Business lessons to extract from Trump’s deal

“The president mastered the art of the deal. He is a negotiator of the negotiator,” said White House journalist Caroline Levitte, referring to Donald Trump’s efforts to pressure on Ukraine and Russia to agree to the ceasefire.

Levitte was selling to Trump in 1987, selling in business, Trump: the art of the deal. The book passes through a series of property deals that Trump was working on, which was a loud young developer, in the late eighties, explaining his approach to making the deal.

As an American president, Trump is now practicing customs tariffs, foreign policy, executive orders, and organizational changes to traumatic traders, government institutions and companies to change their position. But do deals, diplomats and officials believe that the negotiating tactics that he claimed helped him succeed in working on any feature?

The art of the deal They are unreliable notes, written by Tony Schwartz, who publicly announced in 2016 his deep regret for his role in strengthening Trump’s reputation. “I put lipstick on a pig,” he said New Yorker. He also described “the deep feeling of regret that it contributed to providing Trump in a way that brought him wider attention and made him more attractive than he is.” (Trump Ribost: “The book was not written. I Book books. “))

However, the deal experts, even those who oppose Trump’s policies, get to know some of the granules of truth in the tactics described in the book and practice it in Trump in Firstly And the second chapters as president. They also shed light on many pitfalls for its slaughtered approach.

Take Trump’s description of his “simple and direct” style in making the deal: “I am highly aimed at, and then I continue to pay, pay and pay to get what I am after. Sometimes I settle down less than what I was asking, but in most cases I still want.”

The president’s statements that the United States should have Greenland, recover control of the Panama channel and make Canada the 51st American state suitable for this template. “He came with these outrageous moorings that people talk about within 24 hours,” says Bob Boundon, who founded the Harvard’s clinical program for negotiation and mediation. The technique of the opposite parties and transformations speaks towards the maximum results.

Ben Smith, Consulting Director Kerani and an adviser to the American government when George W. Bush was head of Trump’s appetite for “great dark deals”. One important lesson from the The art of the deal It is: “If you will spend all the time to make a deal, do one big,” suggest. “Efforts to take a $ 100 million acquisition equivalent to the efforts made to take a $ 10 million acquisition.”

Create deals unanimously on the importance of stability. It is “one of the keywords not only in the manufacture of deals but in managing and operating companies and countries,” according to Corrado Passera, who also worked as a minister from 2011 to 2013.

But Passera adds a warning: “Sometimes” payment, payment and payment “is the correct way to reach your result, but there is a balance that you lose.

“Throughout his career (Trump), he has got rid of this behavior – and people are a cave.”

“Some individuals. … plowing through the conflict like a beating ram,” neurologist Joel Salinas, co -author of Bordon of Flexibility of the conflictOn how to deal with the dispute. Such an approach was clear in Trump’s fans and Vice President JD Vance getting dressed From Ukraine, Volodimir Zellinski in February. “It removes the room for more than one perspective,” says Salinas, like this position, which leads to lower results.

Passera says: “This approach that the right-wing-Trump’s approach-from” who cares if they hate me, what is important is that they fear me “-may be fruitful in the short term,” but not in the long run. In reference to Trump’s repeated insistence that he has more “cards” than his negotiator partners, Passera says that the aggressive style may “win by hand, but not necessarily the game.”

Smith predicts that Trump’s negotiating position reflects his experience in real estate. Property is not a “multi -time game”, unlike the technology industry, as companies have to make deals with competitors and then work with them.

The approach is less applicable to political geography. “Just an attempt to rely on power: this bullying,” says Kath Bishop, a former UK coach and leadership coach in the Kingdom. Bolton says Trump does not have a philosophy, as he does not a great strategy, in international security, at least. Everything is transactions, transverse, customized and filtered through the post (from), does this benefit me? “

Trump’s self -direction was already clear in The art of the dealIt describes its use of “exorbitant exaggeration … an innocent form of exaggeration – and a very effective form of promotion.”

The former Goldman Sachs deals with Marco Alverà, CEO of Green Hydrogen Tes, sees Hype as another way to drop confidence, which can play “a large part of making deals”.

In his book in 1987, Trump describes not to participate in the difficult Manhattan property deal as a “decisive mistake”. Alverà is also a strong defender of the leadership from the foreground, as he used his personal capital to pay through the pipeline agreements when he was the CEO of Snam Gas. He says, “Make sure that people get your attention,” he says.

But Bordon says that the risk is that heavyweight managers, especially presidents, can muscles in accurate negotiations. “Leaders can be very good (deal), but, if not, they should appear to sign,” he says.

maybe The art of the deal The most obvious saying since Trump returns to his position, “Sometimes it is useful to be a little wild.”

In the book, Trump writes how to apply it to the principle when he threatens to “file a killing lawsuit” against a bank official who tries to hold shooting on the widow of the farmer. But it also fits the inability to predict the market in the market about the scope and size of the definitions, and finally Declared this week. Bill Reed, CEO of US Commodities Trading CCI, Recently said The fog of politics has led to the “waiting and retreat” approach, which is likely to be harmful to investment: “uncertainty (is) linking resources, and dealing with things that may occur or not happen.”

However, the deal makers admit that the inability to predict is a legitimate tactic, if used slightly.

Passera recalls an interview with the representatives of the Union when he took the position of head of the Italian Post Office in 1998. They have produced a list of people who should appoint them in important roles. To their shock and health from his fellow executives, it invaded it in the box. She followed the exit and strike, but Passera says the indication that he wanted to change the rules in the trade union tour and led to a long -term mutual respect. On the other hand, he says: “If the inability to not reliability becomes, then you lose confidence and respect for your counterpart.”

“The wilderness is not good because that creates fear,” the bishop adds. But creative negotiating tactics can sometimes open new ways of the requirements of the required deal. “I love Trump asking about the things that people have not been interrogated before. I don’t like his answers to these questions.”