How to Handle 7 Types of Hardball Negotiation Tactics, so You Can Earn More and Spend Less

28:53Mike, let's hear him out. Tom, why don't you walk us through your thinking on the pricing structure? Yeah, of course. The pricing reflects the comprehensive nature of the service we're offering. We're not just providing a product, but ongoing support and customization. That's all well and good, but it's still overpriced. Our budget can't accommodate this. Tom, is there any flexibility in the pricing? Maybe if we adjusted the scope slightly. I am certainly open to discussing adjustments. What specific areas of the scope did you have in mind? Okay, this is ridiculous. We're just wasting our time here.

29:25Mike, please. Tom is trying to work with us. I apologize for the tension, Tom. We're all trying to find the best solution here. Perhaps we could focus on the areas where there might be some flexibility. I appreciate that, Sarah. Perhaps we could start by prioritizing your needs and see where we can make adjustments? Our needs are simple. We need it done right, done fast, and done cheap. Can you do it or not? What my colleague means is that we have certain constraints. But Tom, I believe if we work together, we can find a middle ground. Yeah, I'm committed to finding the middle ground. Shall we go through each element of the proposal and see where we can make changes?

30:01Okay, this is going nowhere. I'm out of here. Mike, please. Tom, I hate to say it, but Mike has a point. We really need to see some significant changes to make this work. Yeah, I understand. I'm willing to be flexible. What specific areas are most concerning to you both? Well, the pricing is a major issue. And while I appreciate the comprehensive service you're offering, Mike is right that our timeline is much tighter than what you've proposed. Finally, someone's talking sense. Look, Tom, we've got other options. Either you can make this work for us or we'll find someone who will. What Mike means is that we're under a lot of pressure to get this project moving.

30:41Is there any way you could revise your proposal to address these concerns? Okay, I see. I certainly want to make this work. Perhaps we could look at scaling back some of the additional services to bring down the cost and the timeline. Scaling back? That's your solution? It's a start, Mike. Tom, we really need to see some dramatic changes here. Our budget and timeline are pretty much set in stone. Can you work within those constraints? I, um, I'll need to know exactly what those constraints are. Can you share those details with me? Now we're getting somewhere. Sarah, show him the numbers. All right, Tom.

31:17Here's what we're working with. It's significantly different from your proposal, but if you can make it work, we have the authority to sign off on this today. Welcome back. Now, here's what Tom did well. First, Tom remained calm and professional despite Mike's aggressive approach. Second, Tom addressed both Sarah and Mike equally. He didn't allow them to divide his attention. Third, Tom consistently brought the conversation back to the specifics of his proposal. And fourth, he was willing to make adjustments while also standing firm on his expertise and his value. So the key here is to recognize the tactic for what it is and not get pulled into the dynamic.

32:03Stay focused on substance. And here's your countermeasures checklist. The acronym is PAIR, P-A-I-R. If you encounter the good cop, bad cop routine, your job is to pair, because you're dealing with a pair of people, your job is to also pair up. So P, perceive the dynamic, meaning recognize the tactic. A, address both parties equally. Don't take sides. Think of them as a single entity. I, interests first, meaning focus on substantive issues. And R, request a single point of contact. Pair, P-A-I-R, perceive the dynamic, address both parties equally, interests first, request a single point of contact.

32:49Okay, we're going to take a break to hear a word from the sponsors who make this show possible. And when we return, we're going to talk about a scenario that happens a lot at real estate showings. And it's the scenario of information overload.

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35:56Welcome back. All right, the fourth scenario is information overload. This is also sometimes called a snowstorm. And this is a tactic when one party floods the other with excessive information, data, or options. This tactic is challenging because it can be overwhelming and confusing. It may hide important details among less relevant information, burying important details while still technically disclosing it. And it can waste time and energy, potentially leading to decision fatigue. Information overload takes advantage of our limited cognitive processing ability. Our brains can only handle so much information at once, and when we're overwhelmed, we tend to either shut down or grasp at simple solutions.

