March 30, 2026 • 40 mins
You can walk into a negotiation thinking you only need a number, a percentage, a quick yes. Then it turns into a psychological chess match where “standard terms” and sudden urgency start rewriting the value of what you built. We step back and treat negotiation the way innovators and creators need to treat it: as a moment where strategy, judgment, and intellectual property protection collide.
We share a simple framework from Protection for the Inventive Mind that turns messy deal conversations into something you can actually navigate. We explain the five negotiation hats and when to wear each one: Chef Hat preparation so you know your floor and non-negotiables before anyone tests them, Top Hat positioning so your invention, brand, design, or know-how lands as commercial impact, Winter Hat flexibility so you can restructure terms without collapsing, Beach Hat communication so the tone stays productive, and Police Hat defense so you can slow down, question vagueness, and catch hidden risk in “boilerplate” contract language.
Then we get personal and practical: what happens when pressure enters the room. We walk through five negotiation styles competitive, collaborative, accommodating, avoiding, and analytical and show how each can win the moment or lose the deal if you rely on it blindly. The goal is not a new personality. It’s a better ability to choose your approach in licensing negotiations, partnership talks, investor conversations, and IP agreements.
If this helps you, subscribe, share it with someone heading into a deal, and leave a review so more creators can negotiate with clarity and protect what they’ve built.
Check out "Protection for the Inventive Mind" – available now on Amazon in print and Kindle formats.
The views and opinions expressed (by the host and guest(s)) in this podcast are strictly their own and do not necessarily reflect the official policy or position of the entities with which they may be affiliated. This podcast should in no way be construed as promoting or criticizing any particular government policy, institutional position, private interest or commercial entity. Any content provided is for informational and educational purposes only.
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Artemisa (00:00):
Let me guess.
You walked into a negotiationthinking you just needed a
number, maybe a percentage,maybe a yes, simple, right?
And then suddenly you are in afull psychological chess match.
Someone smiles too much, someonesays standard terms, someone
brings up urgency out ofnowhere, and now you are
(00:22):
questioning everything,including your own idea.
Here is the twist.
Most deals are not lost becausethe idea was weak.
They are lost because thestrategy was missing.
In protection for the inventivemind, there is a simple but
powerful idea.
You're not just protecting whatyou create, you are shaping how
(00:44):
the world values it.
In that moment, right there atthe table, that is where it
happens.
So today we are asking onequestion that might change how
you negotiate forever.
What kind of negotiator are you?
Really?
Announcer (01:03):
You are listening to Intangibilia, the podcast of
Intangible Law.
Plain talk about intellectualproperty.
Please welcome your host,Leticia Caminero.
Leticia AI (01:14):
Welcome to Intangibilia, where innovation
meets intellectual property, andtoday meets negotiation.
I am Leticia Caminero, and thisepisode is all about something
we do more often than werealize.
Every time we pitch an idea,discuss a collaboration, license
a creation, or even set a price,we are negotiating.
But here's the thing (01:34):
most people focus on the deal.
The best negotiators focus onhow the deal is shaped, and that
is exactly what we are gettinginto today.
Artemisa (01:42):
And I am Artemisa, your AI co-host, here to
lovingly point out that yournegotiation style might be doing
amazing things for you orquietly sabotaging your best
deals.
Think of me as your negotiationmirror.
Slightly bold, occasionallydramatic, always here to make
sure you do not leave value onthe table.
Leticia AI (02:04):
Before we dive in, a quick note for anyone who wants
to go deeper.
This episode is inspired by mybook, Protection for the
Inventive Mind, part of theIntangibilia Field Book Series.
It is a practical, hands-onguide designed to help you take
your ideas from early concept tofully protected and
strategically positioned assets.
Artemisa (02:26):
If you have ever had an idea and thought this could
be something, this book helpsyou turn that into something
real, structured, and protected.
It is available now on Amazon.
Leticia AI (02:38):
My voice in this episode is an AI-generated
version of My Real Voice, andArtemisa is a fully AI-powered
co-host.
Everything we share is foreducational and informational
purposes only and does notconstitute legal advice.
If you need guidance on aspecific situation, always
(02:59):
consult a qualifiedprofessional.
Fine.
But that does not really explainwhat negotiation is.
And the truth is, negotiation isnot just about asking for a
better number.
(03:19):
It is about understanding value,presenting value, protecting
value, and sometimes evenrescuing value when the
conversation starts to gosideways.
Artemisa (03:31):
People think they are negotiating price, and half the
time they are actuallynegotiating power, timing,
trust, perception, risk.
And who gets to define what theidea is worth?
So, yes, technically there maybe a contract on the table, but
emotionally and strategically,there's a lot more happening in
the room.
Leticia AI (03:51):
That is why in Protection for the Inventive
Mind, I break negotiation intofive hats.
Most people do not fail innegotiations because they are
unintelligent.
They fail because they walk inwearing only one hat.
Maybe they are prepared, but toorigid.
Maybe they are persuasive, butcareless.
(04:13):
Maybe they are kind but tooeager to keep the peace.
Maybe they are analytical butdisconnected from the room's
emotional temperature.
The point of the hats is to showthat good negotiation is not one
personality trait.
It is a set of roles you need toknow how to step into.
Artemisa (04:38):
Which is great news, honestly, because it means if
your instinct is not servingyou, you are not doomed.
You are not trapped in sometragic negotiation identity.
You just need a better hat.
Leticia AI (04:50):
So let's imagine one scenario and walk through it
properly.
You have created somethingvaluable.
Maybe it is an invention, maybeit is a brand, maybe it is a
design, a product, a platform,or a piece of know-how.
You are now sitting down with apotential partner, investor,
distributor, or licensee.
They are interested.
(05:12):
That sounds exciting, and it is.
But this is also the moment whenpeople start giving away too
much because they are so happysomeone wants what they built.
Artemisa (05:23):
Nothing makes people vulnerable faster than
excitement mixed with flattery.
Someone says, We love what youare doing, and suddenly half the
room forgets to ask thedifficult questions.
Leticia AI (05:34):
The first hat chef hat preparation.
It is about what happens beforethe negotiation even begins.
Why chef?
Because a chef does not walkinto the kitchen and improvise
everything from panic.
A good chef knows theingredients, understands timing,
prepares the tools, and has aclear sense of what they are
trying to make.
Negotiation works the same way.
(05:56):
Preparation means knowing whatyou have, what it is worth, what
the other side might want, whereyour leverages, where your
vulnerabilities are, and whatoutcome you are actually aiming
for.
It also means understanding yourown boundaries before someone
else starts testing them.
Artemisa (06:15):
This is the hat that saves people from saying, I need
to think about that, after theyhave already agreed to something
alarming.
Because if you have done thepreparation properly, you know
your floor, you know yourpriorities, and you know the
difference between a compromiseand a mistake.
Leticia AI (06:34):
Many people prepare facts, but they do not prepare
strategy.
They know their invention, theyknow their business, they know
their product, but do they knowwhat terms they can accept, what
terms they cannot accept, whatthey would trade, what they
would never trade, and whatquestions they need answered
before moving forward.
(06:54):
That is preparation.
Preparation is not justinformation, it is readiness.
Artemisa (06:59):
And this is where many deals quietly begin to succeed
or fail.
Because if the other sideunderstands your value more
clearly than you do, that is adangerous place to start.
Leticia AI (07:10):
Very dangerous.
Now let's move to the secondhat.
Um, top hat positioning is abouthow you present yourself and
your idea once you are in theroom.
Why a top hat?
Because this is the showtimehat.
It is about presence and framingand how the value is introduced.
Many people assume value speaksfor itself.
Artemisa (07:31):
It does not.
Value has to be positioned, ithas to be communicated in a way
that makes sense to the personacross from you.
Leticia AI (07:40):
If you have a brilliant invention but you
present it in a vague, timid, oroverly technical way, the other
side may completely miss itscommercial importance.
Artemisa (07:50):
Yes.
You may be talking aboutinnovation, and they may be
hearing interesting littlefeatures, which is tragic.
Leticia AI (07:58):
Positioning means deciding how the story of your
value will be told.
