Introduction

Key Thoughts:*

• The word negotiating stems from the Latin word for business = negotium
• For the word princes exchange CEO
• Our modern management fashions are only rediscoveries of old wisdom.

Quote

“Three hundred years ago it was actions and interactions of states that occupied people of ambition. Today it is the new corporate states that dominate our world, some of them larger in terms of income and output than many a nation.”
“Three hundred years ago the only organizations that mattered were armies and courts and churches while princes, generals and cardinals were the only managers.”

Key Factor: Emotional Intelligence

**Callieres advice – first be a master of one ‘s own emotions before attempting to deal with others, anticipates the three hundred years the current enthusiasm for what we now call “emotional intelligence.”*

*Emotional intelligence (EI) is most often defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments.¹ Although the term first appeared in 1964,² it gained popularity in the 1995 best-selling book Emotional Intelligence, written by science journalist Daniel Goleman. Goleman defined EI as the array of skills and characteristics that drive leadership performance.³

*Various models have been developed to measure EI. The trait model, developed by Konstantinos V. Petrides in 2001, focuses on self reporting of behavioral dispositions and perceived abilities.⁴ The ability model, developed by Peter Salovey and John Mayer in 2004, focuses on the individual’s ability to process emotional information and use it to navigate the social environment.⁵ Goleman’s original model may now be considered a mixed model that combines what has since been modeled separately as ability EI and trait EI. More recent research has focused on emotion recognition, which refers to the attribution of emotional states based on observations of visual and auditory nonverbal cues.⁶⁷ In addition, neurological studies have sought to characterize the neural mechanisms of emotional intelligence.⁸⁹

*Studies have shown that people with high EI have greater mental health, job performance, and leadership skills, although no causal relationships have been shown. EI is typically associated with empathy because it involves an individual connecting their personal experiences with those of others. Since its popularization in recent decades, methods of developing EI have become widely sought by individuals seeking to become more effective leaders.

*Criticisms have centered on whether EI is a real intelligence, and whether it has incremental validity over IQ and the Big Five personality traits.¹⁰¹¹ However, meta-analyses have found that certain measures of EI have some validity even when controlling for IQ and personality.¹²¹³¹⁴

Quote:

“Others rejoice in this further evidence that the plays of Shakespeare, and Sophocles, the epics of Homer, the words of the Bible and Koran are still relevant to our times.”

Key Factors:

• Art of negotiation = the patience, maturity, charm and the will to succeed – page 6
  _“The Prince should remember that is within his power to the able man with all the necessary means, but that is not in his power to equip with intelligence one who does not possess it.”
• In other words first choose your people then train them
  

Qualifications

1. Observant mind
2. A spirit of application which refuses to be distracted by pleasures
3. Sound judgment which takes the measure of things as they are – which is straight to the goal
4. Courageous yet able to penetrate the minds of men
5. Fertile in expedients
6. Presence of mind (attentive)
7. Equable humor
8. Always ready to listen with attention
9. Civil with easy manners

Key Thoughts:

• Managers are actors on a public stage
• Must be conscious of the dignity of their role
• They confuse a proud and arrogant bearing with the careful dignity which ought to clothe their “office.”
• To advance pretensions or demand excessive privileges are merely a sign of “pride” and may compromise the whole authority of his master
• No person starts with a desire to earn the plaudits (expression of praise or approval) from the crowd or attract esteem and recompense, will make success in management
• Gifts can create goodwill, but a manager should beware of accepting gifts himself lest he become obligated to the giver and loses his freedom to act as he should
• People should know where they are heading any argument or dispute or otherwise they will look at matter on so many sides they forget in which direction they are traveling
• He is a man in favor of transparency – Secrecy creates mystery which breeds envy and resentment in those excluded
• Power of the organization is often thought to come from the possession of information, so people hug it to themselves
• This book sound a warning to any who would interrupt the free flow of information
• The lover of truth is not always capable of the wide views so necessary in a manager, and men without scruples have often been more successful in negotiations than the right men who have employed only hones means.
• The wise Prince or CEO employs all sorts- Mixed teams, in other words, mixed in terms of their attributes and skills – are essential in an imperfect world
  

*“Moreover you know also what Joab the son of Zeruiah did to me, and what he did to the two commanders of the armies of Israel, to Abner the son of Ner and Amasa the son of Jether, whom he killed. And he shed the blood of war in peacetime, and put the blood of war on his belt that was around his waist, and on his sandals that were on his feet. 6 Therefore do according to your wisdom, and do not let his gray hair go down to the grave in peace.- 1 Kings 2:4-6

* So the master commended the unjust steward because he had dealt shrewdly. For the sons of this world are more shrewd in their generation than the sons of light. – Luke 16:8

• We can’t do everything ourselves and that organizations would be wise to recognize that truth rather than try to make us all into “all-rounders.”
• Broad education is an essential foundation which to build practical skills of management and those skills are to be learned through mentorship.
• MBA is no guarantee of managerial competence; that is something that has to be learned and earned through mentored experience or upmarket apprenticeship
• How to manage people when they are out of your sight is perhaps the most difficult challenge facing executives today.
• Women were great intermediaries at court – He might have gone one step further and advocated for them to be negotiators, but he was a prisoner of his age.
• Intriguing to wonder how history might have changed had the practice of diplomacy been a unisex profession.
• Human beings don’t seem to have changed much over the centuries

*That which has been is what will be,
That which is done is what will be done,
And there is nothing new under the sun.
10 Is there anything of which it may be said,
“See, this is new”?
It has already been in ancient times before us.
11 There is no remembrance of former things,
Nor will there be any remembrance of things that are to come
By those who will come after.

• We often see our own country more clearly when we stand in someone else’s

*And why do you look at the speck in your brother’s eye, but do not consider the plank in your own eye? 4 Or how can you say to your brother, ‘Let me remove the speck from your eye’; and look, a plank is in your own eye? 5 Hypocrite! First, remove the plank from your own eye, and then you will see clearly to remove the speck from your brother’s eye. – Matthew 7:3-4

• Exhort those destined to foreign service for their country to render themselves capable of discharging worthily that high, important, and difficult office being upon it.
• The late King charged me with his commands and his full powers for foreign negotiation, and particularly for those which led to the “Treaty.”
• Must know the powers, rights and the ambitions of each principal monarchies and states
• Must know the divergent interest, forms of their government, causes of their understandings and misunderstandings, treaties made one with another
  

* Negotiators must be instructed in the power, the rights, and the ambitions of each of the principal monarchies and states-their divergent interests, and their forms of government; in their understandings and misunderstandings; finally in the treaties they have made with one another – in order to employ this knowledge to the best advantage whenever the occasion offered it

• Negotiators are the king’s most humble, obedient, and faithful servants.