Prática de Shadowing: Top 10 MOST Powerful Negotiation Tips | Black Swan Method | Chris Voss - Aprenda a falar inglês com o YouTube
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Now let's dive in.
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Number one, is now a bad time to talk?
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Now we're going to give you several no-oriented questions in a row
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because they're awesome and they help get you an advantage right away.
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But one of the things I'm going to underscore on these no-oriented questions is the issue of decision fatigue.
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Now look, everybody's got the same problem.
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We all suffer from decision fatigue.
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You suffer from decision fatigue.
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What does that mean?
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What that means is there are only so many decisions you can make in a given day.
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There are only so many decisions any human being can make in a given day.
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That's one of the reasons why if you're in prison and you come up for parole,
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you want to come up for parole in the morning instead of the afternoon,
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because in the afternoon they're going to give you no decision.
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They're not going to be able to make a decision.
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You're more likely to stay in jail.
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This is not parole and parole board issues.
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This is human nature issues.
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There are only so many decisions,
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there are only so much gas anybody has in a tank to make decisions on a given day.
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And that's going to be a result of,
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you know, how much sleep they got the night before,
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what their diet is, what they ate that day,
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whether or not they ate carbs,
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where they are in their circadian rhythm.
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Everybody hits a circadian low, roughly about 3 a.m and about 3 p.m.,
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just part of being a human being, decision fatigue issues.
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However, we found in a black swan group,
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through practice and application, that people are capable of saying no at pretty much any time of the day.
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I had an intern a number of years ago,
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only wanted to ask me how and what questions,
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because he was horrified about making a mistake.
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In the middle of the afternoon,
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he'd be asking me how and what questions,
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and I just didn't have the gas in the tank to answer him to be able to engage in that deep thinking,
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as Danny Kahneman would say.
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So consequently, I'd say, like,
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I don't know, don't bother me,
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leave me alone, instead of giving him an answer.
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Finally, I said, look, don't ever ask me a question after 1 o'clock in the afternoon where the answer isn't no,
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because I could say no and I can think through the next several steps and give them guidance.
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We've used this on a regular basis.
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You got to get into practice using no-oriented questions.
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And number one is the flip side of the most common thing you're saying on a regular basis,
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which is wrong.
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Actually, it's not that it's wrong.
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It's just not great.
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You say, have you got a few minutes to talk?
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Now, I know you mean that respectfully.
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and we're not throwing respect out the window here.
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The Black Swan method is actually extremely respectful.
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It's now a bad time to talk.
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Test drive it.
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Use it on a regular basis.
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Build your know-oriented questions, mental synapses,
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and experiment with the sort of answers that you get.
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You're going to like them.
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And as a side note,
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I would say to you,
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anybody that would say yes to that,
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Do you really want to talk to them then,
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at that moment, when they've actually said yes to that?
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No, you don't.
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All right, number two, is it a ridiculous idea?
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Use this in place of,
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is it a good idea for all the same reasons that I just gave you?
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You've got to get your practice in.
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Number three, are you against X,
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Y, Z, whatever it may be?
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Instead of, are you in favor of?
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Again, you've got to use this to get into practice.
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We had a woman in a hospital services company once who was a little skeptical of our no-oriented questions approach,
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walked out of the room during the training
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and reached out to the head nurse in a hospital about a program
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that she'd been trying to get the head nurse to accept that the head nurse had been rejecting.
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Instead of saying, do you want to agree or would you like to do this?
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She said, are you against?
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And then asked the question.
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The head nurse immediately said no. They came to an agreement and they implemented the program.
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She came walking back in the room and said,
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you guys are not going to believe what just happened.
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I've been trying to get agreement on this for weeks.
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And I switched from a yes question to a no question and cut the deal.
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Got to get your reps in.
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Number four, have you given up on X?
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Whatever that X may be.
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This is context driven.
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What's the context?
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It has to be something they've already started on.