Are you presenting a product ora solution?
Are you offering a logo or abrand with market potential?
Are you discussing a patent or acompetitive advantage?
The top hat is about helping theother side see your idea in its
(08:19):
strongest, clearest, mostrelevant light.
Artemisa (08:23):
It is the difference between saying, here is what I
made, and saying, here is whythis matters, why it works, and
why it creates value.
One sounds like a hobby, theother sounds like a deal.
Leticia AI (08:37):
And there is another layer here.
Positioning is not only aboutwhat you say about the idea, it
is also about how you positionyourself.
Do you sound confident?
Do you sound rushed?
Do you sound apologetic?
Do you sound like someone askingfor for validation or like um
(08:58):
someone presenting a legitimateopportunity?
People respond not only to thething being offered, but to the
way it is carried into the room.
Artemisa (09:08):
So, yes, the top hat is stylish, but not for
decoration.
It is about command of thestage.
Leticia AI (09:14):
Now let's move to the third hat.
Winter hat, flexibility.
It is about staying adaptablewhen the temperature drops,
because every negotiationeventually reaches a colder
moment.
There is pushback, there ishesitation, there is a lower
offer, there is concern aboutscope, timing, exclusivity,
(09:39):
control, or price.
And this is where people oftenbecome either too rigid or too
yielding.
Artemisa (09:46):
Yes.
Some people treat every term aswritten in stone.
Others melt instantly becausethey want the conversation to
stay pleasant.
Neither is ideal.
Leticia AI (09:56):
Flexibility is not weakness, it is a strategic
movement.
And the winter hat means knowingwhat can change without damaging
the essence of the deal.
Maybe the payment schedule canmove, maybe the territory can be
narrower at first.
Maybe exclusivity can be limitedin time.
Maybe a pilot phase makes moresense than a full commitment.
(10:20):
Flexibility allows a negotiationto keep moving without forcing
you to abandon what reallymatters.
Artemisa (10:26):
That is the key distinction.
Flexible does not mean having nostandards.
It means understanding thearchitecture of the deal well
enough to know which walls canmove and which ones are
load-bearing.
Leticia AI (10:38):
If you are too rigid, you can lose a good
opportunity because you aredefending terms that are not
actually essential.
If you are too flexible, you canend up with a deal that exists
on paper but does not trulyprotect your interest.
So the winter hat is aboutbalance, staying calm, staying
strategic, and adjusting withoutcollapsing.
Artemisa (10:58):
It is basically emotional outerwear.
Leticia AI (11:01):
That is one way to put it.
Now, the fourth hat, beach hatcommunication, it is about tone,
clarity, and human connection.
Why beach hat?
Because good communicationcreates space, it lowers
unnecessary tension, it helpspeople breathe, listen, and stay
open.
And this matters more than manypeople realize.
(11:23):
A negotiation can fail even whenthe underlying idea is good,
simply because the communicationbecomes strained, vague,
defensive, or overly combative.
Artemisa (11:34):
Yes.
Sometimes the problem is not theclause, it is the energy around
the clause.
You can almost feel the dealtightening up because the room
stops feeling collaborative andstarts feeling hostile or
confusing or emotionallyawkward.
Leticia AI (11:50):
The Beach Hat is not about being passive or
excessively agreeable.
It is about communicating in away that keeps the conversation
productive.
Can you explain your positionclearly?
Can you ask hard questionswithout sounding aggressive?
Can you uh disagree withoutescalating unnecessarily?
(12:13):
Can you listen well enough tounderstand the other side's real
concern, not just their surfaceobjection?
That is communication.
Artemisa (12:22):
And it is such an underrated skill because many
people think being a goodcommunicator means speaking
well.
Not quite.
Sometimes being a goodcommunicator means slowing down,
clarifying a misunderstanding,naming tension without making it
worse, or saying, I understandyour concern.
Here's what I need on my side.
Leticia AI (12:42):
Good communication protects the quality of the
conversation.
And that matters because evenwhen a deal is not closed
immediately, the relationshipand the impression you leave
behind can shape what happensnext.
Sometimes the beach hat does notclose the deal in that moment,
it keeps the door open for abetter one later.
Artemisa (13:02):
And that is very powerful because not every
successful negotiation ends witha same day signature.
Sometimes success is preservingcredibility and momentum.
Leticia AI (13:13):
Now the final hat.
Police hat defense.
It is about vigilance.
It is about recognizing whensomething needs to be
questioned, slowed down,clarified, or challenged.
Why police hat?
Because this is the protectiverole.
It is the one that notices redflags and refuses to be rushed
past them.
(13:34):
Negotiation is not alwaysbalanced.
Not everyone comes to the tablewith the same intentions, the
same transparency, or the samerespect for your position.
In sometimes there is pressuredisguised as urgency, sometimes
there is vagueness disguised assimplicity, sometimes there are
(13:54):
standard terms that are onlystandard because nobody pushed
back.
Artemisa (13:59):
Ah yes, the classic, this is just boilerplate, which
is often said seconds beforesomeone tries to slide in
something deeply unfavorablewith a very relaxed face.
Leticia AI (14:40):
The police hat means reading carefully, listening
carefully, and not confusingenthusiasm with safety.
It means asking.
What happens if thisrelationship changes?
What happens if the productsucceeds?
What happens if the deal fails?
What happens if expectations arenot met?
What happens if the language isinterpreted in the broadest
(15:02):
possible way?
Defense is not cynicism, it isdiscipline.
Artemisa (15:07):
That distinction matters.
Because some people hear defenseand imagine paranoia, suspicion,
negativity.
No, defense is simply respectfor consequences.
If you build something valuable,protecting it is not rude, it is
responsible.
Leticia AI (15:25):
So when you put these five hats together
hat, preparation, top hat,positioning, winter hat,
flexibility, beach hat,communication, and police hat
defense, you begin to seenegotiation for what it really
is.
Not a single move.
Not a personality contest, not abattle of who talks the most.
(15:50):
It is a layered process thatasks different things of you at
different moments.
Artemisa (15:56):
And this is where things get interesting because
even when people understand thehats, they still tend to lean on
instinct.
They have a default style, anatural pattern, a familiar way
of reacting when the room getsuncomfortable.
Leticia AI (16:09):
Yes.
And that is the next part.
Because once you understand thehats, you have to ask yourself
another question.
What kind of negotiator am Iwhen pressure enters the room?
Not who I want to think I am,not who do I sound like in
theory.
Who do I become when things gettense, vague, delayed,
(16:33):
emotional, or high stakes?
Artemisa (16:36):
That is where the real personality reveal happens.
Because it is easy to say, I amstrategic.
Wonderful.
Let us see what happens whensomeone challenges your
valuation, avoids giving adirect answer, and says they
need a decision by tomorrowmorning.
Leticia AI (16:55):
That is why the exercise in the book matters.
It helps people notice theirdefault style.
Some people become morecompetitive, they push harder,
faster, more directly.
Some become more collaborative.
They immediately look for commonground and mutual gain.
Some become accommodating, theytry to preserve harmony and
reduce friction.
Some become avoiding, they pullback, delay, or sidestep the
(17:19):
discomfort.
And some become analytical.
They go deeper into facts,logic, structure, and detail.
Artemisa (17:28):
Which is useful because none of these styles is
automatically bad.
That is important.
The problem is not having astyle.
The problem is letting yourstyle drive the whole
negotiation without checkingwhether it actually serves the
moment.
Leticia AI (17:43):
A competitive style can be excellent when clarity is
needed.
It can also become too hard anddamage trust.
A collaborative style can unlockcreative solutions.
It can also drift if nobodymoves toward closure.
An accommodating style canpreserve relationships
beautifully.
It can also lead to unnecessaryconcessions.
(18:05):
An avoiding style can preventrash decisions.
It can also leave importantissues unresolved.
An analytical style can bringrigor and precision.
It can also make theconversation feel cold or overly
technical.
Artemisa (18:20):
So the goal is not to discover your style and marry
it.
The goal is to notice yourdefault and then ask, what hat
do I need to put on to negotiatebetter here?
If you are naturallycompetitive, maybe you need more
beach hat communication.