36:45This tactic can lead to decision fatigue, where our ability to make good choices diminishes, which could potentially cause us to accept unfavorable terms just to end the overwhelming situation. So a few strategies if you encounter this. Number one, stay focused. Don't let the flood of information distract you from what matters. Be crystal clear about your key priorities. Number two, ask for summaries. Request concise summaries of key points. Number three, take breaks. Number four, prioritize information. Ask the other party to prioritize the most crucial pieces of information. Number five, and this is really, I'm going to star this one.

37:28This is very important. Set an agenda and set time limits. You need to structure the discussion in order to focus on the most important topics. Number six, if the information is highly technical, bring in experts who can help you navigate it. This is important when you're dealing with anybody selling you a financial product. And number seven, request key documents and data in advance of the meeting so that you can review it in anticipation of the meeting that you're going to have. Let's listen to a fictional scenario in which Emma, an IT manager, deals with Alex, a salesperson who's using the information overload tactic.

38:10Emma, I'm excited to show you our comprehensive software solution. Let's start with our 200-page technical manual. Oh, that's quite extensive. It sure is. Now let me walk you through each feature. We have 147 unique functions, each with its own set of subfeatures. For instance, our data processing module has 23 different algorithms. Could we maybe focus on the key features? Of course, but they're all key features. Let's look at our compatibility chart. We integrate with 89 different systems. Here's a breakdown of each of the integration points. That's a lot to take in. Don't worry, I have a 50-slide presentation that simplifies it all.

38:54Oh, and here's our pricing structure with 12 different tiers and 37 add-on options. Each option has its own ROI calculation. Okay, I'm feeling a bit overwhelmed here. Perfectly normal. That's why I prepared a 30-page summary report. It only covers the basics, but it should help. Now let's dive into our implementation process. It has 78 steps, each with its own timeline and resource allocation. Alex, I appreciate your thoroughness, but let's pause for a moment. Of course. I have a 15-page document on effective meeting pauses if you would like to... Okay, that won't be necessary. Here's what I need.

39:35Can you provide me with a one-page summary of your top three features that specifically address our company's main pain points? I'll give you 30 minutes to put that together. In the meantime, I'd like to see your base pricing structure. Just the essentials, no add-ons. But our pricing is really designed to be… I understand. But I need to see the base pricing to even consider moving forward. Can you provide that? Yes, I can do that. Great. Great. When we reconvene, we'll discuss those top three features and the base pricing. If that aligns with our needs and budget, we can then delve into more specifics.

40:14Does that work for you? I... yes, that works. 30 minutes later. Thanks, Alex. This summary is exactly what I needed. Now, let's discuss how these features align with our goals and what the implementation timeline would look like. Based on your specific needs, I think we could streamline the implementation to just 15 key steps. Perfect. Now we're getting somewhere. All right. Emma did a great job of cutting through the snowstorm of information. First, she recognized the tactic and she immediately redirected the conversation. Second, she clearly stated her needs and she set specific parameters. Third, she took control of the meeting by setting a time limit and setting clear expectations.

41:04And fourth, she focused on only the key essential information that she needed in order to make a decision. So if you are facing this tactic, then here's your countermeasures checklist to the acronym is FILTER, F-I-L-T-E-R, FILTER. F, focus on key objectives. I, insist on summaries. L, limit the scope of the discussion. T, take breaks when needed. E, turn to experts. And R, request prep time, filter. When you are presented with information overload, you want to filter. The next scenario is the opposite of what we just dealt with, information withholding. Information withholding is a tactic where one party intentionally fails to disclose important information that could influence the negotiation.

41:58And this tactic is challenging because it leads to information asymmetry. It puts you at a disadvantage because of the fact that you're in the dark about key pieces of information that would sway your decision. And that can lead to poor decision making because you have incomplete information. And it also erodes trust in the negotiation process. Information withholding exploits our discomfort with uncertainty, and it exploits a very, very natural human tendency to fill in any gaps in knowledge with assumptions. When we are faced with incomplete information, we often create narratives in order to make sense of the situation.

