there was no other way of him getting from London to Tehran. The British agreed.
Novikov flew on the same flight as Churchill, head of the British delegation. In Cairo, where the flight made a stopover, a dinner was served for Churchill. As the guests dispersed, Churchill offered the Soviet diplomat a drink ‘for the road’. They had a friendly, unconstrained conversation, and Novikov gave the British Prime Minister his full attention, hanging on his every word. Out of the blue, Churchill asked, ‘Mr Novikov, I suppose you want to know when we will open the second front?’ before immediately continuing: ‘Not before 2 May 1944.’
Novikov was stunned. All of Soviet reconnaissance had been straining to get this information, and he had just got it from Churchill himself.
Upon arrival in Tehran, Novikov wrote a quick memo and Stalin was immediately informed. So when discussion of the second front came up at the conference, he already knew the Western Allies’ position, meaning he had an extra move up his sleeve. On 1 December 1943, the participants of the Tehran Conference signed a historic document announcing that Operation Overlord would be launched in May 1944.
Postulate 2: ask questions
The negotiator listens. Then they ask questions. In doing so, they can steer the conversation as their own interests dictate. Negotiators who find themselves listened to and asked questions will often take the bait and talk more; offer more.
This is a key moment in any negotiation. It is at this moment that the opponents are assigned their first roles. We will go into roles in more detail later, but for the time being I would just like to highlight a few key points.
At this early stage of negotiation, it is through tactics like these that the first negotiation roles are assigned: namely, those of ‘host’ and ‘guest’. The ‘host’ is the one who asks the questions; the ‘guest’ is the one who answers them. The ‘host’ enquires; the ‘guest’ offers. And with this, that most well-known pair of roles begins to take root: you offer me something, and I’ll choose if I want it. I am the ‘host’.
When you entertain a guest in your home, you get to ask the questions. But remember: in negotiations, the host isn’t the party doing the hosting in a geographical sense, but the person asking the questions. The host is the one who controls the agenda, even if their opponent believes the opposite is true. The opponent thinks that because they are doing all the talking, they must be running the show. They equate talking with leading. Not so. The person controlling the conversation is the one asking the questions; the one listening.
Negotiations in an official’s office:
Visitor (V): We would like to ask you to free up some land for us to construct a supermarket.
Official (O): What do you plan to sell?
V: Consumer goods. These are important items for residents, and we have experience in this retail segment.
O: Tell me more.
V: Well, we have had branches operating in many Russian regions since 2000, and we have a wealth of experience and positive reviews.
O: And in this region?
V: None as yet.
O: Then come back to me when you do.
From the very first second, the official takes on the role of ‘host’, asking their ‘guest’ a variety of questions before coming to a decision – the one that is most advantageous to them.
In my experience, this is often a point of confusion for many retailers. ‘Where did I go wrong?’ they will ask. ‘I gave them all the information they wanted and politely answered their questions, but in the end they went with someone else.’ To which I answer: when we answer questions, we become the ‘guest’; we give our opponent the role of ‘host’ and, in doing so, the right of refusal. And, having won that right, the buyer is certain to make the most of it.
You must fight for the role of ‘host’. This is crucial. If you feel you’re being asked more questions than strictly necessary, know that with every question asked you are being drawn further from your goal. So you must break this chain and seize back the initiative through counter-questions.
Let’s see how some well-placed counter-questions could have led to a very different outcome in the dialogue above.
V: We would like to ask you to free up some land for us to construct a supermarket
O: What do you plan to sell?
V: Consumer goods. These are important items for residents, and we have experience in this retail segment.
O: Tell me more.
V: Well, we have had branches operating in many Russian regions since 2000, and we have a wealth of experience and positive reviews. But tell me, do you think your residents would appreciate having a wide range of affordable goods within easy reach?
O: That’s an interesting question . . . I think so, perhaps.
V: I would be very grateful if you could take a look at our plans and give us your expert opinion. Would you prefer them by email, or on paper?
O: I prefer paper documents.
Through their counter-questions, the visitor wrests back the role of ‘host’ and in so doing puts themselves in a better position to progress in negotiations.
After answering a question, always ask your opponent a counter-question.
On a packed metro carriage:
’Excuse me, are you getting off at the next stop?’
‘Yes.’
‘And are the people ahead of you getting off at the next stop?’
‘Yes, don’t worry.’
‘Have you asked them?’
‘Yes, I have.’
‘And what did they say?’
‘They said they’re getting off.’
‘And you actually believed them?’
Postulate 3: impose a scale of values or ‘depreciate’
Next, whoever is playing ‘host’ will start to introduce their own value system. This marks the next stage of negotiations. As soon as this scale of values has been introduced, the state of play changes completely. This is because the party in the role of ‘host’ can now raise