If you are naturallyaccommodating, maybe you need
more police hat defense.
(18:40):
If you are naturally analytical,maybe you need more top hat
positioning, so your value isnot only correct, but
compelling.
Leticia AI (18:49):
That is where the framework becomes powerful.
Your style tells you where youtend to go first.
The hats help you go where thenegotiation actually needs you
to go, and that is a verydifferent thing.
Artemisa (19:00):
Which means the deepest lesson here is not, this
is my negotiation personality.
It is, this is my instinct, andnow I can decide whether to
follow it or strengthen it withsomething else.
Announcer (19:13):
Intangibilia, the podcast of intangible law.
Plain tug about intellectualproperty.
Leticia AI (19:19):
The best negotiators are not the loudest, the
hardest, the friendliest, or themost intellectual person in the
room.
They are the ones who can readthe moment accurately and
respond deliberately.
They know when to prepare more,when to frame better, when to
bend, when to clarify, and whento protect.
Artemisa (19:43):
In other words, they do not just enter the deal.
They know how to wear the room.
Leticia AI (19:48):
That is a very Artemisa way to put it.
But yes, that is exactly thepoint.
So if you are listening to thisand thinking, I know exactly
which hat I forget, good, thatis useful.
And if you are listening andrealizing, oh, I always rely on
uh instinct and call itstrategy, also good, slightly
(20:09):
humbling perhaps, but veryuseful.
Because uh negotiation gets muchbetter when you stop treating it
like a test of personality andstart treating it like a
practice of judgment.
Artemisa (20:20):
And that is where deals get smarter, cleaner, and
a lot less painful.
Because nothing says growth likerealizing the problem was never
that you were bad atnegotiating.
You were just underdressed.
Leticia AI (20:33):
Now that we have walked through the five hats,
there's another important layerto this conversation because
tools are one thing, instinct isanother, and in the book,
Protection for the InventiveMind, there's a quiz designed to
help you identify yournegotiation style.
Not your ideal style, not thestyle you wish you had when you
(20:54):
are feeling wise and composed,but the style you tend to fall
into when a negotiation becomesreal, when there is pressure,
uncertainty, ego, timing, money,or control involved, because
that is when style revealsitself.
Artemisa (21:11):
Yes, this is not the fantasy version of you.
This is not I am always calm,strategic, and brilliant.
Lovely idea, very aspirational.
We support it.
This is the real version.
The one who shows up whensomeone challenges your value,
goes vague on terms, asks for afast answer, or suddenly says,
(21:32):
we were hoping for somethingmore flexible.
Leticia AI (21:35):
And the reason the quiz matters is that most people
go into negotiations thinkingthe problem is external.
They think, you know, the otherside was difficult, or the offer
was bad, or the timing waswrong.
Sometimes that is true, butsometimes the missing piece is
much closer.
Sometimes the issue is that yournatural style helped you in one
(21:59):
part of the conversation andhurt you in another.
So this is not about puttingpeople in a box.
It is about helping them noticetheir own pattern.
Artemisa (22:11):
Because once you can name your pattern, you can stop
treating instinct like destiny.
And that is very good news foranyone who has ever walked out
of a conversation thinking, whydid I agree to that?
Or why did I say nothing?
Or why did I push so hard?
Leticia AI (22:29):
So let's walk through the five styles in a way
that is practical.
And as we do, I want listenersto ask themselves one very
simple question, not which onesounds nicest, but which one
sounds most like me when theroom gets uncomfortable, because
that is where the truth usuallylives.
Artemisa (22:45):
A beautiful and mildly humbling exercise.
Proceed.
Leticia AI (22:50):
The first style is the competitive style.
This is the person who tends toenter a negotiation wanting
clarity, movement, and aconcrete outcome.
They are comfortable beingdirect.
They ask for what they want,they like momentum.
They usually do not enjoyendless circling around the
(23:11):
issue.
A competitive negotiator oftensounds like this.
What exactly are you offering?
What is the number?
What is the timeline?
Can we make a decision today?
This style is often strong inhigh pressure settings because
it moves the conversationforward.
It prevents people from hidingbehind endless discussion.
(23:36):
It can be especially effectivewhen the other side is stalling,
posturing, or avoidingspecifics.
Artemisa (23:45):
In other words, this is the negotiator who hears 10
minutes of elegant conversationand says, wonderful.
Now can we talk about the actualdeal?
Leticia AI (23:55):
Exactly.
And that can be very useful.
The challenge comes whendirectness becomes force or when
momentum becomes impatience.
A competitive negotiator maypush for resolution before
enough information is on thetable.
They may create resistancewithout meaning to.
They may focus so much onsecuring the result that they
(24:18):
overlook the relationship ormiss creative ways to structure
the deal.
So the strength here isdecisiveness.
The risk is compression.
Too much pressure.
Too soon.
Artemisa (24:31):
Yes.
The room starts to feel lesslike a negotiation and more like
a hostage situation with adeadline.
So if this is your style, yourgrowth move is not to become
soft, it is to become morecalibrated.
This is where the beach hatcommunication becomes especially
helpful.
Ask more before pushing more.
(24:52):
Create enough space for theother side to explain what
matters to them.
Let clarity come withunderstanding, not just urgency.
Leticia AI (25:01):
The second style is the collaborative style.
This negotiator tends to believethere is a smarter outcome if
both sides think creatively.
(25:36):
What are you trying to protecton your side?
How do we create somethingstronger here?
This style is powerful becauseit expands value.
It often uncovers opportunitiesthat a more rigid negotiator
would miss.
It can transform a basictransaction into a stronger
long-term relationship or asmarter commercial structure.
Artemisa (25:57):
This is the negotiator who does not just want a slice
of the pie.
They are in the room trying toinvent a better pie, ambitious,
wholesome, slightly dangerous iftime is limited.
Leticia AI (26:09):
The challenge with collaboration is that it can
become an endless exploration,too many options, too much
openness, uh not enough closure.
A collaborative negotiator maycreate a wonderful conversation
full of ideas and goodwill, yetstill struggle to bring it to a
decision.
They may assume that if bothsides keep talking, the
(26:31):
agreement will naturally arrive.
It does not always work thatway.
So the strengths here arecreativity and relationship
building.
The risk is drift.
So if this is your style, yourgrowth move is not to become
harsher, it is to become morestructured, and this is where
(26:53):
the top hat uh positioningbecomes very useful.
At some point, you need to framethe path clearly.
You need to say, based on thisdiscussion, here is the
structure that makes sense, orhere is the proposal I believe
reflects what we both need.
Artemisa (27:13):
The third style is the accommodating style.
This negotiator is highlyattuned to the relationship.
They care about tone, trust, andpreserving goodwill.
They are often generous,respectful, and very good at
smoothing tension before itbecomes conflict.
Leticia AI (27:31):
An accommodating negotiator often sounds like
this.
You know, I understand.
We can work with that.
I do not want this to becomedifficult.
Let's keep this constructive.
This style can be a realstrength because it helps people
feel heard, it creates warmth,it lowers defensiveness in some
settings, especially when trustis fragile or emotions are high.
(27:54):
This can keep a negotiationalive when a more aggressive
style would shut it down.
Artemisa (27:59):
This is the negotiator who can feel tension enter the
room before the temperaturechanges, and then immediately
starts trying to protect theatmosphere.
Leticia AI (28:08):
The problem is that if preserving harmony becomes
the top priority, theaccommodating negotiator can
start making concessions tooquickly.
They may soften their ownposition before it has really
been tested.
They may say yes to keep thingsum pleasant, then realize later
that the pleasantness wasexpensive.
(28:30):
So the strength here is umrelational intelligence.
The risk is self-sacrificedisguised as professionalism.
Artemisa (28:38):
Yes.
You leave the meeting thinkingthat felt smooth.
Then two hours later, you readyour notes and realize you
quietly donated half yourleverage in the name of good
vibes.
Leticia AI (28:49):
So if this is your style, your growth move is not
to become cold, it is to becomefirmer inside your warmth.
This is where the police hatdefense matters enormously
before the meeting, define yourboundaries.
Know your non-negotiables, knowyour acceptable range.
