| Entering international negotiations with the right | | | | Quiet Unassuming Confidence |
| mindset, or attitude, is almost as important as | | | | A short definition of how a person with a good |
| being thoroughly prepared. | | | | international mindset appears to others is: |
| Sales people new to international negotiations | | | | - Quiet unassuming confidence. |
| often have the wrong definition for the right | | | | Assume your position without infringing of the |
| international mindset needed. They tend to | | | | boundaries of the others. But do it with quiet |
| identify the right mindset more with a superficial | | | | confidence. |
| way of presenting themselves. | | | | When you turn yourself within towards the other |
| The Personal Reorientation Within | | | | culture it does not mean giving up any of your |
| The right mindset involves a change on a deeper, | | | | dislikes or prejudices. It means having the |
| more personal level. It means | | | | confidence to assume who you are and also to |
| - Opening yourself up to become keenly aware of | | | | open yourself up to greet someone different on |
| the other person. | | | | neutral territory. |
| - And keeping your negative filters undercover. | | | | Successful International Negotiations |
| As you become aware of that other person, | | | | The key to succeed in developing the right |
| - Do not remain in your own believe system. | | | | international mindset is to: |
| - Do not start comparing your standards or habits | | | | - Do the changes in adjusting your own personal |
| against the other persons | | | | outlook, and |
| - Do not start checking off your differences. | | | | - Assume a quiet confidence of your own position |
| Turn yourself towards the other person: | | | | in your negotiations. |
| - Totally at ease with yourself | | | | The right mindset is important in creating |
| - Open to a new experience | | | | credibility and in creating smoother cross cultural |
| - And try to meet him somewhere along the path | | | | communications. The smoother your |
| between your two mindsets. | | | | communication the easier it is to appear |
| This is not about giving up any of your core | | | | professional in your international negotiations. The |
| values or beliefs or likes or dislikes. It is about | | | | more professional you appear the more credibility |
| putting them aside and giving your full attention to | | | | you have. |
| the other person without any negative filters. | | | | Good preparation is the key to good international |
| Recognizing The Personal Exercise | | | | sales negotiation practices. But if you enter |
| Developing the right mindset is a very personal | | | | international negotiations without the right mindset, |
| exercise. It can be hard to describe. And yet it is | | | | you will not get as much out of it as possible. |
| easy to recognize people who do have an | | | | The right international mindset is often only |
| international mindset. | | | | acquired naturally through exposure to a wide |
| It is also blatantly obvious when someone thinks | | | | variety of cross cultural communication situations. |
| he has mastered international communications... | | | | If you are new to international negotiations, follow |
| and hasn't. This is often happens because the | | | | these processes and you will speed up your |
| person has kept his prejudices. He may not have | | | | development of an international mindset |
| had enough international exposure to need to | | | | dramatically. |
| readjust himself from within. | | | | |