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People try to avoid credit card debt repayment by using liability settlement as a liability relief method. Most of these people end up getting a small discount which does not help in repayment of loan. The current economic situations are such that a huge discount is necessary in order to get repay the loan amount. People do not have enough money to serve their families and take care of the welfare of their families so in such times it almost becomes impossible to repay a huge loan amount even if it is discounted by a small percentage. To get a higher discount it is very important that the negotiation tactics employed are highly professional. So avoid credit card debt repayment by employing professional negotiation skills.

Negotiation is the heart and soul of liability settlement because during liability settlement a debtor negotiates with the creditor for a huge discount. If his negotiation skills are persuasive and equal to the negotiation skills of an attorney then he can not only get a huge discount he can even get relaxation in the reimbursement time frame and interest rate charged on the reimbursement of the loan amount. Once he debtor has decided to go for liability settlement he should remain determined and he should not get afraid by the recovery tactics employed by the creditor. He should straight away go to the creditor threatening him to file for insolvency if he does not stop his tactics. This will put the creditor on the back foot and he would stop his activities at the very moment and he him self will offer the debtor to settle the liability amount.

If the debtor thinks that he does not have the appropriate negotiation skills then he should consider hiring a liability negotiation firm. This firm employs the best professional negotiators and attorneys who work on different cases and get help for different creditors. They use their highly used negotiation skills to get the best deal. Their skills are unmatched to the negotiation skills of a debtor. They have been in this industry for quite some time which has provided them with the tactics required. They have learned certain tactics and certain flaws in the financial sector laws which they use to manipulate the creditor. Due to all these reasons; a creditor will always be ready to provide the debtor with a huge discount.

Keep in mind that creditors are professionals who have entered the industry after taking too much knowledge and have a lot of experience so you require experience to fight against experience.

Writing: An Opportunity, Not A Chore

“I write entirely to find out what I’m thinking, what I’m looking at, what I see and what it means.” Joan Didion, author

The lady’s right on the money. I drive the point home in all my business communication (writing skills and presentation skills) training: Writing is thinking. Don’t view it as a frustrating technical exercise in grammar, a series of hurdles to trip over as you dump your jumbled thoughts on a blank legal pad or screen, hoping that they’ll eventually come together in some loose confederation.

Writing allows you to think — really think over time — about what you know and what you might need to find out before you put your thoughts in some logical order. Please indulge me as I offer an example close to home:

I have a 19-year-old son named Will. He’s a promising sophomore baseball pitcher at a fine public liberal arts college in Maine. (Fortunately, he’s adopted. Had be been our biological child, he’d probably be third-string Chess Club.) Will is a decent student — nothing exceptional, but shrewd enough to use the English language in ways that satisfy his professors.

When he was in high school, we used to talk back and forth about his pitching tactics, which I found riveting because baseball is far and away my favorite sport. But talk is usually spontaneous and anecdotal, and doesn’t always frame itself into a context that takes in precedents and projects future behavior.

Now our contact is mostly by email, which turns Will into a practical (non-academic) writer who knows that the usual abbreviated electronic lingo young people pass back and forth won’t work for someone of my generation. So now when I ask him how baseball practice is going, he has to think, which led last spring to the best “conversation” we’ve ever had about pitching. Here’s what he wrote after I inquired about a practice session:

“I was receiving a lot of advice and help from older guys, so I needed to filter the stuff that was going to help me and the stuff I could fix another time…I just kept the fastball knee-high, outside corner, which has got me here. I have also gained enough confidence to throw inside…I messed around with some grips, so now I have a tailing fastball and a running fastball, sort of like a cutter/forkball…My changeup sucked yesterday…I need to work on the grip and [get] more practice spotting it.

“So to answer your question, the last guys I started with curves or outside or inside fastballs. Then worked a harder fastball up in the zone or maybe another curve outside. Then I would just blow one by or maybe throw a deuce [curve] that would fall in for a strike. They were all strike three-looking, so they watched the fastball or then watched the curve.”

Never before in the six or seven years he’s been pitching competitively has Will put so much thought into any discussion we’ve had on mound tactics — itself a form of on-the-spot analysis matched in sports only by golf when it comes to creative judgments. (Again, the crucial element is having the time.) The writing challenge allowed him to put it all together and think about where he is and where he wants to be.

Email does the same for all of us. It turns us into writers, an unmatched opportunity to show just how smart we really are.

Stop Yelling At Me

That’s right. I’m not looking to buy a used car at unbelievable rock-bottom prices or send in $19.95 for an amazing gadget that’ll suck food residue out of the bottom of the dishwasher and double as a self-administered dental hygiene device. Shouting may work (it must work; else why would they keep doing it?) for car pitch men or guys with British accents hawking the latest techno-mop on cable TV, but that doesn’t mean you have to yell.

No, when it comes to presentation or public speaking skills, what I teach in seminars is straightforward: Be yourself.

I recently sat through a breakfast meeting presentation by a renowned local motivational speaker who irritated the stuffing out of me. So excited was he about his secrets of small business success that his voice quickly turned into a hoarse rant well beyond the acoustical limits of a medium-size church hall.

