurych
But I think that's a natural part of our gender. That's what Outlook is for.
Radim Parik
I don't even remember anniversaries, holidays, that sort of thing, but Outlook doesn't work for me. Now I was in the car, I called my mom, something I needed to discuss, and I found out she was celebrating a holiday. She usually reminds me of all the holidays and birthdays in my family, but she didn't remind me of her own.
Martin Hurych
So a world-class negotiator, and he'd be half without his mom.
Radim Parik
As far as contacting and maintaining relationships within the family, don't piss people off because you don't wish them well because you just forget about it, yes.
Martin Hurych
To end this like every other Ignition. I always try to end up here with one piece of advice based on what you've either succeeded or failed at. I know this isn't very original because the moderator asks you this in every other podcast too, dig up something you haven't said somewhere else.
Radim Parik
Bring up something you haven't said anywhere...
Martin Hurych
If I have something really important to do as a business owner, how should I proceed before I take the Golden Pages, find your number, and dial you. What should I know before you come into the business, what should I prepare so I'm ready for this negotiation?
How to prepare well for negotiations
Radim Parik
I'm happy to answer that, but I'll still say something I haven't said anywhere. Now I've dug it out, and thank you for giving me the time.
We are already using analysis in preparation, and this analysis looks, among other things, at what tools of power the counterparty is using on us, and what we and the client have used so far. There is a diagram for that, and one of those instruments of power might be pressure. That increased pressure can be legitimacy, i.e., not just whether you're meeting some legal requirements, but whether you're being fair or unfair. There can be reward, i.e., they promise you something, there can be information work, i.e., we evaluate what information and how much the other side has given us so far, and what information and how much we have given the other side. And there are more tools of power, but if you just take these, analyze, for example, an email from your business partner, and look for pressure, legitimacy, reward, the amount of information, and how deep they go, you'll have a huge head start, because suddenly you can turn around even hopeless negotiation cases.
And if you need to deal with negotiations, we only need two things. The first one is that from the beginning you tell me the real situation as it is, and you don't play with your own ego there, so you don't look stupid, because it only delays and leads us into preparatory but also result dead ends completely unnecessarily. And the other is that you arm yourself with patience because we will most certainly argue during the debate about what you need.
Martin Hurych
Okay. Where do people find you, that's probably a stupid question, because you're really everywhere, at least on LinkedIn.
Radim Parik
It's LinkedIn, Facebook, I even have an Instagram account where there's not much going on, but it's less business-like. Also the fascinating.academy site, and ideally have them meet me in person. I don't really give much to those discussions via LinkedIn and via the online form on the website. So feel free to call.
Martin Hurych
I have one request in closing, since you opened this today, close it too.
Radim Parik
Ladies and gentlemen, Martin Hurych and his Zážeh. One of the best podcasts when it comes to business and Martin, a great negotiator, mentor, guiding you through solutions in your companies. He helps you grow and if you haven't called or written to him yet, fix that very quickly because you're throwing money down the drain.
Martin Hurych
This is gonna be expensive. That was Radim Parik.
Radim Parik
Thanks for inviting me, Martin.
Martin Hurych
If this episode has sparked you to negotiate, be sure to tune in for more, whether on YouTube or in your podcast app, and don't forget to check out my website www.martinhurych.com for other accelerator tools. Thanks for your attention, fingers crossed, and I wish you success.
(edited and shortened, automatically translated by DeepL)