Matt Abrahams: While most communication situations are not life
and death, sometimes they can be.
We can all learn to handle the pressure when under the gun.
My name is Matt Abrahams and I teach strategic communication at
Stanford Graduate School of Business.
Welcome to Think Fast Talk Smart, the podcast.
As part of our four part miniseries on spontaneous speaking, we introduced you
to a number of coaches whose jobs require successful, in the moment communication.
So many of our listeners found value in our coaches' advice that we wanted
to provide you with an opportunity to hear our complete interviews.
So today I am excited for you to learn from Chris Voss.
Chris is a former FBI lead international kidnapping and hostage negotiator.
He's the CEO of the Black Swan Group and co-author of Never
Split the Difference: Negotiating As If Your Life Depended On It.
Let's jump right in and learn from Chris.
Chris, welcome.
I look forward to our conversation.
Chris Voss: Thank you.
Yeah, so do I. Let's, uh, let's go on an exploration here.
Matt Abrahams: Alright.
So for over twenty years you were a lead FBI hostage negotiator.
What trainings and experience led you into that role?
Chris Voss: When I specifically began to train for it was when
I volunteered on a crisis slash suicide hotline in New York City.
I was told the best preparation was to volunteer on a suicide hotline, and
as it turned out, that was the case.
And then after that, you go to the FBI's two week school at Quantico.
If you're a hostage negotiator anywhere on earth, the training at Quantico is
one of the trainings you want to go to.
And I loved it.
And I stayed volunteering on the crisis hotline for a
couple more years after that.
And I did a lot of teaching, but a lot of it is then self-directed
and recognizing it's a perishable skill and not letting it perish.
Matt Abrahams: What were one or two of the key things you learned from
the, the work you did with the suicide hotline and, and maybe even Quantico?
What were a couple of the skills they taught you that you think were
invaluable to the role you have?
Chris Voss: What I learned was emotional intelligence is an
insane accelerator to outcomes.
You know, we speculate that the application of empathy
accelerates you to wherever you're gonna go fourteen times faster.
And I kind of got an inkling of that on a suicide hotline when
they first said there's a twenty minute time limit on all calls.
Like, you gotta be kidding me.
There are anecdotal stories all the time of people being on a phone overnight,
staying up all night trying to talk people outta killin' themselves, how
can you do this in twenty minutes?
And they said, well, as a matter of fact, if you're doing it
right, it won't take that long.
And that ended up being the case.
And you know, I learned emotional intelligence, they called it
reflective listening at the time.
This is early 1990s.
It's derivative of a psychologist named Carl Rogers.
But I remember using it on the hotline thinking like, uh, if this is this
effective with people in crisis, why doesn't everybody in my life deserve it?
Why don't the, my family, my friends, my colleagues, people I arrest
deserve empathy is an FBI agent.
And in point of fact, I started applying it on everything that I did.
Matt Abrahams: You've negotiated in incredibly high pressure
situations where life is on the line.
How do you stay calm and collected?
Chris Voss: You know, anything that looks easy, that somebody makes look
easy, they put a lot of time into.
I really started on the suicide hotline.
They would put us on a line while we were still in training,
about halfway through training.
They taught us enough to put us on a line supervised, there's somebody
right there, take the phone outta your hand if you start saying stupid
stuff to the person on the other end.
Which is entirely possible because advice is usually counterproductive.
It's short circuits their thinking process.
So the first time that I was on the line, I remember saying,
hello, this is helpline.
Just like that.
And a supervisor said, your tone of voice is great.
That was great.
So I thought, okay, well I gotta repeat that.
You break it down into small pieces, you practice it live, and then you
practice it in small stakes interactions.
I mean, I gotta practice these skills today, that, it's not bike riding.
I gotta practice every day or my skills deteriorate.
Matt Abrahams: So it's the notion of practice and finding opportunities that
are low stakes to really work on that and, and to keep those skills fresh.
And it sounds like, at least early on, you had a direct mentor sitting there giving
you feedback and advice as you went, and that's, that's also important, I believe.
Before you go into a negotiation or a high stake situation like that, do
you do anything to prepare yourself?
Do you do some deep breathing, some centering?
What, what do you do to prepare when you walk into one of these situations?
Chris Voss: I do a sort of daily prep because I never know when a high
pressure situation's gonna come at me.
So the cliches, the gratitude exercise first thing in the morning.
The phraseology that, you know, this is happening for me, not to me.
Calms you down in the moment.
You gotta practice that.
When I was on a, as a hostage negotiator, I had just relied on
the process so much that I was good.
You know, I don't know sure how this is gonna come out, but the, the best outcome
is if I just follow the, the process that I know, you know, use the skills
and, and, and let it go where it may.
Matt Abrahams: So it sounds like there was a bit of a ritual to your practice.
