Let me be clear: if you’re not setting the anchor in a negotiation, you’re already behind. The first offer isn’t just about numbers or terms; it’s about control. CEOs who hesitate to anchor surrender the power to dictate how the game plays out. That’s unacceptable.
Here’s how you own the anchor and the deal:
Set the Stage, Your Way: The first offer defines the boundaries. It forces the other side to work within your frame. Without it, they set the tempo, and you’re left playing catch-up. That’s not negotiation—that’s submission.
Leverage Psychology to Your Advantage: Anchoring is psychological warfare. Studies in behavioural economics prove that people gravitate toward the first number they hear. The higher—or lower—you start, the more you skew their expectations. Use that science. Exploit their bias.
Show Unshakable Confidence: You don’t apologise for your anchor. You don’t justify it. You own it. Whether it’s a supplier negotiation or a high-stakes boardroom discussion, your tone says, “This is the deal—take it or leave it.” Trust me, they’ll take it.
Plan Your Next Move: Anchoring doesn’t mean rigidity. You’ve got to be smart. Bake flexibility into your terms so you can make small concessions later. Let them feel like they’re winning while you stay exactly where you need to be—inside your ZOPA.
Why It Matters?
Anchoring is the cornerstone of vendor negotiation, supplier negotiation, and every high-stakes conversation you’ll have as a CEO. You dictate the terms. You define the battlefield. And when you anchor first, you never fight on their ground.
Stop leaving money on the table. Start owning the room.
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