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Otherwise, you're using a black swan skill as a manipulative trap,
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which is not what we advise.
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They have to have already started on this.
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Now when do you use this?
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You use this when they are ghosting you.
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They've gone silent on you.
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This will restart your conversation 999 times out of a thousand
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Don't let the fact that it stops one in a thousand times stop you scare you Nothing works all the time.
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This works more than anything else does and what makes it work?
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Well, you got to keep this in mind Your system is perfectly designed to give you the outcome you've obtained.
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If they've gone silent on you,
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you've been doing something to contribute to them going silent on you.
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You've probably been explaining.
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You've probably been pitching.
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You've probably been educating.
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I'm going to stop all these things.
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Restart the conversation with this one-shot restart.
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and then your very next move is you've got to get a TR out of them.
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What's a TR?
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That's right.
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How do you get a TR?
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How do you get a that's right?
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You've got to summarize their perspective,
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particularly their reservations, their reasons for not doing it,
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what they're up against, the difficulty of what they might be facing,
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and then go dead silent.
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You do not go, but here's why those aren't good reasons.
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You got to go dead silent and get a that's right out of them.
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If you can't get a that's right out of them at that point,
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you've got to say, it sounds like I've left something out.
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That's a bonus response for you to use here,
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which is not on our top 10 list,
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but helps you get farther in your conversations.
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Number five, and we're going to get into the category here with letting out know a little at a time.
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A person that I consider a good friend and I'm really impressed with,
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Ned Coletti, former GM of the Los Angeles Dodgers.
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We were sitting around talking about negotiation one time.
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Ned is a phenomenal negotiator,
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and he told me the phrase,
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I like to let out know a little at a time.
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This is a great attitude.
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You do not want to let people get blindsided by you
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suddenly saying no. You've got to let it out a little at a time.
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And the first way of letting out no a little at
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a time in a highly collaborative way is how am I supposed to do that?
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Now many of you know this is one of the most famous lines with the Black Swan Method
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and it's pretty much the opening story in the book Never Split the Difference.
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How am I supposed to do that?
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And we originally conceived of this as a way to passively say no,
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even passively aggressively against the throat-cutting negotiators that are really trying to kick your backside.
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And what it is in many other ways is it's an implementation question.
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How questions are about implementation.
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It's designed to let the other side realize that there's some implementation issues here.
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This also falls in the category of what Brandon Voss has labeled forced empathy.
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It forces the other side to take a good,
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empathic look at your situation.
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We use empathy because it works,
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and we use empathy because we want to get it in return.
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you're going to use empathy because it works
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and you're going to use empathy because you want it in return
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and how am I supposed to do that is a great starting point for that.
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Now what happens if they turn around and say well that's your problem.
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Will they put it right back on you?
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Which will happen occasionally.
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Once had a woman say I used how am I supposed to do
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that and it didn't work because because they shot back right at me
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and told me how I was supposed to do that.
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Well, number one, the fact is it's not that it didn't work.
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The fact is, is that it's giving you a better,
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clearer picture of the situation.
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They throw it right back on you.
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They're telling you they're not interested in showing you any empathy.
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That's an interesting clue that maybe you don't want to do business with them.
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All right, I'm going to give you two ways to subscribe to the Black Swan Group's negotiation newsletter,
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which is free.
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It doesn't cost you anything.
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I had a colleague with the FBI that used to like to say,
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if it's free, I'll take three.
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Here's how you subscribe to The Edge.
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If you're in the United States.
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If you're not, I'll give you a method right afterwards.
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Send a text to, the number is 33777.
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That's 33777.
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The text message that you send is Black Swan Method,
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Black Swan Method 233777.
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It's concise.
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It's actionable.
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That's the most important parts of this.
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Concise and actionable.
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Comes to your email inbox on Tuesday mornings when you're ready to rock and roll and get after the week.
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Now, if you're not inside the United States,
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you see the Black Swan website, the homepage.
