1. Michael C. Donaldson

2. Setting a Good Goal

3. You’ve got to have a dream. If you don’t have a dream, how you gonna have a dream come true?

4. For business goals, ask yourself:
 What level do I want to reach in my career?
 What kind of knowledge, training, or skills will I need to reach a
certain level in my career?
 How do I want my partner or other members of the team to perceive
me?
 How much money do I want to earn? At what stage in my career do I
want to earn this amount?
 Do I want to achieve any artistic goals in my career? If so, what?

5. For personal goals, ask yourself:
 Do I plan on starting a family? If so, when?
 Do I want to achieve any fitness or well-being goals? For instance, do
I want to remain healthy at an old age?
 What steps do I need to take to achieve this goal?
 How much time will I reserve for leisure? What hobbies do I want to
pursue?

6. 1. Getting active participation from every team member.
2. Keeping the goals on course.
3. Setting the right number of goals.
4. Setting specific rather than general goals.
5. Setting challenging yet attainable goals.
6. Prioritizing your goals.
Steps for Setting Goals

7. 7. Separating Long-Range Goals from Short-Range Goals.
8. Setting the Opening Offer.
9. Breaking the Stone Tablet.

8. Setting Limits

9. You gotta know when to hold ’em, know when to fold ’em, know when to walk away, and know when to run.

10. Know that you have other choices:
“There is always another deal around the corner.”
“Sometimes, the Best Deal in Town Is No Deal at All.”
The biggest prison is the one you build around your mind if
you decide you don’t have choices.
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11. 2Know what the other choices are
• List all your alternatives before a negotiation begins.
• Before you enter the negotiation, you should also try
constructing a similar list of alternatives for the other party.
• The more you know about the choices available to the other
side, the more strength you have in the negotiation.

12. Know your “or else”
• Prioritise your alternatives.
• Harvard Negotiating Institute- BATNA — the Best
Alternative to a Negotiated Agreement, “or else”
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13. ENFORCING
YOUR LIMITS

14. 1. Write down your limits
2. Establish your resistance point

15. 3. Tell your team the limits
4. Never paint yourself into a corner

16. How to Tell the Other
Party When You’re the
One Walking Away

17. 2. Summarize your own position.
1. Summarize the final position of the other side

18. 3. Explain about square pegs in round holes.
Autists are the ultimate square pegs, and the problem with pounding a square peg into a
round hole is not that the hammering is hard work. It’s that you’re destroying the peg.
Paul Collins

19. 5. Include a message of thanks.
4. Never, ever blame the other person.

20. The Consequences of Not Setting Limits
• Setting your limits in
advance can completely
avoid the problem.
• You usually discover your
limits when anger or hurt
feelings signal that your
boundaries have been
crossed.

21. Re-examine
Your Limits Sometimes, the Best
Deal in Town Is No
Deal at All
Killing a deal isn’t so
easy, and finding
another deal isn’t so
hard.

22. Digvijay Singh Yadav
Don’t be afraid to walk away from a bad deal.