That way your kindness staysgenuine, but it is no longer
(29:13):
making decisions on behalf ofyour strategy.
Artemisa (29:17):
The fourth style is the avoiding style.
This one is often judged tooquickly and unfairly.
An avoiding negotiator tends tostep back when things get tense.
They may delay, pause, deflect,or choose not to engage
immediately.
Sometimes this comes fromdiscomfort with conflict.
(29:39):
Sometimes it comes from caution.
Sometimes it comes from a veryreal sense that the room needs
less heat, not more.
Leticia AI (29:47):
An avoiding negotiator often sounds like
this?
Let me think about that.
Perhaps we should revisit thislater.
I am not sure now is the rightmoment to decide.
Let's not rush.
Now, this style can actually beuseful.
It can prevent impulsivedecisions, it can protect
against emotional overreaction,it can create valuable time to
(30:10):
reflect, verify facts, or regaincomposure.
Artemisa (30:14):
So this is not always the negotiator running away.
Sometimes this is the negotiatorrefusing to make a bad decision
in a messy room, which franklycan be very elegant.
Leticia AI (30:25):
The challenge is when pause becomes a pattern,
when caution becomes chronicdelay, when difficult issues are
repeatedly postponed rather thanaddressed.
An avoiding negotiator may keepthe peace temporarily, but at
the cost of momentum, clarity,or opportunity.
They may hope the tensionresolves itself.
(30:46):
It often does not.
So the strength here isrestraint.
The risk is non-decision.
Artemisa (30:53):
Nothing explodes.
Nothing gets resolved.
The deal slowly dies ofpoliteness and deferred emails.
Leticia AI (31:01):
So if this is your style, your growth move is not
to become aggressive, it is tobecome more willing to name the
issue.
This is where the top hatpositioning and the police hat
defense can help.
State the concern clearly, askthe hard question earlier,
address what feels uncomfortablebefore delay turns it into
(31:21):
something larger.
Artemisa (31:22):
And finally, the fifth style is the analytical style.
This negotiator leads withlogic, facts, structure, and
precision.
They prepare deeply, they thinkcarefully.
They often arrive with data,comparisons, models, notes,
assumptions, and a very clearunderstanding of the technical
(31:44):
side of the deal.
Leticia AI (31:45):
An analytical negotiator often sounds like
this.
What assumptions are we using?
How is this defined?
What does this clause actuallycover?
Can we break this down?
This style is incrediblyvaluable because it brings rigor
(32:06):
into the room, it reducesambiguity, it catches weak
drafting, unrealisticassumptions, and unsupported
claims.
In technical, financial, legal,or high-stakes negotiations,
this can be a major advantage.
Artemisa (32:20):
This is the negotiator who brings no vibes to the
meeting.
They bring evidence.
And honestly, sometimes that isexactly what the meeting needs.
Leticia AI (32:30):
The challenge is that negotiation is not purely
rational.
People do not make decisionsbased only on correct analysis.
They also respond to trust,confidence, narrative, timing,
identity, and emotion.
An analytical negotiator can becompletely right and still fail
(32:51):
to persuade.
They may explain the logicbeautifully while missing what
the other side actually needs tohear in order to move.
So the strength here is rigor,the risk is emotional distance.
Artemisa (33:04):
You are technically flawless, but the room feels
like it is being negotiated by avery competent spreadsheet.
Leticia AI (33:11):
So if this is your style, your growth move is not
to become less intelligent, itis to become more human in the
way you frame the intelligence.
This is where the beach hat,communication, and the top hat
positioning become powerful.
Start with a human significance,explain why the issue matters,
not just how it works, thensupport that with data.
(33:34):
Let the numbers strengthen thestory, not replace it.
Artemisa (33:38):
So to summarize, every style has value.
None of these is the villain.
The problem begins when a stylethat helps in one moment gets
treated like the correct answerto every moment.
Leticia AI (33:51):
And that is why the quiz in the book is useful.
It is not there to label youpermanently, it is there to help
you notice your instincts sothat you can negotiate with more
awareness.
If you know you are naturallycompetitive, you can remember to
slow down and listen beforepressing.
If you know you are naturallycollaborative, you can remember
(34:11):
to define the path and ask forclosure.
If you know you are naturallyaccommodating, you can check
whether kindness is becomingconcession.
If you know you are naturallyavoiding, you can ask whether
the pause is strategic or simplyevasive.
If you know you are naturallyanalytical, you can ask whether
(34:34):
clarity is connecting or onlyexplaining.
Artemisa (34:36):
That is the real power of this, actually.
Not discovering who you aredramatically under a spotlight.
Discovering where your instinctis useful, where it gets
expensive, and which hat canhelp you negotiate more
intelligently.
Leticia AI (34:51):
Because your style is your default, not your
destiny.
And the strongest negotiatorsare not the ones with one
perfect style.
They are the ones who understandthemselves well enough to
adjust.
They know when they need morechef hat preparation, more top
hat, positioning, more winterhat, flexibility, more beach
(35:15):
hat, communication, or morepolice hat defense.
That is when negotiation stopsbeing reactive and starts
becoming deliberate.
Artemisa (35:23):
So the next time you are in a negotiation and
something feels off, do not justask, What are they doing?
Also ask, what am I doingautomatically?
Because sometimes the issue isin the room.
And sometimes the issue is thatyou walked into the room wearing
the same hat you always wear,whether it fits the moment or
not.
Leticia AI (35:43):
And that awareness alone can change the deal.
So if you take one step backfrom everything we discussed
today, the hats, the styles, theinstincts, the patterns,
negotiation starts to look verydifferent.
It is no longer just aconversation about terms.
It becomes a moment whenstrategy, awareness, and
judgment converge.
(36:04):
And before we close, I want toleave you with five takeaways
you can carry into your verynext negotiation, not abstract
ideas, practical anchors.
Artemisa (36:13):
Takeaway one.
Preparation is quiet power.
If you remember nothing else,remember this.
The strongest part of yournegotiation often happens before
you say a single word.
When you know your value, yourpriorities, your limits, and
your alternatives, you walk intothe room differently.
You are not reacting, you arechoosing.
Leticia AI (36:35):
If you skip preparation, you are not
improvising, you are guessing,and guessing is expensive.
Artemisa (36:40):
Takeaway too.
How you position your ideashapes how it is valued.
People do not respond to valueautomatically.
They respond to how clearly andconfidently it is presented.
If you describe features, youinvite comparison.
If you communicate impact, youcreate interest.
Leticia AI (37:00):
Do not just explain what you built, explain why it
matters.
That is where negotiation startsto shift.
Artemisa (37:06):
Takeaway three.
Flexibility is not weakness, itis structure.
Every deal has elements that canmove and elements that should
not.
Knowing the difference is whatkeeps a negotiation alive
without losing control.
If you are rigid, you may losean opportunity.
If you are too flexible, you maylose value.
Leticia AI (37:27):
Think of it this way
need to.
Protect the roots.
Artemisa (37:32):
Takeaway 4.
Communication carries the deal.
The tone, clarity, and energy ofthe conversation matter more
than most people realize.
You can have the right terms andstill lose the deal if the
communication breaks down.
And sometimes the best outcomeis not closing immediately, but
keeping the door open forsomething better.
(38:01):
Takeaway five.
Your style is a starting point,not a strategy.
Knowing whether you arecompetitive, collaborative,
accommodating, avoiding, oranalytical is useful.
But it is only useful if ithelps you adjust.
Because the best negotiators arenot defined by one style.
(38:22):
They are defined by the abilityto recognize the moment and
respond deliberately.
Leticia AI (38:27):
In other words, do not let your instinct run the
negotiation without supervision.
And so the next time you findyourself in a negotiation,
whether it is a formal deal or asimple conversation about value,
pause for a moment.
And instead of asking, how do Iwin this?
Artemisa (38:43):
Ask, what does this moment require from me?
Do I need more clarity, moreflexibility, more protection,
better communication?
And most importantly, am Ichoosing my approach or just
repeating it?
Because that question alone canchange the outcome.
Leticia AI (39:00):
And if you suddenly realize you have been
negotiating your entire lifewearing the same hat, do not
worry.