42:40But those narratives, which we might not even consciously recognize that we're creating, those narratives may or may not be accurate. it. This tactic also plays on our fear of the unknown, which can pressure us into making decisions based on limited data. So if you're facing information overload, here are a few things that you can do. First, ask for specific information. Ask direct questions for specific information. Second, do your homework, research independently as much as possible. Third, Third, use conditional agreements. You want to make any agreement conditional upon receiving and verifying key information.

43:19This is, I can tell you from real estate, very, very, very important because a lot of times agents will not give you information even if you ask for it over and over and over. And so you want to make conditional agreements and they're going to scare you and say you're going to lose the deal, which plays on that fear of FOMO. Conditional agreements. That's the third strategy for dealing with this. Fourth, identify information gaps. You need to know, be clear about what information you're missing and why it matters. Five, be willing to walk away. Don't give in to the FOMO. If crucial information is being withheld, be prepared to exit.

43:55Six, seek third-party verification. You want to get any information verified by an independent source. And seven, use protection clauses. So you want to include clauses in any agreement that protect you if undisclosed information comes to light later. Let's listen to another fictional scenario. Again, we're going to give these characters the names of Emma and Alex. So in this scenario, Emma is trying to buy a used car from Alex, but Alex is withholding important information.

44:34Hi, I'm interested in this sedan. Can you tell me about its history? Oh, it's a great car. Very popular model. What would you like to know about it specifically? Well, has it been in any accidents? We thoroughly inspect all of our vehicles. Is there a particular area that you're concerned about? That doesn't really answer my question. What about the mileage? The mileage is consistent with a car that age, hon. More importantly, have you considered its fuel efficiency? I'd still like to know the actual mileage. And what about maintenance records? Our certified mechanics ensure all of our cars that they are in top condition.

45:21Would you like to take her for a test drive? Okay, before that, I'd really like some specific information. How many owners has it had? Our customers value their privacy, so we don't disclose that information. But I can assure you, she's been well cared for. Okay, what about the Kelley Blue Book value? Market values fluctuate constantly. We price our cars competitively based on current market conditions. Now what color are you thinking of? I'm more concerned about the car's condition and history right now. I understand. Rest assured, we only sell quality vehicles. Now, let me tell you about our fantastic financing options.

46:07Look, Alex, I appreciate you trying to help, but I need some specific information before we can move forward. I understand, but as I said... Let me be clear. I'm interested in this car, but I won't make a purchase without full transparency. So here's what I need to know. I need the exact mileage, a comprehensive vehicle history report, and the maintenance records. Without this information, I'll have to take my business elsewhere. Well - I'm happy to wait while you gather this information. In fact, why don't you take about 15 minutes to collect these details? I'll wait here. I'm not sure if I can - Alex, any reputable dealership should have this information readily available.

46:47If you can provide this, we can move forward. If not, I'll understand, but I'll need to look at other options. What would you prefer? Okay, give me a few minutes, okay? 15 minutes later. All right, here's the information you requested, Emma. Thank you, Alex. I appreciate your cooperation. Now that I have this, I can see the car has relatively low mileage and has been well-maintained. This definitely increases my interest. So let's discuss the price, keeping in mind the Kelley Blue Book value, which I've already researched. Well, I'm glad you're interested. Given the car's condition, we're only asking...

47:27Before you quote a price, I want you to know that I've researched comparable sales in the area. Based on that and the information that you've provided, I'm prepared to make an offer. Shall we discuss? Emma handled this situation very, very well. She persistently asked for specific information. She did not allow Alex to deflect. She very clearly communicated what she needed to know before she was willing to move forward. She gave Alex a specific time frame to gather that information, and she was willing to walk away. So the takeaway is if you face someone who's doing this, be clear about what you need and why you need it and when you need it and be prepared to walk away if that transparency isn't provided.

