In multi-party negotiations, the first country to sign a deal gets the most favorable terms. Each subsequent deal is structured on a "higher stair," making it progressively less attractive. This creates intense pressure and FOMO, punishing those who wait and see, as demonstrated by India's costly delay.

Warner Bros. CEO David Zaslav employed a powerful negotiation tactic by not immediately responding to Paramount's offers. This silence compelled Paramount to repeatedly sweeten its own deal—increasing both the price per share and the percentage of cash—in an effort to secure a response, effectively negotiating against itself.

If a customer asks to push a signed deal past an agreed-upon deadline, don't say yes or no. Saying "I don't know if we can hold the price" creates productive uncertainty. This forces them to weigh the risk of losing their discount against the inconvenience of finding a way to sign on time, often leading them to solve the problem themselves.

Opponents with deep pockets can initiate lawsuits not necessarily to win, but to drain a target's financial resources and create immense stress. The astronomical cost and duration of the legal battle serve as the true penalty, forcing many to fold regardless of their case's merit.

In a negotiation standoff, demonstrating a credible, long-term willingness to walk away is the ultimate leverage. The artist played a 'six-year game of chicken' with his label. This extreme patience proved he wasn't bluffing, forcing the other side to concede and giving him control over his career.

Tylenol faced a crisis when political figures linked their product to autism. Instead of a major response, they issued a short press release and waited, correctly assuming the news cycle would move on. This "do nothing" approach, borrowed from military strategy, can be a valid option.

Instead of giving a definite 'yes' or 'no' when a customer asks to hold a price, create uncertainty by responding "I don't know." This avoids breaking trust while still motivating the customer to find a creative solution to meet the original deadline, as people are driven to resolve uncertainty.

In difficult discussions, choosing not to respond is a powerful tool. It serves as a boundary on yourself to prevent a reactive, unhelpful comment and is a conscious choice when you recognize a conversation is unproductive. It's about control, not passivity.

To elicit candid answers from fund managers, the most effective technique is not the question itself but the silence that follows. Resisting the psychological urge to fill the space forces the manager to sit with the question, often leading to less rehearsed and more truthful responses.