Chris Voss negotiation framework including Tactical Empathy, Mirroring, Calibrated Questions, Accusation Audit, and Ackerman Bargaining Model. Techniques from former FBI lead international kidnapping negotiator applied to sales. Use for any negotiation, pricing discussions, handling procurement, and navigating difficult conversations. Psychological principles influence emotions without necessarily agreeing.
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.
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."
Definition: Repeat the last 1-3 critical words with upward inflection to encourage elaboration
Technique:
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]
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.
Definition: Open-ended questions using "How" and "What" (NOT "Why") that can't be answered with yes/no
Purpose:
"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
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
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":
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
Definition: Slow, calm, downward-inflecting voice that signals confidence and calm
Technique:
When to Use:
Definition: Structured approach for when you're being negotiated down on price
The 6-Step Process:
Example:
Steps:
Key Principles:
"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."
"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]
"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?"
"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."
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.
| 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 |
❌ "Why do you think that?" ✅ "What makes you think that?"
❌ "Why is that a concern?" ✅ "What concerns you about that?"
Remember: These aren't manipulation tactics—they're tools for understanding, influence, and collaboration. Use them ethically to create better outcomes for both parties.