State of Play: Everything’s Negotiable

Hi there, and welcome to our State of Play. I thought it was timely today to look at our negotiation skills, because right now in our debt management team and our legal team everyone is negotiating everything, and everyone is really negotiable. I think the writing’s on the wall that most Australians have accepted that we’re going into a recession and first one in 30 years, and people are jostling for position right now. So creditors are negotiable, businesses are renegotiating their lease. Businesses are renegotiating contractors, suppliers. Everything is up for grabs. So I say everything’s negotiable.

On our Ask Dom today, someone said, “Look, I can’t keep up with my debt. Should I access my Super and use that?” Don’t know what the debts were and obviously, it depends on the situation. But payments should be a last resort. You don’t have to pay just because contracting good times and the world has changed. Have a go and start negotiating. The worst that can happen is that you get nowhere and you lose.

Now, most of us, most Australians especially say, “Oh, I’m really bad at negotiating. I’m the worst negotiator.” We don’t like to ask for things, but negotiation is a bit like a muscle. You need to exercise it to strengthen it. So I want to look at negotiation 101 here to give you some confidence because it is a skill. If you focus on one thing, you know that 80/20 rule that 20% of your efforts yield 80% of your results. If you put your focus on 20%. If that 20% is becoming an effective and better negotiator and using negotiation skills, then you will see a massive change in your outcomes and in your life. And it’s across the board. I mean, we’ve been negotiating from day dot.

We negotiate as children, we negotiate when we ask for something from our parents and they say no. So it is an innate skill, but it’s also a learned skill that can be improved. And what better opportunity than COVID, a recession, a total do over, press the reset button than the economy and the landscape that we have right now. My daughter even had a bit whinge and we’re all going to have a whinge right now because we don’t like change and stuff has happened that’s affected us.

So she was quite a good singer just naturally and she got the main part in her school musical, and they’d been practicing all year. And it got postponed and then they’ve just announced, well, we’re going to cancel it. And then she’s in year 10, so year 11 next year and then they only hold the musical every two years at her school, so she’ll be in year 12 and she won’t get a chance. And they said that if they gave her the part, because she didn’t do music or anything, she had to have singing lessons and she had to get proper training. And she’s been doing that and she’s saying, “Oh, I kept up my end of the bargain. What about them?” And I said, “Go in and negotiate. Renegotiate with the school. Say, ‘Why can’t we put it on next year?'” And I said, “What are they going to say against it?” And she said, “Well, they’re going to say it’s too much money or it’s too much time or whatever.” And I said, “Think outside the box. If you want something, go for it and negotiate for it.”

Most of us just don’t do that. Like sheep, we follow along and we do what we’re told and we never ever stand up and have a go. So this is your chance to have a go. Negotiation as a muscle, if you exercise it, it will strengthen your problem solving ability. So it requires keen strategic thinking as well as interpersonal skills. So not only have you got a problem solve and get ideas, you then got to sell those ideas to your opponent or your counterpart. So my daughter has to think about, all right, how am I going to do this musical? What is the other side going to say? If they say no, what would be their reasons? Think three steps ahead. It’s like a game of chess.

So she’s going, “Well, we could do it now. And I could argue that we just live stream it. We’ll still get to perform it if we can’t all be under one roof. The second thing that we could potentially do is what if they had it next year?” And they said, “We don’t have the resources. We don’t have the teachers.” What if she said, “Well, we’ll run it as the students. We’ll take the time. I’ll direct it.” Whatever the outcome is, think outside the box.

So we can make deals that otherwise wouldn’t get done. We can craft solutions to add value and often we are rewarded. That’s how economies and society and markets work. We’re rewarded with the value that we add. You’re able to solve small differences and damage control, like a Henry Kissinger, where you’re able to be diplomatic and solve problems before they blow up into massive deals. It’s something that you can learn by repeating and just practicing.

My first negotiation, I was hopeless as a lawyer and I just gave away everything. I learned over time, over 20 years of doing it, how to get better and better and better. How to read the opponent. How to look them in the eye and sense their fear and know intuitively where they’re going to go and where you need to go. You can find your own strengths and weaknesses. They can be improved. It gives you an opportunity to look at yourself because if you’re saying already, “I don’t want to do it.” That’s what my daughter said to me, “It’s embarrassing. Oh, it’s so embarrassing.” It’s like, “Okay, well, don’t whinge.” If you’re not going to go out there and have a go and see what can be done and what can be achieved, then accept things the way they are. Don’t challenge the status quo, but don’t complain about it. It will build up confidence and your interpersonal relationships and your skills in that respect.