Uh, it sounds like you continue that practice, but it's really about, uh,
relying on what you have done and know that you can get through it.
When you're under pressure, how do you quickly gather information
and adjust your approach?
I mean, you, you constantly must be reading the circumstances
and then making adjustments.
Do you have things you use to help you make those decisions or are you
using some kind of pattern recognition?
Chris Voss: Your gut does the pattern recognition.
It's not a conscious process.
So when you get to the point where you can lean back enough to let your gut
kick in, then you're gonna be fine.
Matt Abrahams: Uh, many of us in these high stakes situations, clearly
different than the high stakes situations you've lived through, we,
we get in our head and we overthink.
Do you have ways that help you turn down that volume of overthinking?
Chris Voss: I'm reading Creativity Inc., by Ed Catmull, the guy who founded Pixar.
And he says, you know, the overthinkers make mistakes at the same rate as the
people that are quick to pull the trigger.
It just takes 'em longer to make the mistakes 'cause they're overthinking it.
And I thought that makes all the sense in the world.
You know, the entrepreneurial organizations who are really operating
on gut instinct, they say, you know, make the mistake now, gather
the data, fail fast, move forward.
You see it over and over and over again.
It never even occurred to me that the overthinkers would
not be any more effective than the quick to pull the trigger.
It would just take 'em longer.
And that, and that insight in, in Ed's book just really sort of,
uh, opened my eyes to the dangers, the perils of overthinking.
Matt Abrahams: Let's talk a little bit more about that, when, when things
don't go as you expected them to go in the moment, are there ways in
which you quickly adjust and adapt?
Or do you just stay the course and keep things going forward even if it didn't
happen or occur the way you wanted it to?
What do you do when things don't go the way you planned?
Chris Voss: The first thing is to realize there is no course.
If you only imagine there's one course, then you're gonna stick to it when all
the data's telling you you're wrong.
So in kidnapping negotiations, I'd show up in an embassy.
And they'd say, how's this gonna work out?
And it's gonna work out one of five ways, and we gotta go along
for the ride, see which one it is.
You know, that would keep me from getting married to a course.
So to recognize that it's your desire to wanna think of one path, you're
already limiting yourself because never be so sure of what you want that
you wouldn't take something better.
If you can maintain that flexibility in a moment, then you're gonna do really well.
Matt Abrahams: I think that is such important advice and insight
that there is no one right way.
There are many ways, and staying open and agile and curious is what allows you
to adjust and adapt as things happen.
Chris Voss: Amen.
Matt Abrahams: What rules or guidelines do you follow in your messaging when
you communicate in negotiations?
Chris Voss: Yeah.
in general terms.
You know, he or she who talks most loses.
If you're explaining, you're losing.
You should probably be listening five times more when you're talking.
Matt Abrahams: Right.
And it's really about the understanding that what you are
saying or not saying has an impact in that moment on what's going on.
I'd like to get into, if, if you don't mind, sharing some more
detail about two specific skills that you mentioned earlier.
You mentioned labeling and you mentioned mirroring.
Would you mind taking a moment to just share what each of those skills
are and, and the value they bring to you in the work that you do?
Chris Voss: Uh, the value I bring.
Matt Abrahams: Yeah.
The value of, of labeling and of mirroring.
Chris Voss: All right, so I just mirrored you.
Matt Abrahams: And I fell right for it.
Chris Voss: Well, because it feels natural.
Mirroring is, mirroring is a delightful skill, which is repeating,
generally, the last one to three-ish words of what somebody has said.
It could be one word.
It really shouldn't be more than five.
And it's just repeating them word for word.
And in any given communication, and you touched on it a little bit before,
you know what's said, what's unsaid.
And the other side, what they hear is, oh, okay, he got what I wanted to say,
but he needs a fuller explanation.
And so you're drawn to it and you give fuller explanations.
It's actually much more effective than saying to somebody,
what did you mean by that?
It doesn't require a lot of mental energy.
The return of investment of what you said versus how much you hear is
insane, and that's why they like it.
'Cause I just gotta say three words and the other side will talk for ten minutes.
Now, the label is just slapping a label on the dynamic or the
emotion or a hidden dynamic.
Again, I'm coaching a client earlier and they got a vendor that they're dealing
with who's gonna make all kind of excuses for why they couldn't get stuff done.
And I said, well, the label here is, it sounds like you're
telling me you're incompetent.
And it's gotta be delivered just like that.
I hesitated, you know, I did an upward inflection.
I just, what are you telling me.
If you're a professional, and you agreed on a job, and then you came
back afterwards with all kinds of excuses, somewhere along the
line, what you're telling me is you didn't know what you were doing.
And the important thing about a label is it's gotta be a dynamic
the other side introduces.
You cannot introduce it.
The other side has to introduce it, then it's fair game.