48:13And your countermeasures checklist, the acronym is GUESS, G-U-E-S-S. So the G is gather information independently, which is do your own research. The U is understand your must-haves, what do you need to know. The E is explicitly ask for specifics. The first S is seek third-party verification. And the second S is set conditions for agreement. If somebody is withholding information, guess. Well, actually don't guess, but you know, the acronym for how you countermeasure that is guess. We're going to take one final break, last ad break of the show to hear from the sponsors who give us the ability to bring you this information.

49:01And when we come back, we're going to walk through the last two challenging tactics that you'll face. one of which is fake outs and the other one is nibbling that's coming up right after this

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50:26Welcome back. The sixth scenario is fake outs. Now a fake out in negotiation is a deceptive tactic in which one party pretends to care deeply about a particular issue in order to gain leverage on another one. Now this tactic is challenging because you are being misled about the other party's true priorities. This might cause you to make unnecessary concessions and it can create a false sense of progress in the negotiation. Fake-outs take advantage of many of our cognitive biases, in particular, the anchoring effect and the reciprocity norm. By strongly emphasizing one particular issue, the counterparty sets an anchor that influences what we think their priorities are.

51:18And when they later concede on this quote-unquote important issue, this issue that they're pretending is important, we feel compelled to reciprocate because we think that they just gave ground on a truly important matter. So we have bought into the anchor, the framework and the anchor that they have set. And then when they demonstrate that they've moved it, we then feel a sense of duty or obligation, reciprocity to move in kind. So here are a couple of strategies on how to handle fake outs. First, stay focused on what's important to you rather than what's important to the other party. I intro every episode with the idea that we can afford anything but not everything.

52:06And that's true for every limited resource, time, money, focus, energy. And so the key question is what matters most to you? And being deeply, deeply grounded in that, being anchored in that is the key to a lot of good decision making. So that's the top strategy, not just for how to handle fake outs, but really for living a good life. Number two, ask probing questions. You want to understand not what is important, but why, why is a given issue important to another party? Number three, look for inconsistencies. So as you're discussing a given issue with another party, Pay attention to any contradictions within their stated priorities.

52:54And number four, don't rush to make concessions because you want to give yourself the benefit of time so that you can consider the implications of any tradeoffs. Number five, consider the whole package. Evaluate how each element fits into the overall big picture agreement. And number six, be prepared to call their bluff, because if you suspect a fake-out, you need to be willing to concede on the quote-unquote important issue and see how they react. Let's hear a scenario in which Tom, a job candidate, is negotiating with Sarah, a hiring manager, and Tom employs a fake-out tactic during his salary negotiations.

53:41Tom, we're excited about the possibility of you joining our team. Let's discuss the details of the offer. Great. I'm really looking forward to it. We're offering a salary of$85 ,000 per year with our standard benefits package. How does that sound? Thank you, Sarah. The salary, it's in the ballpark, but I'm really concerned about the vacation policy. Two weeks seems a bit limited. I see. Unfortunately, that's our standard policy for new employees. I understand, but in my current role, I have four weeks of vacation, and it's something that I really value for work-life balance. In fact, it's one of the main reasons that I've stayed at my current job despite having other offers.

54:24That's quite a bit more than we typically offer. We might be able to go up to three weeks, but four would be unprecedented for a new hire. I really do appreciate you considering it. The vacation time is really important to me. It allows me to recharge and come back to work being even more productive. Is there any way that we can make four weeks work? Tom, I understand your position, but four weeks for a new hire is really pushing it. Let's discuss other aspects of the offer. Perhaps we can find some middle ground elsewhere. All right, I'm willing to hear you out. What else can you offer? Well, we have a comprehensive health insurance plan, a 401k with a 3 % match, and opportunities for professional development.

