The big day has arrived. You are ready to march into that negotiation like a knight in shining armor, armed with goals, questions, answers and enough preparation to rival a Broadway dress rehearsal.
 

But wait, what is this? Your opponent fumbles through their notes, asks what a BATNA is (gasp!) and seems as prepared as someone showing up to a chess tournament with a checkerboard. This is not the intellectual joust you envisioned.
 

Now, you are stuck in a pickle: Do you go full gladiator and crush them? Or do you play nice?
 

Before you answer, let’s take a walk down strategy lane.
 

◗ Beware the fool’s gambit.
 

As the great Marvin Gaye once said, “Negotiation means getting the best of your opponent.” But do not be so sure you are dealing with a rookie. Some clever negotiators use the “I’m just a lost little duckling” act to disarm you. It is called The Question Tactic: They pepper you with naive questions to get you talking, oversharing and handing them all your golden information nuggets. It’s a bit like a magician asking, “Wait, how did you do that trick again?”
 

Lesson one: Do not assume incompetence, innocence or ignorance. Your opponent could be playing dumb. While you’re playing checkers, they’re already lining up on the chessboard.
 

Instead, stay alert. Watch body language. Listen to tone. And do not feel pressured to answer every question as if you are on a talk show. Stick to your plan. Hold your cards. Be cool, calm and calculated.
 

◗ Choose your strategy by the relationship.
 

Now, let’s say they really are new and still figuring out where the conference room is. If you expect to build a long-term relationship with this person or their company, your negotiation should be less “Game of Thrones” and more “Abbott Elementary.”
 

Let’s imagine you are a seasoned sales manager, and your favorite purchasing director has retired. Enter their replacement: green, rigid and laser-focused on cutting costs. They do not want to share information. They do not want to build solutions. They just want the lowest price on everything.
 

Do you sigh dramatically and prepare for a standoff? No. Instead, you might explain how your industry usually approaches negotiations—mutual goals, long-term gains, a touch of collaboration. Share stories of past successes. Maybe even bring in the retired director for a friendly word or two. Help the other side see the bigger picture.
 

Why? Because trust takes time. But once it is built, it can pay off in gold—or, more accurately, in steady contracts.
 

◗ Sometimes, poker face is the name of the game.
 

Of course, not every negotiation is the start of a beautiful friendship. Sometimes it is a one-time garage sale with high stakes. If there is no relationship to preserve, you are allowed to be a bit more guarded.
 

Say you are selling your house. Times are tough, and you really need the sale. Should you tell the buyer that? Probably not. That is not lying—it’s just not volunteering strategic information. Share what is relevant and be fair, but do not hand over your whole playbook.
 

Remember: Being strategic does not mean being shady.
 

◗ Never underestimate the underdog.
 

Even if your counterpart seems outmatched today, they might not stay that way for long. The intern across the table might become a C-suite powerhouse in a few years. So treat everyone with respect and decency—even when they are fumbling through the process like they mistook the negotiation table for a trivia night.
 

The oft-quoted phrase says it best: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Leave your opponent feeling respected—even if you win.
 

◗ So, take advantage or take the high road?
 

In sum, here are the golden questions. Should you use your edge? Sometimes. Should you educate and elevate? Often. Should you be a gracious human being with a sharp brain and even sharper instincts? Always.
 

At the start of every negotiation, pause and ask yourself: Is taking advantage of this less-prepared person the right th
ng to do, the best thing to do, or the worst thing to do?
 

And then—choose wisely.

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