We already have strengths, so you will have some negotiating strengths and you’ll have weaknesses. So they usually fall in four areas. So first of all, recognizing and capitalizing on opportunities to create value. Seeing, okay, well, this doesn’t matter to them, but it matters to me. So for example, my daughter’s school, it’s a cost thing. All right, well, you can still get the benefit of being a great school that puts on musicals that lets the students create them and direct them. So massive value for you and we can take away the downside of the cost.

You can understand the motivation and feelings of other parties. That was my greatest strength. My greatest strength was that I could read the other side, but I had weaknesses elsewhere. My two greatest strengths were seeing opportunities and adding value for the other side and knowing and reading the other side. My weaknesses were, I didn’t get the maximum possible in the agreement because I wasn’t aggressive enough. I wasn’t a hard-ass negotiator, I was somewhat weak. So I had to learn that skill and I wasn’t good at asserting my interests and my point of view.

So don’t ever say, “Oh, I’m a crap negotiator.” No, we all have different strengths and weaknesses. You’ll tick one of those four boxes and slowly you’ll chip away at the others. You just got to start. The worst that can happen is someone says no. But right now I can tell you social proof and anecdotally, everybody is doing deals. They’re realizing that we’re circling the drain. Game of musical chairs. Music stopped, everyone is running for chairs. Everything is up for grabs. So have a go. An article was written a few years ago in the States, but they talked about basically two types of people and they called them maximizers and satisficers. Satisficer is not a real word, but a combination of two words, satisfy and suffice. So some people are hardcore negotiators, other people are satisficers. I was a satisficer.

So let’s see where you sit, give yourself a score from one to seven for each of these questions. So one is like, that’s so not me. I completely disagree. Seven is like, oh, you’ve nailed me. Got it on the head. And three, four is somewhere in between. It’s somewhat true. So no matter whether you’re happy or not or satisfied or not, you’re always going to have a sense of discomfort. And you’re always going to be on the lookout for better or more opportunities. Is that one, I completely disagree or upon to a scale of seven? Like, yeah, That’s me.

When you’re in the car and you’re listening to the radio or music or whatever it is, you’re constantly surfing around looking for something better or different. Or can you just sit on the one station, even sit through the ads. When you’re watching TV, do you channel surf even when you’re watching a program and ads come on because you may be missing out on something? Score from one to seven again. Your relationships are like cloths, you’ve got to try on a lot before you find the right fit. You’re always thinking that you’re missing out or there’s something better.

Do you find it difficult to make a decision? If you’re buying for a friend, I could buy this, but maybe I’ll wait until the end of the day because I haven’t seen all the shops yet and there might be something else. Score from one to seven. If you’re picking a movie or a show, do you find it hard to make a decision. When you’re shopping, do you find it hard to find something that you love because you don’t want to commit. You don’t want to make that decision and cut off other options. Are you a fan of lists? Do you love those articles that say; top 10 places to eat, top 10 postcodes, top 10? Do you want to know the top 10? Do you find it difficult to write emails or texts because you’re constantly going back editing, revising, wanting to just get it just so? Do you never, ever settle for second best?

Just shade off quickly, score from one to seven if you’ve got a pen. I never ever settle for second best. I always want the best and I’m always chasing that dream. And whenever you’re faced with a choice, you imagine other possibilities that aren’t available. So if they say, “Do you want black or white?” You’re like, “Well, does it come in red?” Do you fantasize about having different ways or different life from your actual life? The grass is always greener type syndrome. No right or wrong here, just trying to understand yourself. Once you understand yourself, you’ll understand better how to negotiate and get what you want. So you may have a pen and paper and have scored yourself here or else you’re just getting a feeling of whether you’re a maximizer or a satisficer. And no matter what, you hold yourself to the highest standards. You’re a bit of a perfectionist in other words.

