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TR U M P STR A TEGI ES FO R R E A L ESTA TE

agree with that bit of philosophy. However, it doesn’t mean
that an equal exchange is required, just that there be a quid
pro quo. There’s nothing that says your “quid” must have the
same value astheir“quo.” Embrace the concept but slant the
exchange in your favor. Others will be so enthralled by your
fairness that they forget to weigh the respective benefits of the
items exchanged.
• Everyone is influenced by the power of a simple solution. Somehow
“Let’s split the difference” seems only fair to most people.
Throw it out as a solution if it’s in your interest to do so, but if
it’s offered to you, don’t accept it if you think it’s not fair to
you. “Let’s discuss this later” is an easy way to avoid locking
horns over an issue where feelings run high.
• People appreciate a person who can say, “I made a mistake.” Suppose
you made an offer to purchase a building for $200,000 and the
offer was accepted. After further consideration, you told the
seller that the cost of needed repairs was much higher than you
thought and you wanted to reduce the purchase price by
$40,000 If the seller accuses you of bad faith and reneging on
your agreement just say, “I’m terribly sorry but I made an hon-
est mistake and you wouldn’t take advantage of that, would
you?” That admission may get you part or all of the $40,000
discount you asked for.
• Most people are stricken by the “deadline syndrome.” Just before
time runs out is the most effective time to win your objective.
When your opponent is facing a deadline such as, “I have to re-
port to my boss by 3 P.M.today” closing open issues happens
quickly after 2:45 P.M.Find out what the other party’s deadline
is, wait until the last minute to resolve key issues, then see the
favorable result you get.
• People want their “invested time” to pay off for them. I discussed
how the “invested time” principle works in Chapter 3. Donald

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