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You go up on the right-hand side here on this menu here, you see blog.
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Click on that.
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Bang, you're at the negotiation edge.
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On the right-hand side right here, subscribe.
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First name and email, sign up now.
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There's a ton of free information on this site,
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on the Black Swan Group website, home.
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Look at it.
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Get everything free that we have.
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If it's free, you should take three.
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And in the model of letting out no a little at a time,
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here's the next no that you let out,
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which is number six on our list.
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And it is, your offer is very generous.
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I'm afraid that just doesn't work for me.
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Now, here's the beauty aspects of this.
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You mentioned generous.
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You want to encourage generosity on their part.
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That's a good thing for you to throw into this statement.
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Second part, it just doesn't work for me.
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That removes the problem of external criteria.
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Now, my academic brothers and sisters like to talk about,
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well, let's agree on an external criteria.
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Why should you agree to the external criteria?
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Maybe the external criteria is okay and appropriate in a neutral situation or in situations other than yours.
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Well, why should external criteria apply to you?
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In many cases, it doesn't.
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You want to remove an agreement on external criteria from the conversation
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because they're only going to agree to external criteria that works against you.
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And you don't want to put yourself in that corner.
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This is a great way to come back with a much stronger no.
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One of the students in our class at Georgetown said they used that phrase,
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your offer is very generous,
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but I'm sorry it just doesn't work for us.
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And he said the people on the other side of the table looked at each other
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and then looked back at them and said,
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you're right, it is high.
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Now that's an interesting response because you want to have an impact on what you say.
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What you say and what they hear.
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You want them to get across in their brain.
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If stuff doesn't work, there's a pretty good chance it's too high.
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You don't want them to feel backed into a corner when you're letting out Noah a little at a time.
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And this is a great way to do that.
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Don't back people into a corner.
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they will disagree even when it's not in their interest to disagree.
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Taking away their autonomy is a bad idea,
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and that's what happens when you back people into a corner.
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Now, number seven.
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This is another counterintuitive response,
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and you use it for when somebody calls you and says,
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how are you today?
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Instead of saying, fine, you know, how are you?
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Or my back hurts, or it's a wonderful day.
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When they're calling you and saying, how are you today?
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What are they really trying to find out?
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Well, they're really trying to find out,
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are you in a mental place to talk about what I want to talk about?
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So here's how you short circuit this conversation in a way that builds rapport,
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that they appreciate, gathers information,
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and preserves your most precious commodity and theirs, which is time.
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It sounds like you've got a place you want to start.
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They are going to love this.
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Of course they have a place they want to start.
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They've thought about it before they called you.
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Now every now and then somebody's gonna say to you,
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yeah I do have a place I want to start,
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but I really want to know how are you today.
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Cool.
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Then engage in the conversation and then you can get back to the place they wanted to start.
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Everybody wins.
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Number eight, another counterintuitive response.
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And this is how you should respond to questions when you're asked a question.
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So the first way to respond to questions and number eight on our list is,
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what makes you ask?
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Just like that.
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Now, when somebody asks you a question,
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what's more important is the question behind the question.
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What makes you ask? For two reasons.
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Number one, most people are not good at asking questions.
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That question may be a result of a committee decision.
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You know how good a committee is?
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Well, let me give you an example.
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A giraffe is a horse designed by a committee.
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So committee decision questions are going to be off.
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Well, number two, what's really driving at what make them ask is far more important than what they actually asked.
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So you got to find out,
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and this is not disrespectful.
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They're going to be happy to tell you.
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And if they're not, well,
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that tells you a lot about them, too.
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And how can you respond if they say, just answer the question?
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your response is I want to make sure
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that I answer what you're really asking me I'm just trying
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to dial in to what you're really after more respect
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if they don't like respect from you that tells you a lot about them
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and whether or not you should continue to be in business with them now what happens
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if it's a middle of the afternoon their decision fatigue they're having trouble coming up with an answer.