So you’re going to get a score there. If you’ve been keeping score, tally it up now. It’s going to fall somewhere between 13 and 91. So if you are completely disagree with most of those things, you’re going to be towards the lower end. If a lot of them were you, you’re going to be towards the higher end, towards the 91. So how does it pan out? One to 39, the lower end. You’re like me, you’re a satisficer. Near enough is good enough and you’re okay. You’ll go along to get along. If you’re 65 to 91, and as I said, no right or wrong, but up that extreme end, you’re going to be a maximizer. Maybe you sit in the middle and you could go either way and it depends on the situation. But if you’re at the extremes, you’ll be able to know your strengths and weaknesses in negotiation.

So satisficers are like, good enough is okay. Look, it’s a good outcome. There was a win for everyone. Yeah, I could have done better, but I left two bomb on the table for the other guy and I’m happy. You’re more satisfied with your outcomes. You can live with stuff. Apparently, the older we get the more we tend towards becoming satisficers because we learn life’s not perfect. We know you win some, you lose some and we’re comfortable and we accept kind of our losses and the downside of it. Maximizers though, great news for you if you scored high there. Maximizers are 20% more successful in life. So they earn more money, they get better opportunities, they come out on top if we’re keeping score. But they’re actually less satisfied. So satisficers says can have less and be happier. Maximizes can have a lot more on paper, but still not be happy.

Both satisficers and maximizers make good decisions they say. And ask yourself this then, does the score reflect you and how do you think that will affect your negotiation style? Because what tends to happen is if you’re a maximizer, you jeopardize deals. So you go hard and if you get a good result, you’re probably not happy with it anyway, but also you don’t get a deal at all because you go too hard you can’t make decisions. And at the end of the day, your expectations will always fall short. So have a think about that. And what will happen is if you become more of a satisficer, you will get outcomes that you can live with.

Now, ZOPA. For those of you who haven’t heard me talk about negotiation before, ZOPA is a zone of possible agreement. So for example, if I want to get a reduction on my debt and it’s 50,000 and I want to pay them out for $20,000, then anything up to $20,000 is a zone of possible agreement for me. For them, they might take as little as $10,000. So our zone of possible agreement is anywhere between 10, which is their bottom line and 20, which is my top dollar. So there’s a $10,000 zone of possible agreement there. So maximizers will get a better result when there’s a big zone of possible agreement. So they’ll get closer to the $10,000. If it’s a $50,000 zone of possible agreement, then it means even more potential upside for them.

Satisficers get less than we could have got because we just don’t ask for enough, we just take what’s on offer and we live with it and we’re good. We don’t tend to get too stressed even that could have done better. Maximizers often deadlock a negotiation or give ultimatums that make everybody walk away.

Good things to remember is that we’re negotiating against a human being. So they’ve done tests where they’ve put people against machines. Like machines that can play chess that can guess your next moves that can read and see patterns, doesn’t work in real life. So sometimes you can just be lucky. You can have a good person on the other side who’s ever rung up the council or credit card company or banking. You’ve got a completely different outcome on a different day depending on who you got through to. So there’s always a human being on the other side that allows for flexibility, but also to adjust to your behavior. So there’s a lot of moving parts here.

You can learn by watching. You can learn by actually doing, asking questions. And that’s what happens. With human beings on the other side, it’s not just a preset computer game. You can look at different moves, making promises, making threats, gaining control, winning trust, building rapport. There’s a lot of moving parts and value that you can add. Allow for the fact that the other human being may not read the play as you do. They may misinterpret. There’s miscommunications. So it’s about your strategic agility, but your interpersonal skills with other human beings.

So adopt the right approach for your counterpart or opponent. It’s never going to be one size fits all. So it can never be offer them this, then offer them that and your fallback position is this. You have to just suck it and see, gauge the temperature of the room of your counterpart. So there’s always going to be a tension between competition and cooperation. Us satisficers we’re happy to cooperate. We think, well, that’s fair enough and we take what’s fair and we may leave something on the table. Whereas maximizers are going to go… they’re going to go for juggler and they’re going to want to compete. They’re more aggressive.