This is your wardrobe upgrademoment.
Artemisa (39:09):
Thank you for joining us on Intangibilia, where ideas
are not only created, they areunderstood, shaped, and
protected.
Leticia AI (39:16):
And occasionally renegotiated with better
strategy.
Artemisa (39:20):
Until next time.
Announcer (39:29):
Thank you for listening to Intangibilia, the
podcast of Intangible Law.
Plain talk about intellectualproperty.
Did you like what we talkedabout today?
Please share with your network.
Do you want to learn more aboutintellectual property?
Subscribe now on your favoritepodcast player.
Follow us on Instagram,Facebook, LinkedIn, and Twitter.
(39:50):
Visit our websitewww.intangibilia.com.
Copyright Leticia Caminero 2020.
All rights reserved.
This podcast is provided forinformation purposes only.
Let me guess.
You walked into a negotiationthinking you just needed a
number, maybe a percentage,maybe a yes, simple, right?
And then suddenly you are in afull psychological chess match.
Someone smiles too much, someonesays standard terms, someone
brings up urgency out ofnowhere, and now you are
(00:22):
questioning everything,including your own idea.
Here is the twist.
Most deals are not lost becausethe idea was weak.
They are lost because thestrategy was missing.
In protection for the inventivemind, there is a simple but
powerful idea.
You're not just protecting whatyou create, you are shaping how
(00:44):
the world values it.
In that moment, right there atthe table, that is where it
happens.
So today we are asking onequestion that might change how
you negotiate forever.
What kind of negotiator are you?
Really?
Announcer (01:03):
You are listening to Intangibilia, the podcast of
Intangible Law.
Plain talk about intellectualproperty.
Please welcome your host,Leticia Caminero.
Leticia AI (01:14):
Welcome to Intangibilia, where innovation
meets intellectual property, andtoday meets negotiation.
I am Leticia Caminero, and thisepisode is all about something
we do more often than werealize.
Every time we pitch an idea,discuss a collaboration, license
a creation, or even set a price,we are negotiating.
But here's the thing (01:34):
most people focus on the deal.
The best negotiators focus onhow the deal is shaped, and that
is exactly what we are gettinginto today.
Artemisa (01:42):
And I am Artemisa, your AI co-host, here to
lovingly point out that yournegotiation style might be doing
amazing things for you orquietly sabotaging your best
deals.
Think of me as your negotiationmirror.
Slightly bold, occasionallydramatic, always here to make
sure you do not leave value onthe table.
Leticia AI (02:04):
Before we dive in, a quick note for anyone who wants
to go deeper.
This episode is inspired by mybook, Protection for the
Inventive Mind, part of theIntangibilia Field Book Series.
It is a practical, hands-onguide designed to help you take
your ideas from early concept tofully protected and
strategically positioned assets.
Artemisa (02:26):
If you have ever had an idea and thought this could
be something, this book helpsyou turn that into something
real, structured, and protected.
It is available now on Amazon.
Leticia AI (02:38):
My voice in this episode is an AI-generated
version of My Real Voice, andArtemisa is a fully AI-powered
co-host.
Everything we share is foreducational and informational
purposes only and does notconstitute legal advice.
If you need guidance on aspecific situation, always
(02:59):
consult a qualifiedprofessional.
Fine.
But that does not really explainwhat negotiation is.
And the truth is, negotiation isnot just about asking for a
better number.
(03:19):
It is about understanding value,presenting value, protecting
value, and sometimes evenrescuing value when the
conversation starts to gosideways.
Artemisa (03:31):
People think they are negotiating price, and half the
time they are actuallynegotiating power, timing,
trust, perception, risk.
And who gets to define what theidea is worth?
So, yes, technically there maybe a contract on the table, but
emotionally and strategically,there's a lot more happening in
the room.
Leticia AI (03:51):
That is why in Protection for the Inventive
Mind, I break negotiation intofive hats.
Most people do not fail innegotiations because they are
unintelligent.
They fail because they walk inwearing only one hat.
Maybe they are prepared, but toorigid.
Maybe they are persuasive, butcareless.
(04:13):
Maybe they are kind but tooeager to keep the peace.
Maybe they are analytical butdisconnected from the room's
emotional temperature.
The point of the hats is to showthat good negotiation is not one
personality trait.
It is a set of roles you need toknow how to step into.
Artemisa (04:38):
Which is great news, honestly, because it means if
your instinct is not servingyou, you are not doomed.
You are not trapped in sometragic negotiation identity.
You just need a better hat.
Leticia AI (04:50):
So let's imagine one scenario and walk through it
properly.
You have created somethingvaluable.
Maybe it is an invention, maybeit is a brand, maybe it is a
design, a product, a platform,or a piece of know-how.
You are now sitting down with apotential partner, investor,
distributor, or licensee.
They are interested.
(05:12):
That sounds exciting, and it is.
But this is also the moment whenpeople start giving away too
much because they are so happysomeone wants what they built.
Artemisa (05:23):
Nothing makes people vulnerable faster than
excitement mixed with flattery.
Someone says, We love what youare doing, and suddenly half the
room forgets to ask thedifficult questions.
Leticia AI (05:34):
The first hat chef hat preparation.
It is about what happens beforethe negotiation even begins.
Why chef?
Because a chef does not walkinto the kitchen and improvise
everything from panic.
A good chef knows theingredients, understands timing,
prepares the tools, and has aclear sense of what they are
trying to make.
Negotiation works the same way.
(05:56):
Preparation means knowing whatyou have, what it is worth, what
the other side might want, whereyour leverages, where your
vulnerabilities are, and whatoutcome you are actually aiming
for.
It also means understanding yourown boundaries before someone
else starts testing them.
Artemisa (06:15):
This is the hat that saves people from saying, I need
to think about that, after theyhave already agreed to something
alarming.
Because if you have done thepreparation properly, you know
your floor, you know yourpriorities, and you know the
difference between a compromiseand a mistake.
Leticia AI (06:34):
Many people prepare facts, but they do not prepare
strategy.
They know their invention, theyknow their business, they know
their product, but do they knowwhat terms they can accept, what
terms they cannot accept, whatthey would trade, what they
would never trade, and whatquestions they need answered
before moving forward.
(06:54):
That is preparation.
Preparation is not justinformation, it is readiness.
Artemisa (06:59):
And this is where many deals quietly begin to succeed
or fail.
Because if the other sideunderstands your value more
clearly than you do, that is adangerous place to start.
Leticia AI (07:10):
Very dangerous.
Now let's move to the secondhat.
Um, top hat positioning is abouthow you present yourself and
your idea once you are in theroom.
Why a top hat?
Because this is the showtimehat.
It is about presence and framingand how the value is introduced.
Many people assume value speaksfor itself.
Artemisa (07:31):
It does not.
Value has to be positioned, ithas to be communicated in a way
that makes sense to the personacross from you.
Leticia AI (07:40):
If you have a brilliant invention but you
present it in a vague, timid, oroverly technical way, the other
side may completely miss itscommercial importance.
Artemisa (07:50):
Yes.
You may be talking aboutinnovation, and they may be
hearing interesting littlefeatures, which is tragic.
Leticia AI (07:58):
Positioning means deciding how the story of your
value will be told.
Are you presenting a product ora solution?
Are you offering a logo or abrand with market potential?
Are you discussing a patent or acompetitive advantage?
The top hat is about helping theother side see your idea in its
(08:19):
strongest, clearest, mostrelevant light.
Artemisa (08:23):
It is the difference between saying, here is what I
made, and saying, here is whythis matters, why it works, and
why it creates value.
One sounds like a hobby, theother sounds like a deal.
Leticia AI (08:37):
And there is another layer here.
Positioning is not only aboutwhat you say about the idea, it
is also about how you positionyourself.
Do you sound confident?
Do you sound rushed?
Do you sound apologetic?
Do you sound like someone askingfor for validation or like um
(08:58):
someone presenting a legitimateopportunity?
People respond not only to thething being offered, but to the
way it is carried into the room.
Artemisa (09:08):
So, yes, the top hat is stylish, but not for
decoration.