55:09Those are good benefits. However, I've got to be honest, the salary is lower than I was hoping for. Given my experience and the value that I could bring to the role, I was expecting something closer to$100 ,000. Oh, that's a significant jump, Tom. We might have some wiggle room, but$100 ,000 is beyond our budget for this position. I understand it's a big ask. What if we could find a middle ground, say like$95 ,000? That's still quite high. The most we could probably do is$88 ,000. I see. Well, okay, I really want to make this work. What if we did this? I'll accept the$88 ,000 salary if we keep the vacation at two weeks as you initially offered.

56:00And I realize now that the salary is really probably more important to me in the long run. Oh, well, that's certainly something we could work with. You'd be willing to stick with the standard two weeks of vacation? Yes. If we can meet at$88 ,000, I think we have a fair trade-off. The increased salary will be more beneficial for me overall. All right, Tom, I think we have a deal. $88 ,000 with our standard two weeks of vacation. Actually, Sarah, since I'm making such a big concession on vacation time, which, as I mentioned, was really important to me, I was hoping that we could sweeten the deal a little bit.

56:39Could we bump the salary to$90 ,000 or perhaps offer a signing bonus? We typically don't offer siding bonuses, but given your flexibility on the vacation policy, I might be able to get approval for$90 ,000. That sounds great, Sarah. And since we're both being flexible here, is there any chance that we could include an extra week of vacation after my first year? That would really help me feel good about this transition. You drive a hard bargain, Tom, but yes, I think we could make that work. So to summarize, a$90 ,000 salary, two weeks vacation to start, bumping up to three weeks after your first year.

57:21Does that work for you? That sounds perfect, Sarah. I'm excited to join the team.

57:29Tom used the fake-out tactic effectively. In this scenario, Tom won the game. He initially emphasized vacation time in order to make salary seem less important. He then quote unquote conceded on vacation time to gain leverage in his salary negotiation. And then he used the momentum from this concession to ask for additional benefits. This is an example where someone used a fake out, a job candidate used a fake out and got a better compensation package as a result. Now, what could Sarah have done differently? Well, first, Sarah could have kept a more comprehensive view of the entire compensation package throughout the negotiation.

58:15In this example that you just heard, Sarah lost sight of the overall picture because she hyper-focused too much on individual elements like vacation time. Sarah also could have probed deeper. when Tom emphasized vacation time, she could have asked more probing questions to understand why this was so important to him, because that might have revealed his true priorities. She also could have established more clear parameters for the negotiation up front, including which aspects of the offer were flexible and which weren't. She was a little fuzzy on that one. She could have used silence strategically because noticed that Tom suddenly shifted from vacation time to salary.

58:59And Sarah could have used silence as a tool to make Tom elaborate further, but she didn't. Sarah also made too many small concessions, one after the other after the other. Like she could have bundled her responses. She could have said, hey, if we agree on the salary, then here's what we can offer in terms of vacation title and other benefits. Sarah also failed to use reciprocity. Every time that Tom asked for a concession, Sarah could have asked for something in return, which would have made it a more balanced negotiation. Sarah also could have regularly summarized the current state of the offer, making it clear at that big picture 30 ,000 foot view level how each change affected the overall package.

59:39So those are things she could have done differently in order to handle the fake out. But I wanted to give you an example of a time when a fake out works, and particularly in this example, when it works in favor of a job candidate. So here's your countermeasures checklist. If you are in the wild and you encounter somebody who is employing this tactic on you and you don't want to be like Sarah, you want to do a better job than her, stay aware. The acronym is AWARE. A is for assess your own priorities. W is watch for inconsistencies. A is ask probing questions. R is resist rushed concessions. And E is evaluate the whole package.

1:00:23aware. That's your countermeasures checklist, your countermeasures acronym. And with that, we move to the seventh and final scenario of today's episode. This one is called nibbling. So nibbling is a tactic where one party asks for a series of small concessions after the main agreement seems to have already been reached. In other words, you make an agreement and then the next party asks for just a little more and just a little more after the agreement's already been reached. There's still the if-you-give-a-mouse-a-cookie effect going on. So what's challenging about this tactic is that each individual request seems small and harmless.