Now, that can trigger retaliation. But on the other hand, if you’re too conciliatory, you might be weak and abused and stuffed over in the negotiation. So you want to be a keen and a analyst. Work things out preparation in negotiation. You want to set goals where you think you could be. You want to have an idea. You don’t just go in and hope for the best. You’re actually prepared. And you’re able as a human being to adjust on the fly as you get more information. It’s a fluid thing.

I say a bit like tennis. My sons were playing tennis on the weekend and they got really, really aggressive. And they say in tennis, play the ball not the man. Don’t worry about the opponent. One of my sons was angry because his brother was beating him and he was the better player, but he was hitting harder and hitting it out of anger. And it’s not the opponent, it’s the ball that you play. It shouldn’t change. In negotiation, it actually does change because you’ve got to read the man, but play the ball as well. So there are a lot of moving parts. But that means a lot of advantages, a lot of opportunity to add value.

So two concepts. We’ve already looked at ZOPA, the zone of possible agreement. There’s also another term that you’d hear. These are Harvard business school terms, but tax your strategy and where you walk away. It’s not your walkaway point though it your… So that’s your reservation price. That’s the terms and conditions on which the deal is no longer viable for you and you hang up the phone or you walk away. But your BATNA is, if the deal doesn’t go ahead at all, if you can’t get anything, what’s your alternative?

What having a BATNA does is it gets rid of emotion. We said play the ball not the man. Sometimes you’re so emotionally fraught you can’t think strategically, you can’t think straight. So to get rid of the emotion, to drain that swamp, a BATNA helps. A BATNA says, okay, I’m not attached to this outcome. It’s not do or die. If this doesn’t happen, what next? So that you don’t make the wrong deal for the wrong reason because you’re desperate. So to find your BATNA, you say, “Well, what will I do if we can’t come to a deal today?” So for example, my daughter, what will happen if they won’t do the musical next year and they won’t put it on this year? What are your options? And that’s when you come up with creative solutions. Okay, if we can’t do it, then I’ll do it myself and we can live stream it or whatever else she comes up with.

So your BATNA is a course of action. It’s not a walk away price or a number. It’s what your plan B is. So constantly refine your BATNA. It’s an exercise. Again, it’s a muscle that you’ve got to constantly revisit. So for example, you may say that your BATNA is one thing, as you think about it other options may come to you or other opportunities. You know how we get what we focus on. Your focus becomes your reality. Sometimes you’ll start exploring one angle, and as you start looking into it, it becomes really attractive or other opportunities come to you. Now, we’ve talked about ZOPA, that’s like the corners of the jigsaw puzzle. Where can we move? If there’s a square here, where can we move? You know you put the corners in place first when you do the puzzle, where are the parameters? Are you confrontational with the ZOPA? Do you know where theirs is?

In good preparation, you’d figure out what the other side’s ZOPA is. And sometimes you can use a third party. That’s kind of like the good cop, bad cop thing. So look, this isn’t on me. I could have offered more money, but my husband he’s like a hard line guy and he just says not a cent more. So that’s the corner of my puzzle. And we anchor with our first offer. So anchoring means, so for example, if you want to settle a debt and you’ll go up to $20,000 for an $80,000 debt, then you want to start low. Look, all I can gather up, all I have at the moment is something within reason. You don’t want to say, “Look, I’ll give you $10,” because obviously it’s not commercial for them. But if you start, the anchor is, studies show in negotiation, the party who makes the first offer close to the corner of their jigsaw puzzle, so their ZOPA, it usually anchors the negotiation. The final outcome is closer to their ZOPA then the other side’s upper limit.

And you always want to have in your preparation a stretch goal. So yeah, look, if I can settle this for $20,000, I’d be happy. There’s probably only a 10% chance, but I imagine if I could get it for 5,000, so really unlikely outcome, but one that you want to try for. And that way you’ve worked out the corners of your puzzle.

Another question that comes up, if you’re going to renegotiate something and because you’ve got a new blank canvas and we’ve got this reset, should you make the first offer? Few answers there. Do you have enough information? So if you’re off, for example buying a house, what is it? Normally, if it’s not an auction, they’ll state a price.