It is about command of thestage.
Leticia AI (09:14):
Now let's move to the third hat.
Winter hat, flexibility.
It is about staying adaptablewhen the temperature drops,
because every negotiationeventually reaches a colder
moment.
There is pushback, there ishesitation, there is a lower
offer, there is concern aboutscope, timing, exclusivity,
(09:39):
control, or price.
And this is where people oftenbecome either too rigid or too
yielding.
Artemisa (09:46):
Yes.
Some people treat every term aswritten in stone.
Others melt instantly becausethey want the conversation to
stay pleasant.
Neither is ideal.
Leticia AI (09:56):
Flexibility is not weakness, it is a strategic
movement.
And the winter hat means knowingwhat can change without damaging
the essence of the deal.
Maybe the payment schedule canmove, maybe the territory can be
narrower at first.
Maybe exclusivity can be limitedin time.
Maybe a pilot phase makes moresense than a full commitment.
(10:20):
Flexibility allows a negotiationto keep moving without forcing
you to abandon what reallymatters.
Artemisa (10:26):
That is the key distinction.
Flexible does not mean having nostandards.
It means understanding thearchitecture of the deal well
enough to know which walls canmove and which ones are
load-bearing.
Leticia AI (10:38):
If you are too rigid, you can lose a good
opportunity because you aredefending terms that are not
actually essential.
If you are too flexible, you canend up with a deal that exists
on paper but does not trulyprotect your interest.
So the winter hat is aboutbalance, staying calm, staying
strategic, and adjusting withoutcollapsing.
Artemisa (10:58):
It is basically emotional outerwear.
Leticia AI (11:01):
That is one way to put it.
Now, the fourth hat, beach hatcommunication, it is about tone,
clarity, and human connection.
Why beach hat?
Because good communicationcreates space, it lowers
unnecessary tension, it helpspeople breathe, listen, and stay
open.
And this matters more than manypeople realize.
(11:23):
A negotiation can fail even whenthe underlying idea is good,
simply because the communicationbecomes strained, vague,
defensive, or overly combative.
Artemisa (11:34):
Yes.
Sometimes the problem is not theclause, it is the energy around
the clause.
You can almost feel the dealtightening up because the room
stops feeling collaborative andstarts feeling hostile or
confusing or emotionallyawkward.
Leticia AI (11:50):
The Beach Hat is not about being passive or
excessively agreeable.
It is about communicating in away that keeps the conversation
productive.
Can you explain your positionclearly?
Can you ask hard questionswithout sounding aggressive?
Can you uh disagree withoutescalating unnecessarily?
(12:13):
Can you listen well enough tounderstand the other side's real
concern, not just their surfaceobjection?
That is communication.
Artemisa (12:22):
And it is such an underrated skill because many
people think being a goodcommunicator means speaking
well.
Not quite.
Sometimes being a goodcommunicator means slowing down,
clarifying a misunderstanding,naming tension without making it
worse, or saying, I understandyour concern.
Here's what I need on my side.
Leticia AI (12:42):
Good communication protects the quality of the
conversation.
And that matters because evenwhen a deal is not closed
immediately, the relationshipand the impression you leave
behind can shape what happensnext.
Sometimes the beach hat does notclose the deal in that moment,
it keeps the door open for abetter one later.
Artemisa (13:02):
And that is very powerful because not every
successful negotiation ends witha same day signature.
Sometimes success is preservingcredibility and momentum.
Leticia AI (13:13):
Now the final hat.
Police hat defense.
It is about vigilance.
It is about recognizing whensomething needs to be
questioned, slowed down,clarified, or challenged.
Why police hat?
Because this is the protectiverole.
It is the one that notices redflags and refuses to be rushed
past them.
(13:34):
Negotiation is not alwaysbalanced.
Not everyone comes to the tablewith the same intentions, the
same transparency, or the samerespect for your position.
In sometimes there is pressuredisguised as urgency, sometimes
there is vagueness disguised assimplicity, sometimes there are
(13:54):
standard terms that are onlystandard because nobody pushed
back.
Artemisa (13:59):
Ah yes, the classic, this is just boilerplate, which
is often said seconds beforesomeone tries to slide in
something deeply unfavorablewith a very relaxed face.
Leticia AI (14:40):
The police hat means reading carefully, listening
carefully, and not confusingenthusiasm with safety.
It means asking.
What happens if thisrelationship changes?
What happens if the productsucceeds?
What happens if the deal fails?
What happens if expectations arenot met?
What happens if the language isinterpreted in the broadest
(15:02):
possible way?
Defense is not cynicism, it isdiscipline.
Artemisa (15:07):
That distinction matters.
Because some people hear defenseand imagine paranoia, suspicion,
negativity.
No, defense is simply respectfor consequences.
If you build something valuable,protecting it is not rude, it is
responsible.
Leticia AI (15:25):
So when you put these five hats together
hat, preparation, top hat,positioning, winter hat,
flexibility, beach hat,communication, and police hat
defense, you begin to seenegotiation for what it really
is.
Not a single move.
Not a personality contest, not abattle of who talks the most.
(15:50):
It is a layered process thatasks different things of you at
different moments.
Artemisa (15:56):
And this is where things get interesting because
even when people understand thehats, they still tend to lean on
instinct.
They have a default style, anatural pattern, a familiar way
of reacting when the room getsuncomfortable.
Leticia AI (16:09):
Yes.
And that is the next part.
Because once you understand thehats, you have to ask yourself
another question.
What kind of negotiator am Iwhen pressure enters the room?
Not who I want to think I am,not who do I sound like in
theory.
Who do I become when things gettense, vague, delayed,
(16:33):
emotional, or high stakes?
Artemisa (16:36):
That is where the real personality reveal happens.
Because it is easy to say, I amstrategic.
Wonderful.
Let us see what happens whensomeone challenges your
valuation, avoids giving adirect answer, and says they
need a decision by tomorrowmorning.
Leticia AI (16:55):
That is why the exercise in the book matters.
It helps people notice theirdefault style.
Some people become morecompetitive, they push harder,
faster, more directly.
Some become more collaborative.
They immediately look for commonground and mutual gain.
Some become accommodating, theytry to preserve harmony and
reduce friction.
Some become avoiding, they pullback, delay, or sidestep the
(17:19):
discomfort.
And some become analytical.
They go deeper into facts,logic, structure, and detail.
Artemisa (17:28):
Which is useful because none of these styles is
automatically bad.
That is important.
The problem is not having astyle.
The problem is letting yourstyle drive the whole
negotiation without checkingwhether it actually serves the
moment.
Leticia AI (17:43):
A competitive style can be excellent when clarity is
needed.
It can also become too hard anddamage trust.
A collaborative style can unlockcreative solutions.
It can also drift if nobodymoves toward closure.
An accommodating style canpreserve relationships
beautifully.
It can also lead to unnecessaryconcessions.
(18:05):
An avoiding style can preventrash decisions.
It can also leave importantissues unresolved.
An analytical style can bringrigor and precision.
It can also make theconversation feel cold or overly
technical.
Artemisa (18:20):
So the goal is not to discover your style and marry
it.
The goal is to notice yourdefault and then ask, what hat
do I need to put on to negotiatebetter here?
If you are naturallycompetitive, maybe you need more
beach hat communication.
If you are naturallyaccommodating, maybe you need
more police hat defense.
(18:40):
If you are naturally analytical,maybe you need more top hat
positioning, so your value isnot only correct, but
compelling.
Leticia AI (18:49):
That is where the framework becomes powerful.
Your style tells you where youtend to go first.
The hats help you go where thenegotiation actually needs you
to go, and that is a verydifferent thing.
Artemisa (19:00):
Which means the deepest lesson here is not, this
is my negotiation personality.
It is, this is my instinct, andnow I can decide whether to
follow it or strengthen it withsomething else.
Announcer (19:13):
Intangibilia, the podcast of intangible law.
Plain tug about intellectualproperty.
Leticia AI (19:19):
The best negotiators are not the loudest, the
hardest, the friendliest, or themost intellectual person in the
room.
They are the ones who can readthe moment accurately and
respond deliberately.