Matt Abrahams: What's interesting to me, I mean you did a great job describing it,
so I don't feel like I have to re-explain it, but what's interesting to me is
how important the way in which you say your mirror or label plays out in it.
So it's not just the words, it's the way you say those words.
So that combination of nonverbal presence and the verbal presence matter in this.
And a lot of us fixate on just the words.
And what I'm hearing you say is it's much more than that.
Chris Voss: Being in law enforcement, then I'm always gonna come up with
law enforcement analogies, and so tone is like the rifling on a bullet.
Now a bullet comes out of a barrel, and there are things inside of the barrel
of a gun called lands and grooves that actually spin the bullet, so that when
it comes out, it goes in a straight line.
It's the same thing as when you throw a baseball, you spin the ball.
A baseball pitch with no spin is called a knuckle ball, and that thing
goes all over the place and nobody knows where the hell it's gonna land.
And so for your words to hit the target, you know, the, the very label I used
before I could say, it sounds like you're telling me you're incompetent.
Now that's an insult.
That tone of voice is an accusation.
It's insulting.
But if I say, it sounds like you're telling me you're incompetent.
Same words, land a thousand percent different.
Matt Abrahams: One of the things, Chris, I've really appreciated, is you've done
a really nice job of using analogies, and analogies are really useful.
While I don't know much about guns and bullets, it's very
clear that spin matters.
So before we end, I'd like to ask you three questions that I'm
asking everybody who's part of this miniseries on spontaneous speaking.
Are you up for doing that?
Chris Voss: Let's go for it.
See what happens.
Matt Abrahams: Chris, I'd love to know who is the communicator you admire and why?
Chris Voss: Oprah Winfrey.
Matt Abrahams: Tell me why.
Chris Voss: So she has dealt with some of the most volatile people on planet Earth.
I've had some very specific conversations relayed to me in detail
where she has taken celebrities to the woodshed over their behavior.
I mean, she has the ability to maintain relationships even
with differences of opinion.
I'm a big fan.
I'm a huge fan.
Matt Abrahams: Question number two, while those listening in likely aren't going to
have to speak in situations like you do, uh, what advice would you give for them
to speak better in the moment in general?
Chris Voss: Just take your time.
There, there's so much of an advantage while you're speaking to slow down a
little, you know, let the moment play out.
Some people take their time in speaking because they're determined to
maintain control of the conversation.
They'll only pause mid-sentence so they don't get interrupted.
So slowing the conversation down, so you can absorb more information, so you
can be more in the moment, is not the same as slowing down to stay in control.
If you slow down to be more connected with somebody in the moment, to hear them, to
make 'em feel heard, you give yourself time to analyze in the moment, you're
gonna be a much better communicator.
Matt Abrahams: This notion of pausing and slowing things down, I
think is really, really important.
I want to add an exclamation point to that.
In these spontaneous speaking situations, we feel such pressure
to respond immediately, and you remind us that slowing down actually
affords us lots of opportunity.
Final question for you.
I wanna switch roles on you.
I'm the professor, but I'm gonna have you be the professor.
I'd like you to give me some homework.
What is one communication thing that you would encourage me to do in my
life, that simulates the things that you do, so I can get better, in your
case, with negotiations and handling high pressure situations, is there one
thing you'd give me homework to practice?
Chris Voss: Spend a day with, whatever somebody says to you, say, seems like
you have a reason for saying that.
hmmm Somebody says, hey man, what a sunny day.
Seems like you got a reason for saying that.
Somebody says to you, you know, if you don't vote for so-and-so, you're
betraying the American people.
Seems like you got a reason for saying that.
Just give yourself a day to experiment with that phrase
no matter what people say.
You can come back with your opinion, your observation.
It doesn't preclude you for any of the natural things you want to say.
I promise you, you spend a day doing that, you are gonna have four or five
conversations, just the vast majority of them, are gonna open up in ways
you, you didn't imagine possible.
Matt Abrahams: I really like that.
It opens up the door for more information to come out, so there's
more data, as you've talked about.
My mother-in-law, who I believe had a black belt in small talk,
she used to say, tell me more.
Chris Voss: Yeah, it's encouraging.
Matt Abrahams: Exactly.
Chris, this has been fantastic.
You've given us lots of insight into how empathy can be an accelerant and
really encouraging us to slow down, be present, and respond, not in one course
or one way, but be open to responding in a way that's needed in the moment.
Thank you so much.
Chris Voss: The pleasure was mine.
Thanks for having me on.
Matt Abrahams: Thank you so much for joining us for another episode of
Think Fast Talk Smart, the podcast.
To learn more from our spontaneous speaking coaches, listen to
our four part miniseries, episodes, 197, 198, 199, and 203.
You can also go to fastersmarter.io/spontaneous.
This episode was produced by Katherine Reed, Michael
Riley, and me, Matt Abrahams.
Our music is from Floyd Wonder.
With thanks to Podium Podcast company.
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