1:01:04But in aggregate, those individual requests can significantly alter the deal. A lot of times this happens when you're feeling a sense of relief because you think that you've already reached an agreement, so you've let your guard down. This is the tactic that's employed after you've let your guard down. Nibbling capitalizes on our tendency to view small requests as insignificant, and it also capitalizes on our desire to be cooperative once we feel like we've reached an agreement with someone. It also exploits the sunk cost fallacy because after we've already invested time and energy into reaching a deal, we're reluctant to jeopardize that deal over what seem like a few minor additional requests.

1:01:53And on top of that, saying yes can sometimes create psychological momentum, which makes every subsequent yes easier and easier. You get in the habit of saying yes to small things, so you keep saying yes to small things. So if you become aware that the other party is nibbling, here are a few things you can do. First, anticipate it. be prepared for additional requests even after you think you've reached an agreement. Second, set very clear boundaries about what is on and off the table. Third, ask for reciprocity. Every time they want an additional concession, ask for something in return. Fourth, bundle your responses.

1:02:34So if they ask for multiple small things, address them together in one bundle rather than one by one. Also summarize the agreement, same as within the fake out, summarize everything, and be willing to reopen stuff that you've already agreed on. If significant nibbles accumulate, you need to be willing to revisit the entire agreement and reopen things that you had already agreed on and learn to say no. You've already reached an agreement in theory, so it's okay to firmly but politely refuse any additional concessions. So, let's take a look at another scenario, again between Tom and Sarah, in which, this time, Tom uses the nibbling tactic.

1:03:21We continue from where Sarah agrees to a$90 ,000 salary and three weeks vacation after the first year. That sounds great, Sarah. I really appreciate your flexibility. I think we're really very close to a deal here. Excellent. I'm glad we could come to an agreement. Just a couple of small things before we wrap up. Given the responsibilities of the role, would it be possible to adjust my title to senior instead of just manager? Hmm. I suppose we could do that. It doesn't change the role itself, so I don't see why not. Perfect. Thank you. Thank you. Oh, I forgot to ask. Is there a mobile phone allowance?

1:04:00I'm going to be doing a lot of work on the go. We don't typically offer that, but I can check with HR. We might be able to provide a small monthly stipend. That would be fantastic. Okay, one last thing. I'm really keen on professional development. Could we include a guaranteed annual budget for conferences or courses? Well, we do support professional development. I guess we could put in writing a specific amount. What did you have in mind? Oh, nothing too extravagant. Maybe$2 ,000 a year. That would cover a conference and maybe an online course. All right. I think we could manage that. Wonderful.

1:04:39Just to confirm then, we're at$90 ,000 salary, title of senior manager, three weeks vacation after the first year, a mobile phone stipend, and$2 ,000 for annual professional development expense. Did I miss anything? No, that covers everything we've discussed. Excellent. I'm thrilled that we could come to an agreement. I'm really looking forward to joining the team. This is going to be great. We're excited to have you, Tom. I'll have HR draw up the offer letter with all these details. Once again, Tom's use of the nibbling tactic was really effective. He waited until the main terms were agreed upon before he asked for small additional concessions.

1:05:24He spaced out all of his requests, making each one seem pretty minor in isolation. And he framed each request as a small, small addition to an already agreed upon deal. Okay, so what could Sarah have done differently? Well, first, Sarah could have used a parking lot strategy. So every time Tom brought up a new item, Sarah could have suggested putting them in a quote-unquote parking lot for future discussion rather than addressing them immediately. This is verbiage that helps you bundle. Oh, cool, let's table that or let's park that. And that way you can bundle it all at once. Sarah also could have been willing to reopen the entire negotiation because that would make Tom more cautious about making additional requests.

