1. What is the most common mistake that leaders make when negotiating?
The most common mistake is to believe that negotiating is to win or lose. The reality is that a successful negotiation is not based on imposing, but on understanding the interests of the other party and finding points in common.
Real example: a sales manager with whom I worked was losing customers because he only focused on the price. When he understood that he had to negotiate value instead of cost, his closures increased 30 percent.
2. What makes a good leader different in times of crisis?
A good leader is not the one who has all the answers, but who knows how to ask the right questions.
Key difference:
A boss imposes changes and awaits obedience.
A leader builds trust, listens and makes the team appropriate the challenges.
Technique to apply today: Ask your team:
“If tomorrow you will give up, what would be the real reason?”
That simple question reveals hidden problems and generates valuable conversations.
3. What is the key to achieving compromise in the teams?
The commitment is not required, it is designed.
The formula: clarity + autonomy + purpose.
Clarity: Each person needs to know what is expected of it.
Autonomy: If they feel that they cannot decide anything, the commitment lowers.
Purpose: people do not commit to tasks, but what these tasks generate.
Practical exercise:
Ask your team: “If this project were 100 percent of you, what would you do differently?”
The answers will surprise you.
4. How can we negotiate better in everyday life?
The key is to understand that negotiation is a process of influence, not imposition.
Three tactics to negotiate better in any situation:
Do not respond immediately to an objection. Pause. Silence generates power.
Reformulá what the other person says: “If I understand you well, what worries you is …” This generates connection.
I always offered two options: “Do we want to do this in two weeks or we tried it first with a small team?” This gives a feeling of control.
Practical example:
If you negotiate a salary increase, instead of asking for “I want x quantity”, ask:
“What would you have to do to make an increase viable in the next three months?”
This makes a not a conversation.
5. How do you use LEGO® Serveus Play® in leadership and negotiation?
Thinking with your hands activates the brain in another way.
People sometimes cannot express their ideas in words, but they can build them.
With LEGO® Serveus Play®, teams can represent complex problems, visualize scenarios and find solutions more quickly and effectively.
Real example:
A team that could not work well together used Lego® to represent how they looked at each other in work dynamics.
One of the managers realized that he was braking decisions without realizing, which generated blockages in the company.
That same day, they made three key decisions that had been stagnant months.
Gamification and serious game are not playing to play. They are real impact tools on decision making.
6. What advice would you give to someone who wants to improve their leadership and negotiation skills?
One: practice.
Leadership and negotiation are not innate talents, they are trained skills.
Observe. Analyze how others negotiate.
Practice with small daily challenges.
I received feedback. I asked others to tell you what to improve.
Express challenge to apply today:
The next time someone asks you a question, pause three seconds before answering.
That pause generates authority, gives you time to think and change the perception of your leadership.
Conclusion
Leadership and negotiation are not a title, they are a result.
And if you want to achieve better results, you do not need empty and stiff motivational speeches, you need practical tools that you can apply now.
Apply at least one of these strategies today and look at what it changes in your way of leading and negotiating.
Contact: Rodrigo Borgia – https://api.whatsapp.com/send?phone=5493416087362
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Link website: https://gamificagroup.com
By CEDOC