So they’ve stated the offer. That’s their anchor. You then, do you come and make an offer or do you make them bid against themselves? So usually it’s more empowering to make the first offer. And often, especially in a commercial sense, if you’re asking for a favor, if that’s your perception and you’re ringing up a creditor saying, “Will you cut a debt? Will you change the terms of a lease?” That sort of thing, then you’re going to have to make the first offer. So the pros of making a first offer are that you control the negotiation, you control the outcome, they’re not expecting it and you open it. It’s a bit like serving or batting first or whatever. You’re getting to control the play. The bad side is, what if they would have taken less or what if you could have got a better deal and you just started it wrong?

And usually that happens if they accept your first offer, especially if you’re a maximizer, you go, “Oh, damn, I shouldn’t have done that. What did I miss there?” So it should be gauged by who has the most power, who has the most information, who’s after the most. So you want to prepare. It’s all in the preparation. Figure out your BATNA. Sometimes when you’ve got a BATNA, you think actually I’m not even going to go in and negotiate this at all. I’m just not going to pay this debt or whatever. They can come and chase me for it. I’m going to use that money to do something else. The more you think about something, the more you focus on it. Negotiation is really being on the front foot, being proactive and problem solving. You just got to get your head in that space.

Ask questions. Constantly ask yourself questions in preparation. But when you’re in the negotiation, ask the other side questions. We tend to think from our school days we have to answer questions because our education system is set up where we’re rewarded for speed and accuracy. What’s the answer to this problem? Solve this equation. Dominique, do you know your seven times tables? Seven times seven? Oh, 49. We never tend to say, “Why do you ask? Tell me more about that.” But really good negotiators will take control by asking questions because the party with the most information and the most knowledge wins and people are programmed from their school days to answer questions. So you say to someone, “Well, what’s the longest we can stretch this out for? What’s the longest I can pay this loan up for?” And they may say, “Oh, well, we don’t do that.”

Well, assuming you could, what sort of terms could we come to? Or I can’t repay this and I need to reset the terms. Now, I can do a couple of things, which would you prefer? I can give you a lump sum it will be a lot less or I can pay it off over a much longer period of time. What do you think? Which is the preference? Oh, I don’t know. I’m not authorized to do that. Okay, well, who’s your manager? Lets just keep asking questions and drilling down. If you can take control of the conversation and the negotiation, you’re more empowered. So there’s no real rule. I think it’s case by case and the situation. If you know what you want, if you’ve got the most information, make an offer. If you don’t know and you don’t know what the other side knows or what they’ll take, it’s fine to ask questions before throwing out an offer.

And again do have a hard and fast rule. Like some people say, “Oh, you should never make a first offer. It’s like putting your wallet on the table and saying, take as much as you want out of there.” Would you make an exception for that if you said to the other side, what do you want? And you can always dance around it a bit by having what I call a Clayton’s offer. An offer that’s not really an offer. So for example, I might be able to come up with an extra $10,000, but I’d have to pass around the hat and I’d have to ask, and it’s not worth doing if it’s not acceptable to you anyway. But if I could do it, would you? Then it’s not a real offer, it’s more a question and you’re sticking a toe in the water and getting an indication.

So where to start. First of all, decide what you want. So my daughter and the musical for example, is it something that you want to pursue? Do you feel serious enough about it to go in and have a go? In a perfect world, what’s your wishlist? What’s the perfect outcome and reverse engineer. Work back from there. So prepare, prepare, prepare. What do you ask for? Do you go high, do you go low or do you just ask questions and get information before coming up with a proposal? Do you make the first offer? How high do you go? How much do you ask for? What’s your BATNA? What’s the alternative if you can’t work this out and what’s the other side likely to want? What’s in it for them? Get in their shoes.

So your success will depend sometimes on luck, who’s on the other side, what their motivation is, what their relationships and interpersonal skills are like. So it depends on who you draw. So they’ve had the same sets of facts negotiated over and over in studies with different counterparts. Always a different result because of the human element. Even if they’ve got no personal interest in it. They’re just an employee in a bank doing a job. Still, the outcome will differ depending on the human being and the individual.

