Chris Voss Negotiation Framework

Overview

Chris Voss, former FBI lead international kidnapping negotiator and author of "Never Split the Difference," developed negotiation techniques that apply powerfully to sales. These tactics use psychology and emotional intelligence to navigate difficult conversations and reach better outcomes.

When to Use

• Any negotiation (pricing, terms, conditions)
• Pricing discussions and discount requests
• Procurement involvement
• Difficult conversations or pushback
• When you need information the buyer is reluctant to share
• Contract negotiations
• Handling aggressive tactics

When NOT to Use

• Simple, straightforward transactions
• When relationship is purely transactional
• Buyer explicitly requests direct communication style

Core Techniques

1. Tactical Empathy

Definition: Influencing emotions by understanding and vocalizing them—WITHOUT necessarily agreeing

Template:

"It sounds like you're under pressure to show cost savings this quarter."

Key: Use "It sounds like..." or "It seems like..." (NOT "I understand" or "You feel")

Starting with "It" makes it less confrontational and gives them space to correct you if wrong.

Examples:

"It seems like you're worried about implementation disruption." "It sounds like your team has been burned by vendors before." "It looks like budget approval is more complicated than expected."

2. Mirroring

Definition: Repeat the last 1-3 critical words with upward inflection to encourage elaboration

Technique:

• Prospect: "This is too expensive."
• You: "Too expensive?" [upward inflection, then silence]
• Prospect: [Elaborates on what they mean]

Why It Works: Makes people want to explain and clarify

Examples:

• Prospect: "We need a 20% discount."

• You: "Twenty percent?" [pause]

• Prospect: "We need better terms."

• You: "Better terms?" [pause]

3. Labeling Emotions

Definition: Name the emotion you're observing to defuse it or validate it

Template:

"It sounds like [emotion]..." "It seems like [concern]..."

Examples:

"It sounds like you're frustrated with your current vendor." "It seems like you're worried about getting executive buy-in." "It looks like you're skeptical about our implementation timeline."

After Labeling: PAUSE. Let them respond.

4. Calibrated Questions

Definition: Open-ended questions using "How" and "What" (NOT "Why") that can't be answered with yes/no

Purpose:

• Uncover information
• Give them control while guiding conversation
• Make them solve the problem

"Mother of All Calibrated Questions":

"How am I supposed to do that?"

Use when they make unreasonable request (instead of saying "No").

Other Calibrated Questions:

"What about this doesn't work for you?" "How would you like me to proceed?" "What makes this important to you?" "How does this affect your situation?" "What concerns you most about this?"

DON'T Use "Why": Feels accusatory

5. Accusation Audit

Definition: Proactively name all negative perceptions they might have BEFORE they become objections

When: Start of difficult conversations, especially pricing

Template:

"You're probably thinking we're overpriced compared to competitors..." "You might be concerned that we're just another vendor trying to maximize our deal size..." "I'm sure you're worried about..."

Example Accusation Audit for Pricing:

"Before we discuss pricing, let me address what you're probably thinking: You're likely concerned we're more expensive than alternatives. You might be worried we'll pressure you into a bigger commitment than you're ready for. You may think we're just another vendor trying to maximize our revenue. And you're probably skeptical that our premium price is actually worth it. Fair?"

Why It Works: Defuses objections before they're raised; shows you understand their perspective

6. "That's Right" vs. "You're Right"

Goal: Aim for "That's right" (signal of genuine agreement)

Avoid: "You're right" (often means "I want to end this conversation")

How to Get "That's Right":

• Summarize their position accurately
• Use tactical empathy and labeling
• Show you truly understand

Example:

You: "So if I'm hearing you correctly, you're concerned that the implementation will disrupt current operations, your team is already stretched thin, and you need to see ROI within 6 months to justify the investment. Is that right?" Them: "That's right." ← This is the goal

7. Late-Night FM DJ Voice

Definition: Slow, calm, downward-inflecting voice that signals confidence and calm

Technique:

• Speak 30% slower than normal
• Use downward inflection (not upward questioning tone)
• Project calm confidence

When to Use:

