• Pay What You Owe

    edited by Alexander Becker

    Everyone has to pay what they owe.

    Whether you pay first and receive later or you receive first and pay later, one thing is for sure: You're going to pay, no matter what.

    Please review the suggested protocol, which is obviously not set in stone --

    1. What? Know what you want.
    2. That. Accept that you have to pay a price.
    3. How much? Determine its exact value for you.
    4. Really? Determine whether the price is worth paying.
    5. Close. Pay and receive or vice versa.

    You wouldn't walk into a store, ask for something, and just take it with you without paying. You want something, you give something in exchange. You want more, you give more. How much is it worth paying for? How badly do you want it? Of course, the more you want it, the more you're prepared to pay. If it's worth having, isn't it worth paying for?

    What about bargaining? Isn't bargaining a sign of less wanting within the pay-for-what-you-want sense?

    Bargaining is a type of negotiation in which the buyer and seller of a good or service dispute the price which will be paid and the exact nature of the transaction that will take place, and eventually come to an agreement.

    Referring to #3 of the above outlined protocol, you determine the exact value for you. Ultimately, you bargain exclusively with yourself.

    Negotiate solely with yourself and know that and what you are going to pay.

    You want it all, I know, but don't you want it all, only to avoid making a decision in favor of the definite outcome, the one thing you really want?

    Now, pay and receive.

    A simple negation, yet, a quality of its own: Do not pay what you do not owe. Very simple indeed but you and only you decide what it is and how much of it you really owe.

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  • Anti-Hero of the Day: The Constantly Whining Business Man

    edited by Alexander Becker

    When determining the best isn't worth the effort or the options are few and written about over and over, it's helpful to consider the other end of the spectrum.

    In other words: Let's look at the negative to get a glance of the positive.

    Three possible reasons explain -- not justify -- why a business man would constantly complain about his particular business and for good measure, about the economy as a whole --

    1. To convince his vendors and suppliers to drop their prices;
    2. To prevent his employees from asking for higher wages;
    3. To express his ignorance and that he really doesn't know what he's doing.

    Now, it's possible to get your vendors to offer better deals without whining. That is called negotiating. And while the art of negotiation certainly includes acting and pretending to be whining, it's not required and it doesn't have to become the state of mind of the constantly negotiating negotiator. The art of negotiation is related to the art of war; ask Sun Tzu.

    Next, how is it perceived to whine when a No is too hard -- for you? You whine as an excuse? Instead of an excuse? Also, employees who are denied the money they deserve plus having to endure the whining are double likely to eventually leave.

    In the end, the always whining business man is probably ignorant and incompetent. It's a matter of honor to stop complaining, otherwise quitting is an option to consider -- for vendors, employees, and ultimately, for the poor man himself.

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  • Defining Unknown Variables

    edited by Alexander Becker

    Let's take a look at the unknown and find a way to not only make it known, but even more, make it our very own.

    As long as you don't know the content of a variable, you can safely assume the most favorable one to match your expectations. Sure, you can always assume the worst in order to have the eventual outcome exceed you expectations but what for?

    What's the point in calculating with minimum positives and maximum negatives other than smaller rewards? Of course, you also minimize frustration, but at the same time, you keep the potential gains in check as well. You can easily maximize your results by fixing the unknowns on the positive side.

    Think communication. As long as you cannot be sure about an answer, you can as well assert that it is positive. Pretend the outcome to be good and it will be at least -- better.

    You don't know the answer? Even less, the answer is likely to be negative but isn't yet expressed? It is your chutzpah to assume and define the most positive reply possible. Thank your correspondent for their understanding and their help and move on. Build on top of that extorted outcome and everything down the road will be tangible and legitimate in its consequences.

    In short, once you inquire, do not waste time waiting for a reply, instead, act as if the answer was already received -- positively.

    ... expecting more than others think is possible...

    Expecting more, ultimately leads to more. This is one of the attributes of excellence. The self-fulfilling prophesy is about stating outcomes and determining variables, thus paving the paths for least resistance. A preconceived outcome is easier to realize than any alternative simply because the alternatives aren't made up yet. The more detailed your assumed variable, the closer to manifestation it is; it's just the easiest way possible, laid out, predigested, and formulated.

    When comparing the definite with the indefinite, the definite prevails because it just is. It is closer to being. Shape your dream and make it as definite as you can, for realization is just that.

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