Developments in neuroscience in the 21st century have led toremarkable new insight into what actually works when it comes toinfluencing human decisions and actions.

In particular, the application of emotionaltriggers has been a game-changer where persuasivecommunication is essential: leadership, marketing, sales andnegotiation.

Negotiation strategies and tactics are the modes by which wediscuss and exchange value in the pursuit of mutual agreement. Some are simple, somecomplex, some respectable and some not. What they all do is infusethe negotiation with certain messages and attitudes designed toinfluence the process and outcome.

Following are 10 of the most successful strategies used in awide variety of negotiations. In this exclusive analysis, we revealhow these strategies are effective precisely because they arepersuasive — they activate emotional triggers. The more weknow about the mechanics of these strategies, the better able weare to use them at the right time, for the right purpose and to ourgreatest advantage.

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Aim high

Communicating lofty goals increases the likelihood that you'llget closer to them. It also establishes the flexibility you'll needfor bargaining and exchange, and to avoid being perceived as thepurveyor of an ultimatum. This strategy also helps activate a keypersuasion trigger.

Naming a high target as part of a negotiation is what psychologycalls setting an adaptation level. Neuroscience shows us that theemotional brain is apt to drive decisions more readily when it hasa point of comparison or contrast. So, when you eventually modifyyour original offer to something more appealing to the other party,it winds up looking like a much better deal than it otherwise wouldhave. It is powerfully persuasive, and is the very definition ofThe Contrast Trigger.

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Slice the salami!

When the other party has the salami you want, you're unlikely toget it if you ask for the whole thing all at once. But a slice at atime? Much more workable. By breaking down the elements ofexchange, dividing up the components of value, you effectivelyreduce the risks associated with concessions or compromise; itsimply doesn't feel as drastic or as consequential to the otherparty to give concessions incrementally.

People's risk tolerance is emotional. Asking for a little at atime helps you align more closely with that risk tolerance, whichis a key aspect of The Consistency Trigger. It'spersuasive because it matches how people are already inclined tothink and act, helping your proposal become the path of leastresistance.

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Validate emotions

Neuroscience has proven that humans are more definitively drivenby the emotional brain than we ever believed based on behavioralobservation alone. We are not thinking machines, we are feelingmachines that think. Negotiators who fail to acknowledge orvalidate the emotions of their counterparts risk more than just theflouting of etiquette or the undermining of rapport. They diminishtheir ability to persuade.

In any business where brand is a consideration, persuasion isnot coercion or manipulation but a function of shared interests andmutual benefit. Productive persuasion is built on a foundation oftrust, which is produced by activating The FriendshipTrigger. There are many ways to activate this trigger, butvalidating another's feelings, perspectives or opinions is one ofthe most effective — and persuasive.

Related: 7 reasons why friends prefer doing business withyou

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Use third-party authority

Also known as “limited agent,” this is a way to place limits orcontrols on your own power, and remain within the confines of aparticular offer. We see this strategy most commonly andtransparently at car dealerships — the old, “I have to talk tomy manager” routine. It's basically passing the buck, but it's auseful way to extend a timeline, move off of a controversial issue,or to actually seek a second opinion.

This is a persuasive strategy because the emotional brain readsthe imposition of an institutional limitation as a Reason WhyTrigger. In sales and marketing this may take the form ofrestrictions, deadlines or special offers like scarcity, discountsor free shipping. Reason Why is emotional comfort maskingas logical justification.

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Keep questioning

When you adopt and defend a position, your counterpart is likelyto do so too. That's what leads to struggle and stalemate. Constantquestions — even if it's just to confirm understanding— keep your counterpart engaged and helps foster a cooperativeclimate.

Although the kind of engagement encouraged by questioning is notin itself persuasive per se, it sets a critical foundation forpersuasion to take place. The right questions can easily activateThe Friendship Trigger and The ConsistencyTrigger, for example, but indeed, all persuasiontriggers can be vey effectively activated using questions.

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Make concessions

Your ability to yield, to compromise, to grant provisions on avariety of issues contains an enormous amount of value. Don'tsquander it. To make concessions valuable, know what you're gettingin return — even if it's just good rapport or good will.Ideally, your concessions should be made in return for something ofhigher value to you.

Concessions are persuasive because they activate TheReciprocity Trigger. And here's something from persuasionscience that even some of the best negotiators don't know: Makingsmall, non-essential concessions early, or even first, is apowerfully persuasive move in planting an emotional brain-basedsense of obligation in the other party.

Related: 9 ways to connect with prospects

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Affirm legitimacy

In any business negotiation there are compliance issues— codes, rules and regulations that govern commercial conduct.Insurance has plenty of them, even aside from the framework of theagent's or customer's policy provisions. You can use them to placereal or perceived limits on your offers or flexibility.

Legitimacy carries its own inherent persuasive power because itactivates The Authority Trigger. As with any use of thistrigger, timing makes a difference. You typically want to avoidusing this strategy as a “first salvo,” because it can set a tonethat feels limiting or even confrontational, rather than flexibleand cooperative.

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Manage timing

You'll always have certain messages or issues that you'll wantto get out early in the negotiation process, and some that willhave more impact if you hold them off until later. Strategic use oftiming can put you at a significant advantage. Time can be abargaining chip, so don't reveal too much, especially if there's anincentive for you to close the agreement quickly. Use yourcounterpart's desire to expedite instead for more leverage.

Timing is often used as a Reason Why Trigger. It setslegitimate (though not necessarily logical or real) parameters foragreement, conclusion or decision. But it can also be used as aHope Trigger when used as part of bargaining — “if wecan agree on this issue…” by a certain date, for example, “we caninclude the special provisions you asked for.”

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Convey flexibility

Flexibility in a negotiation is the consideration ofalternatives, and may be conveyed in various ways throughout theprocess. Even when the answer is “no,” for example, it's importantto communicate it in a way that feels flexible rather thancontrary. Flexibility is a disincentive for either party to adoptintransigent positions, and it forces you to prepare foralternatives — the very basis for effective negotiating.

Flexibility is one of the most persuasive negotiation strategiesbecause it activates a number of emotionaltriggers including friendship, reciprocity and contrast. Butbecause it works essentially to lower risk — to reduce thethreat-response of conflict or a bad outcome — flexibilitymost often activates The Consistency Trigger.

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Lead from strength

Leading from strength means having the confidence — throughefforts like extensive preparation — to be friendly,cooperative, patient and flexible in finding solutions on the roadto agreement. You want to cultivate the kind of quiet strength thatpeople feel and respect, not the obstinate kind of strength thatpeople dislike and distrust.

Leading from strength is persuasive because it activates TheAuthority Trigger. The emotional brain is more easilycompelled to cooperate or agree if it recognizes credibleexpertise, which serves to reduce risk and support a decision infavor of your proposal.

The value of emotion, flexibility, strength and other factorsshould not be underestimated in negotiations. Each plays a criticalrole is achieving a positive outcome by influencing decisions andactions.

Russell P. Granger is the CEO of Rising Tide Partners, aconsulting and training firm specializing in brand, marketing andselling expertise with a special emphasis on the neuroscience ofinfluence and persuasion. As brand strategy lead for IBM GlobalBusiness Services, Granger developed customer engagementinnovations for companies such as Samsonite, Key Bank, Dow Jones,Ricoh and Newell-Rubbermaid. Contact him at [email protected]. RahilaNarejo ([email protected])is a neuroleadership consultant with Rising Tide Partners. Asyndicated business columnist for leading European and Middle Eastpublications, Narejo is known for integrating psychometricassessment with brain-based training and coachingapproaches.