It didn’t stop there. As he turned to and from a flip chart in a frenzied rush, he couldn’t keep his hands from jerking up in tandem with every point he made. Inside 10 minutes, he was reaching for a handkerchief to wipe perspiration from his face on what was a cool late-summer morning.

As you may have guessed, I was distracted and lost track of his message. The gestures, the pace, the visible results of exertion, they all kept me from listening closely to what were probably valuable lessons about management.

(By the way, I do give him credit for using the flip chart. Had he throttled back on his tone and gestures and kept eye contact around the room, we would have followed him with eyes and ears as he turned to the flip chart to make key points. That’s a far cry from PowerPoint, where the lights go down, eye contact fades into the gloom and the speaker stands there, transfixed by the need to keep turning away from us and reading from the huge, domineering screen.)

The key, again, is to be yourself. Not too long ago, I guided a VA hospital CEO in the Midwest through a videotaped “60 Minutes”-type interview, with a few “gotcha” questions thrown in for good measure. Being a quiet, almost bashful professional, she found that she could relax and speak in a normal tone of voice that projected self-assurance and competence. The result pleased her and she came to accept and control her natural nervousness.

When conflict or confrontations occur in the workplace the solution is often sought through negotiation. Negotiation, it is thought, is a simple way to diffuse such difficulties and is easy to engage in. Unfortunately, because many people do not understand the underlying principles of negotiation, what actually happens is that the conflicting parities end up in ever increasing acrimonious arguments, rather than productive outcomes.

To constructively engage in negotiation means that both parties are willing to explore the issues and, by working together, come to a mutual agreement which is acceptable to both. But to do this requires that both sides understand the options and the consequences of the various choices.

If it appears that negotiation is going nowhere, the question that should be asked by both parties is “Are we engaged in negotiation, or merely argument?”

The difference between argument and negotiation is the willingness to resolve the issue. Arguments are putting our own opinion and there is often no willingness to listen to another point of view or even concede the value in their opinions. There is no willingness to concede on anything.

On the other hand, to negotiate means to listen to the other side of the conflict, to understand the basis from which they operate and to be willing to take action that will lead to resolving the issue.

When was the last time that you were involved in an argument? What was the outcome? Did you continue to forcefully put your point of view without any wish to listen to the other side? You may have the authority or power to force your point of view, and if so, you may have walked away with a win/lose result. But I bet the atmosphere was icy for some time. And if you were engaged in an argument where the other person forced this outcome, then remember how you felt, it is not pleasant to recall.

The problem with this outcome is that no-one likes to be a loser, and if you force your own preferred outcome so that you get everything you want, you will force the other party to be a loser. They are unlikely to forget the humiliation; and will inevitably carry resentment long term. Should they then get the upper hand, then watch out. This is not a long term solution and has no place in negotiations.

Unfortunately, another outcome of a bitter dispute is where neither party wins, when neither of them will shift their position nor be willing to look at other solutions that may help resolve the point at issue. If this continues then it’s almost all out war and no one wins anything, in fact it is the classic lose/lose situation and no-one is happy. Again, the willingness to work to resolve the issue is missing and the outcome can be devastating and have much wider implications.

So what about the ‘workable compromise’ ? Here, surely everyone wins? The trouble is that compromise is built on loss, both side of the problem have to loose something to achieve a compromise. And, no matter how the situation is resolved there may be a sense that they were forced into giving up something they did not want to. Compromise looks good on the surface, but resentment can be simmering underneath and when it breaks out it the person will be even more determined to force a win/lose result in their favour.

For instance the original point of contention may be that the employees want a $10 per day rise in wages. The employer offers $2 and they compromise on $6 per day. In this case although a compromise has been reached neither side is really happy. The employees feel that they were forced to accept less than they wanted, while the employer feels forced to give more than they think they can afford. Compromise? Yes, but at what cost.

The above results are often the outcome where argument is used rather than negotiation. Argument attacks the person, the individuals, or the organisation. Those who are acclaimed as “strong negotiators” are more often than not, determined arguers.

The real win/win result comes from a willingness to attack the problem rather than the opposition, and this requires collaboration to reach a consensus. Negotiation means a working together to create an outcome which is acceptable to all and sometimes this means looking at other options to resolve the dispute.

In the example above, if the parties worked together to achieve a collaborated outcome, the negotiated outcome could be that there would be no pay rise, but maybe a radical change of hours, increased bonuses and superannuation entitlements.

A successful negotiation is where both sides accept the result as a good deal for their party. An unwillingness to develop other solutions is not part of negotiations. And that of course is where arguments fail. Arguments mean that I have only one preferred solution: you accept my point of view and concede to my requests; and if you don’t there will be unpleasant consequences.

The skill in negotiation comes from positive communication that focuses on the problem, which is an outcome of cooperation; while argument opens up both parties to confrontation and unresolved conflict. While we will probably never be able to avoid conflicts or confrontation, if we learn the principles of negotiation we have a much better chance of reaching a cooperative outcome and positive results for both sides.