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It's too in-depth.
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The alternate to great calibrated questions and what makes you ask is a calibrated question.
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You want to ask an alternative label,
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an asking label, if you will.
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And so number nine on our list is the alternative to what makes you ask.
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And that is, it seems like you have a good reason for asking that.
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Or it seems like you have a good reason for asking that.
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I gave you both inflections there.
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Make sure you shut the front door right after you use that label.
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What does that mean?
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Go silent.
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Count thousands to yourself if you have to.
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Let them break the silence.
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You won't get past three.
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Be prepared to count to ten and wait respectfully.
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This is a respectful dynamic and respect is one of your best choices.
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Finally, number 10 on the top 10 list of black swan negotiation bullets.
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You're going to use this when the other side is failing to perform,
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when they're not living up to an agreement, what do you say?
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It seems like you have a reason for not doing and then whatever it is that they didn't do,
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X, Y, perform, finish the contract,
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finish the work, call me back.
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They're going to have a reason.
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They're probably afraid to tell you
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This is the best way to re-engage a collaborative approach to whatever the problem is so that they feel safe and respected.
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Always the keys to a long-term relationship.
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So these were the 10 most powerful negotiation bullets of the Black Swan Method.
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Share this video across your network.
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Share with the people that are on your side.
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Remember, if you want to go fast, go alone.
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If you want to go far, go as a team.
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And let the Black Swan Group continue to help you up-level your negotiation skills.
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Contexto & Antecedentes
No vídeo "Top 10 MOST Powerful Negotiation Tips", Chris Voss compartilha insights valiosos sobre técnicas de negociação, destacando a importância de entender a natureza humana e a fadiga de decisão. Ele ilustra como questões orientadas para o "não" podem ser uma estratégia eficaz para facilitar a comunicação e obter clareza durante as interações. Aprender essas técnicas é essencial não apenas para negociadores, mas também para qualquer pessoa que deseje melhorar sua prática de conversação em inglês diariamente.
Top 5 Frases para Comunicação Diária
- “Agora é um mau momento para conversar?” - Uma abordagem que abre a porta para um diálogo honesto.
- “Você pode me dizer que não?” - Uma pergunta que desafia e facilita a comunicação.
- “Esta é uma boa hora para discutir isso?” - Respeita o tempo do outro, enquanto apresenta seu próprio interesse.
- “Você se sentiria confortável em compartilhar sua opinião?” - Incentiva a reciprocidade e a abertura no diálogo.
- “Posso interromper rapidamente?” - Uma maneira educada de inserir sua voz na conversa.
Guias Passo a Passo de Shadowing
Para abordar a dificuldade específica apresentada no vídeo de Chris Voss, siga este guia de shadowing, que é uma excelente técnica para melhorar a pronúncia em inglês e fluência:
- Escolha o Vídeo: Selecione o vídeo do YouTube que deseja praticar, como este de Chris Voss, focando nas partes relevantes sobre negociação.
- Assista Com Atenção: Veja o vídeo uma vez, prestando atenção nas entonações e expressões usadas pelo apresentador.
- Divida em Trechos: Pause o vídeo em trechos curtos e repita imediatamente o que foi dito. Isso ajuda a assimilar o ritmo da fala.
- Use o Shadowing: Pratique o shadowing, tentando falar ao mesmo tempo que o apresentador. Isso melhora a sua fluência e habilidade de resposta.
- Grave e Avalie: Grave sua prática e ouça depois. Compare sua pronúncia com a do vídeo para identificar áreas de melhoria.
A técnica de shadowing em inglês é uma ferramenta poderosa para anyone that seeks to aprender inglês com youtube, permitindo a construção de confiança e habilidade em situações de negociação e comunicação. Ao integrar essas frases e técnicas no seu dia a dia, você terá uma prática de conversação em inglês mais rica e eficaz.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.
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