Thank you for this article, Tim. I enjoyed the read and learned a lot. Didn't know about "anchoring". Currently dealing with a colleague who likes to go beyond her lane and grab other department's responsibilities, in a back-handed way.
Thanks for this. In L&D, we often focus on the frameworks: feedback models, change curves, learning journeys. So much of what you’re describing maps directly to how we train people to lead and sell.
I work in Learning & Development, mostly focused on sales enablement these days. Negotiation is where everything shows up: trust, clarity, ego, fear, vision, you name it. I’ve seen reps anchor so hard they scare off a deal, and I’ve seen others win by just listening better than anyone else in the room.
From a learning perspective, I think negotiation should be treated less like a tactic and more like a window into leadership.
I really appreciate these posts Tim, I find them very insightful and I'm learning a lot from them. Didn't know about the term "anchoring" (in this context) until this post.
I did a piece on extreme anchoring earlier - it’s the predominant style from the Art of the Deal, which is incredibly transactional at the expense of long-term relationships. The philosophy behind extreme anchoring is that relationships are entirely transactional and not rooted in mutual values, and that relationships are maintained by give and take and the transactional process.
I strive hard to live this out, some days better than others.
I can see the strategy when using extreme anchoring, but I appreciate the do/don't list that was provided in this particular post. As with anything, there seems to be a level of nuance that is needed and has to be learned through experience.
From my perspective, I can see that you do do this in your leadership style.
Thank you for this article, Tim. I enjoyed the read and learned a lot. Didn't know about "anchoring". Currently dealing with a colleague who likes to go beyond her lane and grab other department's responsibilities, in a back-handed way.
Thanks for this. In L&D, we often focus on the frameworks: feedback models, change curves, learning journeys. So much of what you’re describing maps directly to how we train people to lead and sell.
I work in Learning & Development, mostly focused on sales enablement these days. Negotiation is where everything shows up: trust, clarity, ego, fear, vision, you name it. I’ve seen reps anchor so hard they scare off a deal, and I’ve seen others win by just listening better than anyone else in the room.
From a learning perspective, I think negotiation should be treated less like a tactic and more like a window into leadership.
I really appreciate these posts Tim, I find them very insightful and I'm learning a lot from them. Didn't know about the term "anchoring" (in this context) until this post.
I did a piece on extreme anchoring earlier - it’s the predominant style from the Art of the Deal, which is incredibly transactional at the expense of long-term relationships. The philosophy behind extreme anchoring is that relationships are entirely transactional and not rooted in mutual values, and that relationships are maintained by give and take and the transactional process.
I strive hard to live this out, some days better than others.
I can see the strategy when using extreme anchoring, but I appreciate the do/don't list that was provided in this particular post. As with anything, there seems to be a level of nuance that is needed and has to be learned through experience.
From my perspective, I can see that you do do this in your leadership style.