1:06:15Sarah also could have introduced a deadline for finalizing the agreement. She could have recognized the tactic and addressed it directly. She could have kept the end goal in mind, you know, evaluating whether or not those changes really aligned with the company's goals and with the role's requirement. And she could have documented each stage of the agreement, which would have made it more clear when new requests were going beyond what was initially agreed upon. So if you are faced with this scenario and you want to do a better job than Sarah did, then here's your countermeasures checklist. The acronym is Boundaries.

1:06:55B, be prepared for last minute requests. O, outline all terms clearly up front. U, understand the cumulative impact. N, negotiate reciprocal concessions, meaning every time they ask for something, you ask for something back. D, don't rush to agreement. A, address multiple small requests together, that parking lot strategy. R, reopen the full negotiation if necessary. And S, say no, firmly but politely. So the acronym Boundaries, that's your countermeasures checklist. Those are seven really challenging negotiation situations, each of which has its own complexities. and if there are any common key takeaways across all of these scenarios, it's recognize the tactics being used against you, practice, practice, practice, and that comes from practice sessions.

1:07:52It comes from scrimmages because that will get you used to the situation so that you aren't facing it the first time in real life. You've been through the practice rounds before. Also, be crystal clear about what's important to you and on the value that you bring to the table. And be ready, be practiced and ready about how to counter each strategy that you recognize. Negotiating successfully is not about, quote unquote, winning. It's about finding mutually beneficial solutions. So really enacting that reciprocity. And when you can recognize challenging situations that come up, like the seven that we just outlined, and you know how to navigate them and you're practiced at how to navigate them, you will be so much more better equipped to handle whatever comes your way in your next negotiation.

1:08:50Whether you are buying a car or buying a home or accepting a job offer or asking for a raise. These are the big ticket moments that can change your financial trajectory to the tune of thousands, tens of thousands, or with compounding hundreds of thousands of dollars. So be aware of what's happening around you. Be firm in what you stand for and practice. That's today's episode. I hope you enjoyed it. I hope you got value from it. if you did get value from it, then there's a website that I want to invite you to check out. It's affordanything.com slash yournextraise. This is the website where we talk about the beta cohort, also known as the founders cohort, for our course that's currently in development, which is called Your Next Raise.

1:09:47This week and this week only, September 23rd through 27th, 2024, we are opening enrollment to beta testers who want to be part of that initial beta cohort, that founder's cohort of your next raise. This is a course on how to negotiate generally with an emphasis, as the name implies, on how to get a raise, but the underlying principles will help you with any type of negotiation, whether it's a freelance contract or lowering your utility bills. You can learn all about it by going to affordanything.com slash yournextraise. And again, the beta cohort enrollment is open this week only, September 23rd through 27th, 2024.

1:10:34After Friday, September 27, we are closing our doors to the first beta cohort. We're going to go through the course with that beta cohort, the founders cohort. Everyone in that cohort is going to see the first draft of what we've created. And after looking at that first draft, watching the videos, going through our initial practice runs, we're going to gather lots of feedback from this founders cohort and implement that feedback in our revisions of the course. And then we will take a few months to incorporate all of those revisions into what we're creating. And in December of 2024, we're going to open up the cohort to a second beta round.

1:11:17That second beta round, we'll see the second draft. They'll give us feedback. We'll incorporate that into a new set of revisions. And then in early 2025, we then will launch it as a full alpha course. That's the timeline. That's the trajectory. If you are interested in seeing that first draft and helping us polish it and being one of the founders cohort members who helped shape the course, we would love to have you on board. So again, the website is affordanything.com slash your next raise. Affordanything.com slash your next raise. Available now through Friday, September 27. Thank you so much for tuning in.

1:12:04My name is Paula Pamp. This is the Afford Anything podcast. And if you enjoyed today's episode, please go to affordanything.com slash your next raise. I'm so thrilled that you are part of this community and I will meet you in the next episode.