“The market is telling us your number is too high.”
A conclusion arrives before the goal, the marketing, or the comparison has been explored.
THE NEGOTIATION REPLAY / SEASON 01 Acted with ElevenLabs v4
Hear the difference.
Make a better move.
Three conversations. Two ways to handle each one. Hear the mistake, learn what changed, and practice your next move with Wyatt.
01 Listen→02 Understand→03 Replay→04 Practice
EPISODE 01 / COMMERCIAL REAL ESTATE
The anchored owner
A 42,000 SF flex property. Ninety-three quiet days. An owner anchored to a nearby sale at $188 per square foot. Explore his goals and test the evidence before pushing for a decision.
M
MarcusProperty owner
A
AlexListing broker
W
WyattYour field coach
Original fictional training scenarios with AI-generated performances. These are not recordings or reconstructions of actual transactions.
CHAPTER 1 OF 4 · Scene A
The negotiation goes wrong
Listen for the moment the conversation becomes a contest.
Read the transcript Character dialogue
MarcusI’m not giving this building away. The property down the road got a hundred eighty-eight a foot. We should hold the price and wait for the right buyer.
AlexMarcus, that isn’t a comparable building. We’ve been sitting for ninety-three days. The market is telling us your number is too high. We need to cut it.
MarcusSo now the problem is my price? I built this business. I know what this place is worth.
AlexI’m trying to be realistic. Buyers don’t care what you put into it. If you want it sold, we have to meet the market.
MarcusMaybe the marketing is the problem. You promised me buyers. Now you want me to take less.
AlexFine. We’ll leave the price alone and push the marketing harder. Let’s check back in a few weeks.
MarcusGood. Bring me an offer. Then we’ll talk.
Where did the first conversation turn?
After Scene A, choose your read before playing the coach’s explanation.
What actually changed?
“What does this sale need to make possible for you?”
A question reveals the goal. Shared evidence and a Thursday meeting create a decision process.
The outcome: Marcus agrees to review the evidence. He has not agreed to a price cut.
Practice the first thirty seconds.
A different owner says: “If I cannot clear enough to pay the loan and fund my next project, I would rather keep the building.” Acknowledge the concern and ask one question that helps compare selling with holding.
No recording is made. Write or rehearse your response aloud.Acknowledge → Uncover → Compare → Agree
Acknowledge the concern. Uncover the goal. Compare the evidence and alternatives. Agree who does what by when.
How these lessons help you learn
Each fictional scenario uses the same starting facts in both performances. A stronger process can lead to a better decision, including choosing not to proceed. Agreement alone is not the score.
- Behavioral Modeling Training: compare ineffective and effective examples, then rehearse a related challenge.
- Harvard negotiation principles: uncover interests, test evidence, create options, and consider the best alternative to an agreement.
- Situation–Behavior–Impact: Wyatt identifies a moment, a specific action, and its consequence. Our lessons add a demonstrated alternative.
- Merrill’s First Principles: begin with a realistic problem, demonstrate, apply, and take the skill into your own work.
Explore the sources: Behavior modeling research ↗ · Negotiation preparation ↗ · SBI feedback ↗ · Merrill’s principles ↗