• Delivering difficult messages
• Discussing price
• Responding to aggressive tactics

8. Ackerman Bargaining Model

Definition: Structured approach for when you're being negotiated down on price

The 6-Step Process:

1. Set target price (your goal)
2. First offer: Start at target price
3. First concession: Move to 65% of the gap they're asking you to close
4. Second concession: Move to 85% of gap
5. Third concession: Move to 95% of gap
6. Final offer: 100% of gap with PRECISE number + non-monetary item

Example:

• Your price: $100K
• They want: $75K (asking you to come down $25K)
• Gap: $25K

Steps:

1. Hold at $100K initially
2. First concession: $100K - ($25K × 0.35) = $91,250
3. Second concession: $100K - ($25K × 0.15) = $96,250
4. Final offer: $100K - ($25K × 0.05) = $98,735 (precise number) + "We'll include premium support for first 90 days"

Key Principles:

• Use precise numbers ($98,735 not $99K) - appears more researched
• Add non-monetary item at end
• Empathetic "no's" between offers: "I'm sorry, that just doesn't work for me"
• Make THEM counter before you move

Talk Tracks

Using Tactical Empathy

"It sounds like you're under pressure to deliver cost savings this quarter. That must be stressful, especially with budget scrutiny from the CFO. It seems like you need to show clear ROI quickly to justify this investment."

Using Mirroring

• Prospect: "We need a discount."
• You: "A discount?" [pause, let them elaborate]
• Prospect: "Yes, we're comparing three vendors and need to justify the price difference."
• You: "Price difference?" [pause]

Using Calibrated Questions

"What about this pricing doesn't work for your budget?" "How would you like me to proceed given those constraints?" "What would need to be true for this to work for you?"

When they ask for discount:

"How am I supposed to do that?" [genuine curiosity, not confrontational]

Using Accusation Audit

"Before we talk pricing, let me address the elephant in the room: You're probably thinking we're overpriced. You might be concerned we're going to push you into a longer contract than you want. You may be worried about hidden fees. And you're likely skeptical that we're actually worth the premium. Am I close?"

Getting "That's Right"

"Let me make sure I understand: You love the solution, but you're concerned about the price relative to budget, you need your CFO's approval which requires clear ROI, and you're worried about implementation disrupting Q4 operations. Is that accurate?" Them: "That's right."

Responding to Aggressive Price Request

Instead of "No, we can't do that":

"I appreciate you being direct about price. Help me understand—what about this number doesn't work for you?" [Calibrated Question]

or

"How am I supposed to do that?" [Mother of All Calibrated Questions]

Then listen, mirror, and explore.

Integration with Other Skills

• laer-framework: Voss techniques enhance LAER (Tactical Empathy in Acknowledge, Calibrated Questions in Explore)
• procurement-tactics: Use Voss when facing procurement hardball
• objection-scripts: Add Voss techniques to objection responses
• mutual-action-plan: Use Calibrated Questions to get commitment ("What needs to happen for us to close by [date]?")

Quick Reference

Voss Techniques Summary

Technique	Example	When to Use
Tactical Empathy	"It sounds like you're under pressure..."	Build trust, understand emotions
Mirroring	"Too expensive?" [pause]	Encourage elaboration
Labeling	"It seems like you're concerned about..."	Name emotions to defuse
Calibrated Questions	"How am I supposed to do that?"	Uncover info, give them control
Accusation Audit	"You're probably thinking we're overpriced..."	Preempt objections
"That's Right"	Summarize accurately → They say "That's right"	Confirm understanding
FM DJ Voice	Slow, calm, downward inflection	Difficult conversations
Ackerman Model	65% → 85% → 95% → 100% with precise #	Price negotiations

Calibrated Question Stems

• "What about this..."
• "How am I supposed to..."
• "How does this affect..."
• "What makes this..."
• "What concerns you about..."

Avoiding "Why"

❌ "Why do you think that?" ✅ "What makes you think that?"

❌ "Why is that a concern?" ✅ "What concerns you about that?"

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Remember: These aren't manipulation tactics—they're tools for understanding, influence, and collaboration. Use them ethically to create better outcomes for both parties.