They know when to prepare more,when to frame better, when to
bend, when to clarify, and whento protect.
Artemisa (19:43):
In other words, they do not just enter the deal.
They know how to wear the room.
Leticia AI (19:48):
That is a very Artemisa way to put it.
But yes, that is exactly thepoint.
So if you are listening to thisand thinking, I know exactly
which hat I forget, good, thatis useful.
And if you are listening andrealizing, oh, I always rely on
uh instinct and call itstrategy, also good, slightly
(20:09):
humbling perhaps, but veryuseful.
Because uh negotiation gets muchbetter when you stop treating it
like a test of personality andstart treating it like a
practice of judgment.
Artemisa (20:20):
And that is where deals get smarter, cleaner, and
a lot less painful.
Because nothing says growth likerealizing the problem was never
that you were bad atnegotiating.
You were just underdressed.
Leticia AI (20:33):
Now that we have walked through the five hats,
there's another important layerto this conversation because
tools are one thing, instinct isanother, and in the book,
Protection for the InventiveMind, there's a quiz designed to
help you identify yournegotiation style.
Not your ideal style, not thestyle you wish you had when you
(20:54):
are feeling wise and composed,but the style you tend to fall
into when a negotiation becomesreal, when there is pressure,
uncertainty, ego, timing, money,or control involved, because
that is when style revealsitself.
Artemisa (21:11):
Yes, this is not the fantasy version of you.
This is not I am always calm,strategic, and brilliant.
Lovely idea, very aspirational.
We support it.
This is the real version.
The one who shows up whensomeone challenges your value,
goes vague on terms, asks for afast answer, or suddenly says,
(21:32):
we were hoping for somethingmore flexible.
Leticia AI (21:35):
And the reason the quiz matters is that most people
go into negotiations thinkingthe problem is external.
They think, you know, the otherside was difficult, or the offer
was bad, or the timing waswrong.
Sometimes that is true, butsometimes the missing piece is
much closer.
Sometimes the issue is that yournatural style helped you in one
(21:59):
part of the conversation andhurt you in another.
So this is not about puttingpeople in a box.
It is about helping them noticetheir own pattern.
Artemisa (22:11):
Because once you can name your pattern, you can stop
treating instinct like destiny.
And that is very good news foranyone who has ever walked out
of a conversation thinking, whydid I agree to that?
Or why did I say nothing?
Or why did I push so hard?
Leticia AI (22:29):
So let's walk through the five styles in a way
that is practical.
And as we do, I want listenersto ask themselves one very
simple question, not which onesounds nicest, but which one
sounds most like me when theroom gets uncomfortable, because
that is where the truth usuallylives.
Artemisa (22:45):
A beautiful and mildly humbling exercise.
Proceed.
Leticia AI (22:50):
The first style is the competitive style.
This is the person who tends toenter a negotiation wanting
clarity, movement, and aconcrete outcome.
They are comfortable beingdirect.
They ask for what they want,they like momentum.
They usually do not enjoyendless circling around the
(23:11):
issue.
A competitive negotiator oftensounds like this.
What exactly are you offering?
What is the number?
What is the timeline?
Can we make a decision today?
This style is often strong inhigh pressure settings because
it moves the conversationforward.
It prevents people from hidingbehind endless discussion.
(23:36):
It can be especially effectivewhen the other side is stalling,
posturing, or avoidingspecifics.
Artemisa (23:45):
In other words, this is the negotiator who hears 10
minutes of elegant conversationand says, wonderful.
Now can we talk about the actualdeal?
Leticia AI (23:55):
Exactly.
And that can be very useful.
The challenge comes whendirectness becomes force or when
momentum becomes impatience.
A competitive negotiator maypush for resolution before
enough information is on thetable.
They may create resistancewithout meaning to.
They may focus so much onsecuring the result that they
(24:18):
overlook the relationship ormiss creative ways to structure
the deal.
So the strength here isdecisiveness.
The risk is compression.
Too much pressure.
Too soon.
Artemisa (24:31):
Yes.
The room starts to feel lesslike a negotiation and more like
a hostage situation with adeadline.
So if this is your style, yourgrowth move is not to become
soft, it is to become morecalibrated.
This is where the beach hatcommunication becomes especially
helpful.
Ask more before pushing more.
(24:52):
Create enough space for theother side to explain what
matters to them.
Let clarity come withunderstanding, not just urgency.
Leticia AI (25:01):
The second style is the collaborative style.
This negotiator tends to believethere is a smarter outcome if
both sides think creatively.
(25:36):
What are you trying to protecton your side?
How do we create somethingstronger here?
This style is powerful becauseit expands value.
It often uncovers opportunitiesthat a more rigid negotiator
would miss.
It can transform a basictransaction into a stronger
long-term relationship or asmarter commercial structure.
Artemisa (25:57):
This is the negotiator who does not just want a slice
of the pie.
They are in the room trying toinvent a better pie, ambitious,
wholesome, slightly dangerous iftime is limited.
Leticia AI (26:09):
The challenge with collaboration is that it can
become an endless exploration,too many options, too much
openness, uh not enough closure.
A collaborative negotiator maycreate a wonderful conversation
full of ideas and goodwill, yetstill struggle to bring it to a
decision.
They may assume that if bothsides keep talking, the
(26:31):
agreement will naturally arrive.
It does not always work thatway.
So the strengths here arecreativity and relationship
building.
The risk is drift.
So if this is your style, yourgrowth move is not to become
harsher, it is to become morestructured, and this is where
(26:53):
the top hat uh positioningbecomes very useful.
At some point, you need to framethe path clearly.
You need to say, based on thisdiscussion, here is the
structure that makes sense, orhere is the proposal I believe
reflects what we both need.
Artemisa (27:13):
The third style is the accommodating style.
This negotiator is highlyattuned to the relationship.
They care about tone, trust, andpreserving goodwill.
They are often generous,respectful, and very good at
smoothing tension before itbecomes conflict.
Leticia AI (27:31):
An accommodating negotiator often sounds like
this.
You know, I understand.
We can work with that.
I do not want this to becomedifficult.
Let's keep this constructive.
This style can be a realstrength because it helps people
feel heard, it creates warmth,it lowers defensiveness in some
settings, especially when trustis fragile or emotions are high.
(27:54):
This can keep a negotiationalive when a more aggressive
style would shut it down.
Artemisa (27:59):
This is the negotiator who can feel tension enter the
room before the temperaturechanges, and then immediately
starts trying to protect theatmosphere.
Leticia AI (28:08):
The problem is that if preserving harmony becomes
the top priority, theaccommodating negotiator can
start making concessions tooquickly.
They may soften their ownposition before it has really
been tested.
They may say yes to keep thingsum pleasant, then realize later
that the pleasantness wasexpensive.
(28:30):
So the strength here is umrelational intelligence.
The risk is self-sacrificedisguised as professionalism.
Artemisa (28:38):
Yes.
You leave the meeting thinkingthat felt smooth.
Then two hours later, you readyour notes and realize you
quietly donated half yourleverage in the name of good
vibes.
Leticia AI (28:49):
So if this is your style, your growth move is not
to become cold, it is to becomefirmer inside your warmth.
This is where the police hatdefense matters enormously
before the meeting, define yourboundaries.
Know your non-negotiables, knowyour acceptable range.
That way your kindness staysgenuine, but it is no longer
(29:13):
making decisions on behalf ofyour strategy.
Artemisa (29:17):
The fourth style is the avoiding style.
This one is often judged tooquickly and unfairly.
An avoiding negotiator tends tostep back when things get tense.
They may delay, pause, deflect,or choose not to engage
immediately.
Sometimes this comes fromdiscomfort with conflict.
(29:39):
Sometimes it comes from caution.
Sometimes it comes from a veryreal sense that the room needs
less heat, not more.
Leticia AI (29:47):
An avoiding negotiator often sounds like
this?
Let me think about that.
Perhaps we should revisit thislater.
I am not sure now is the rightmoment to decide.
Let's not rush.
Now, this style can actually beuseful.
It can prevent impulsivedecisions, it can protect
against emotional overreaction,it can create valuable time to
(30:10):
reflect, verify facts, or regaincomposure.
