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T R U M P 1 0 1 : T H E WAY T O S U C C E S S

including how they conducted business and the problems they
were having with the property.
When I decided to make my move, I knew that the family’s
agent handled all the business for the building. Although every-
one dealt with the agent, I wanted to meet with the Hinnebergs
face to face to find out what they wanted and to explain my
vision. If you want to learn the truth, try to bypass the agents and
handlers and go to the owner.
So I flew to Germany and met the Hinnebergs. They were
impressed that I devoted so much time and effort to meet them.
It showed the depth of my commitment. The Hinnebergs reacted
favorably when I assured them that I would turn the property
into a first-class office building, which I have. We didn’t sit down
at a table and fight. Instead, we put our cards on the table and
talked. We soon came to terms. All my preparation paid off, and
we struck a deal in which we all won.

PERSUASION

I believe that the key to striking a deal is persuasion, not power.
Persuasion is diplomacy at its best—the ability to convince people
to accept your ideas. You don’t want to force people to accept
your ideas. That’s a recipe for disaster. Instead, you want them
to think that the decision was theirs, which gives them a greater
sense of power and control. Your objective should be to make
your adversaries feel like they’re your partners, not your victims.
Present your ideas in a way that will not intimidate your adver-
saries or make them feel that they are being forced to surrender.
In successful negotiations, all parties should feel satisfied with
the outcome.

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