有趣的是，几年前我有了一个突破。
Interestingly, I had a breakthrough a couple of years ago.
作为我正在为我的一个项目所做的客户调查工作的一部分，我有幸为埃德蒙德的一位客户谈判汽车租赁事宜。
As a part of customer research work I was doing for one of my projects, I had the pleasure of negotiating a car lease for an Edmunds customer.
起初我很害怕，担心我可能会给她一笔不利的交易。然而，因为使用了埃德蒙德的工具，我能够让经销商同意为我们的客户提供一个极好的价格。
At first I was intimidated and worried that I might get her an unfavorable deal. However, using Edmunds’s tools, I was able to get the dealer to agree to a fantastic price for our customer.
她与经销商有过一段美好的经历，经销商兑现了我议定的确切价格，她把车开回家，欣喜若狂，给我发了一张照片，并感谢我的努力。
She had a wonderful experience with the dealer who honored the exact price I had negotiated, drove the car home, and was so ecstatic that she sent me a photo and thanked me for my efforts.
我为自己感到骄傲。
I was so proud of myself.
因为我能够在领导项目的时候，在工作中经常谈判，而且谈判得很好，所以我一直在想，为什么我在现实生活中经常避免谈判呢。
I had always wondered why I often avoided negotiations in real life, because I was able to negotiate often and well during work while I was leading projects.
在我成功的汽车谈判经验之后，我意识到，当我帮助别人谈判时，我能够很好地谈判，因为我自己不是投资方。
After my successful car negotiating experience, it dawned on me that I was capable of negotiating well when I was helping others do it because I was not an invested party myself.
当我为自己谈判时，我会带着一定的情绪包袱参加谈判。
When I’m negotiating for myself, I have a certain amount of emotional baggage I carry with me into the negotiation.
然而，当我代表他人谈判时，我会把自己从这种情绪环境中移开。
However, when I’m negotiating on behalf of others, I remove myself from that emotional context.
相反，我专注于帮助双方克服自己的情绪包袱，达成一个令人满意的解决方案。
Instead, I focus on helping both parties overcome their own emotional baggage to arrive at an agreeable solution.
这就是项目谈判的意义，即为每个参与的人找到最佳结果，以支持团队的集体目标。
And that’s what negotiation on projects is about—finding the best outcome for everyone involved in order to support the collective goals for the team.
在《你永远需要的唯一谈判指南》中，作者彼得·B·斯塔克和简·弗拉赫蒂分享了谈判成功的秘诀。
In The Only Negotiating Guide You’ll Ever Need, authors Peter B. Stark and Jane Flaherty share the secret to a successful negotiation.
他们表示，“几乎所有谈判的理想结果都是双赢的。双方的需求和目标都得到了满足，所以他们都带着积极的心情离开了，并且愿意再次与对方谈判。”
They said, “The ideal outcome for almost all negotiations is win-win. The needs and goals of both parties are met, so they both walk away with a positive feeling—and a willingness to negotiate with each other again.”
当我为我的项目朝着某个结果进行谈判时，我总是以双赢的解决方案为目标。
When I negotiate toward an outcome for my projects, I always aim for win-win solutions.
如果我从这种心态开始，那么谈判的行为就会成为了一种团队凝聚活动。
If I start with that state of mind, then the act of negotiation becomes a team bonding event.
我引导团队搁置差异，为共同利益共同努力。
I guide the team to put aside differences and work together for the common good.
我们旨在找到一个对所有人都有效的解决方案，而不仅仅是对一方有效。
We aim to find a solution that works well for everyone, not just one party.
在这个过程中，我们建立了信任并加强了我们的工作关系。
In the process, we build trust and strengthen our working relationships.
这为未来更容易的谈判奠定了基础，并创建了一个更具凝聚力的团队。
That lays the foundation for easier negotiations in the future and creates a more cohesive team.
要想谈判顺利，你必须在进入讨论中时具有一定程度的乐观：可以取得一个愉快的结果。
To negotiate well, you must have a certain amount of optimism heading into the discussion that a happy outcome can be achieved.
当我开始为一个项目进行谈判时，我以相信会达成协议为出发点，只是可能需要一点时间来集思广益，找出可行的方案。
When I begin negotiating for a project, I start with the belief that an agreement will be reached—it may just take a little time to brainstorm options that will work.
谈判是项目领导者们用来保持他们都项目正常进行的一项核心技能。
Negotiation is a core skill that project leaders use to keep their projects on track.
通常，当团队无法独立达成协议时，他们会被堵塞住。
Often, teams will get blocked when they can’t independently arrive at an agreement.
你的工作是清除所有障碍，而为某个结果进行谈判是通过这种障碍的唯一途径。
Your job is to clear all blockers, and negotiating an outcome is the only path through this type of blocker.
如果你和我一样，有时羞于为自己谈判，不要烦恼。
If you, like me, are sometimes shy about negotiating for yourself, don’t fret.
在接下来的一两节中，我将提供一些技巧来帮助您拥有这项技能。
In the next few sections, I’ll provide a few techniques to help you embrace this skill.
未完待续