Artemisa (30:14):
So this is not always the negotiator running away.
Sometimes this is the negotiatorrefusing to make a bad decision
in a messy room, which franklycan be very elegant.
Leticia AI (30:25):
The challenge is when pause becomes a pattern,
when caution becomes chronicdelay, when difficult issues are
repeatedly postponed rather thanaddressed.
An avoiding negotiator may keepthe peace temporarily, but at
the cost of momentum, clarity,or opportunity.
They may hope the tensionresolves itself.
(30:46):
It often does not.
So the strength here isrestraint.
The risk is non-decision.
Artemisa (30:53):
Nothing explodes.
Nothing gets resolved.
The deal slowly dies ofpoliteness and deferred emails.
Leticia AI (31:01):
So if this is your style, your growth move is not
to become aggressive, it is tobecome more willing to name the
issue.
This is where the top hatpositioning and the police hat
defense can help.
State the concern clearly, askthe hard question earlier,
address what feels uncomfortablebefore delay turns it into
(31:21):
something larger.
Artemisa (31:22):
And finally, the fifth style is the analytical style.
This negotiator leads withlogic, facts, structure, and
precision.
They prepare deeply, they thinkcarefully.
They often arrive with data,comparisons, models, notes,
assumptions, and a very clearunderstanding of the technical
(31:44):
side of the deal.
Leticia AI (31:45):
An analytical negotiator often sounds like
this.
What assumptions are we using?
How is this defined?
What does this clause actuallycover?
Can we break this down?
This style is incrediblyvaluable because it brings rigor
(32:06):
into the room, it reducesambiguity, it catches weak
drafting, unrealisticassumptions, and unsupported
claims.
In technical, financial, legal,or high-stakes negotiations,
this can be a major advantage.
Artemisa (32:20):
This is the negotiator who brings no vibes to the
meeting.
They bring evidence.
And honestly, sometimes that isexactly what the meeting needs.
Leticia AI (32:30):
The challenge is that negotiation is not purely
rational.
People do not make decisionsbased only on correct analysis.
They also respond to trust,confidence, narrative, timing,
identity, and emotion.
An analytical negotiator can becompletely right and still fail
(32:51):
to persuade.
They may explain the logicbeautifully while missing what
the other side actually needs tohear in order to move.
So the strength here is rigor,the risk is emotional distance.
Artemisa (33:04):
You are technically flawless, but the room feels
like it is being negotiated by avery competent spreadsheet.
Leticia AI (33:11):
So if this is your style, your growth move is not
to become less intelligent, itis to become more human in the
way you frame the intelligence.
This is where the beach hat,communication, and the top hat
positioning become powerful.
Start with a human significance,explain why the issue matters,
not just how it works, thensupport that with data.
(33:34):
Let the numbers strengthen thestory, not replace it.
Artemisa (33:38):
So to summarize, every style has value.
None of these is the villain.
The problem begins when a stylethat helps in one moment gets
treated like the correct answerto every moment.
Leticia AI (33:51):
And that is why the quiz in the book is useful.
It is not there to label youpermanently, it is there to help
you notice your instincts sothat you can negotiate with more
awareness.
If you know you are naturallycompetitive, you can remember to
slow down and listen beforepressing.
If you know you are naturallycollaborative, you can remember
(34:11):
to define the path and ask forclosure.
If you know you are naturallyaccommodating, you can check
whether kindness is becomingconcession.
If you know you are naturallyavoiding, you can ask whether
the pause is strategic or simplyevasive.
If you know you are naturallyanalytical, you can ask whether
(34:34):
clarity is connecting or onlyexplaining.
Artemisa (34:36):
That is the real power of this, actually.
Not discovering who you aredramatically under a spotlight.
Discovering where your instinctis useful, where it gets
expensive, and which hat canhelp you negotiate more
intelligently.
Leticia AI (34:51):
Because your style is your default, not your
destiny.
And the strongest negotiatorsare not the ones with one
perfect style.
They are the ones who understandthemselves well enough to
adjust.
They know when they need morechef hat preparation, more top
hat, positioning, more winterhat, flexibility, more beach
(35:15):
hat, communication, or morepolice hat defense.
That is when negotiation stopsbeing reactive and starts
becoming deliberate.
Artemisa (35:23):
So the next time you are in a negotiation and
something feels off, do not justask, What are they doing?
Also ask, what am I doingautomatically?
Because sometimes the issue isin the room.
And sometimes the issue is thatyou walked into the room wearing
the same hat you always wear,whether it fits the moment or
not.
Leticia AI (35:43):
And that awareness alone can change the deal.
So if you take one step backfrom everything we discussed
today, the hats, the styles, theinstincts, the patterns,
negotiation starts to look verydifferent.
It is no longer just aconversation about terms.
It becomes a moment whenstrategy, awareness, and
judgment converge.
(36:04):
And before we close, I want toleave you with five takeaways
you can carry into your verynext negotiation, not abstract
ideas, practical anchors.
Artemisa (36:13):
Takeaway one.
Preparation is quiet power.
If you remember nothing else,remember this.
The strongest part of yournegotiation often happens before
you say a single word.
When you know your value, yourpriorities, your limits, and
your alternatives, you walk intothe room differently.
You are not reacting, you arechoosing.
Leticia AI (36:35):
If you skip preparation, you are not
improvising, you are guessing,and guessing is expensive.
Artemisa (36:40):
Takeaway too.
How you position your ideashapes how it is valued.
People do not respond to valueautomatically.
They respond to how clearly andconfidently it is presented.
If you describe features, youinvite comparison.
If you communicate impact, youcreate interest.
Leticia AI (37:00):
Do not just explain what you built, explain why it
matters.
That is where negotiation startsto shift.
Artemisa (37:06):
Takeaway three.
Flexibility is not weakness, itis structure.
Every deal has elements that canmove and elements that should
not.
Knowing the difference is whatkeeps a negotiation alive
without losing control.
If you are rigid, you may losean opportunity.
If you are too flexible, you maylose value.
Leticia AI (37:27):
Think of it this way
need to.
Protect the roots.
Artemisa (37:32):
Takeaway 4.
Communication carries the deal.
The tone, clarity, and energy ofthe conversation matter more
than most people realize.
You can have the right terms andstill lose the deal if the
communication breaks down.
And sometimes the best outcomeis not closing immediately, but
keeping the door open forsomething better.
(38:01):
Takeaway five.
Your style is a starting point,not a strategy.
Knowing whether you arecompetitive, collaborative,
accommodating, avoiding, oranalytical is useful.
But it is only useful if ithelps you adjust.
Because the best negotiators arenot defined by one style.
(38:22):
They are defined by the abilityto recognize the moment and
respond deliberately.
Leticia AI (38:27):
In other words, do not let your instinct run the
negotiation without supervision.
And so the next time you findyourself in a negotiation,
whether it is a formal deal or asimple conversation about value,
pause for a moment.
And instead of asking, how do Iwin this?
Artemisa (38:43):
Ask, what does this moment require from me?
Do I need more clarity, moreflexibility, more protection,
better communication?
And most importantly, am Ichoosing my approach or just
repeating it?
Because that question alone canchange the outcome.
Leticia AI (39:00):
And if you suddenly realize you have been
negotiating your entire lifewearing the same hat, do not
worry.
This is your wardrobe upgrademoment.
Artemisa (39:09):
Thank you for joining us on Intangibilia, where ideas
are not only created, they areunderstood, shaped, and
protected.
Leticia AI (39:16):
And occasionally renegotiated with better
strategy.
Artemisa (39:20):
Until next time.
Announcer (39:29):
Thank you for listening to Intangibilia, the
podcast of Intangible Law.
Plain talk about intellectualproperty.
Did you like what we talkedabout today?
Please share with your network.
Do you want to learn more aboutintellectual property?
Subscribe now on your favoritepodcast player.
Follow us on Instagram,Facebook, LinkedIn, and Twitter.
(39:50):
Visit our websitewww.intangibilia.com.
Copyright Leticia Caminero 2020.
All rights reserved.
This podcast is provided forinformation purposes only.
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