You want to discover the other side’s ZOPA, and you get that by asking lots and lots of questions. Getting a feel for them and what’s in it for them. For example, even if they’re a big powerful bank, some lenders and in debt collection, they’ll have a policy; just settle, just get cash in now. And if they’re having one of those policies like let’s… And it’s totally outside of anything to do with you. So for example, some of the second tier lenders prosper, and some companies are for sale at the moment. And if they’re for sale, they’re wanting to have debt on their books, more debt in payment plans. They’ll go for, for example longer payment plans because they’re selling a book of debt and collections. Other companies will have a policy where we’ve got too much bad debt on the book. It’s affecting our credit rating. Let’s just take cash settlements and close these out so that we’re not carrying bad debt and it looks better for our records and publicly listed company.

So there’s so much outside of your knowledge and control. You will find out more by asking questions. And ZOPAs can change as more information comes to light. Converse of that is just because there is a zone of possible agreement, doesn’t mean there’ll be an outcome. It depends on the individuals. So preparation is first. Your expectations will dictate your outcomes, but then you got to be more fluid in the process, have the ability to change during a negotiation as you get more and more information. And it may be multi-phase, it may be several phone calls, it may be getting more information. You may say to them, “Look, I’ll just reflect on that and I’ll come back and give me time to digest.” Always leave someone at home. That’s what I do. I always say, “I’ll have to ask my husband. I’ll have to check with my husband,” to give you an escape route to think of your next move.

It’s fun. It’s like a game of chess, but often we don’t see that when it’s personal to us. So famous negotiation back in 1912, Teddy Roosevelt went to run for president again, and he was a dark horse. He was an outsider, but he was doing a national tour and campaign. And they printed off… Big part of the campaign was he was going to give away these flyers and leaflets with a statement and a picture on them. At great cost, they printed off 3 million of these in preparation for the tour. But as they were setting off all packed in their boxes, one of the campaign organizers looking, packing a box, noticed a line at the bottom of the photo, and you can see it there in the bottom right corner. If we zoom in on it, it basically said copyright to Moffett Studios. And they would have incurred a penalty of $1 for every one of these leaflets that they gave out.

But it would have adversely affected the campaign if they couldn’t give away their leaflets at all. So what would they do? And they did a bit of research in Washington and they found out that Moffett was pretty hard nose business guy and they said he won’t negotiate. He’ll charge us millions knowing the position we’re in and how can we go on bend a knee and make a first offer? What do we do?

And there was one of the campaign managers head of the campaign who was ex JP Morgan of all things and a hard-nose negotiator. He said, “We won’t do that.” And he wrote a letter to the head of Moffett studios, and he said, “We’re looking to go on a campaign. We’re going to have print and hand out 3 million flyers, whichever photo we choose to run with, it will be massive exposure for the studio that you got to take a portrait of the future president. And we’re deciding who to go with. So how much will you pay us for the free advertising to millions of people of your studio and your photos.” And Moffett came back and said, “We wouldn’t normally do this, but we’ll give you $250 if you run with our photo.” So they actually got paid for using and breaching somebody’s copyright. Well, it wasn’t a breach in the end because they agreed.

But that is the idea of negotiation. Think of it as a game. Think of it as looking for outcomes and solution. Think of it as problem solving and attack each problem one by one. It will grow. The more you do, the more you practice, the more proficient you become, the more in control of your outcomes you’ll become. And then there’s no problem too big that you can’t look at it, dissect it, figure it out like a game of chess and negotiate outcomes. It’s so empowering.

Because of the situation the world’s in right now, because of the deals I’m seeing through our legal team and our debt management team and the power of negotiation, I wouldn’t normally do this, but what I’m going to do for those on this live stream today, or if you’re watching the recording, I’m going to gift you our negotiation course. It sells on our website for nearly $2,000, 1995, but I’m giving it away today because I know the power of negotiation, I know the difference it will make in your life and your outcomes right now and I know the need for it right now more than ever. So if you’re watching this and you’ve got to be up for this, it’s a proper course. It’s massive value. It’s interactive. So you’re actually practicing negotiations. We’ll partner you with a counterpart in our community also working through the cohort during the course together.

It’s modules. So you complete modules. You learn sort of stuff I’ve taught you here but in more detail, more practice, more strategies, tactics, skills and you come out the other side empowered and able to attack things, attack problems and achieve better outcomes and results. So if you’re up for this and you want to improve your knowledge and your skills and your ability and therefore your results, in the comment section, we’ve pinned it and also in the description section up the top there, you can fill in a form to apply to complete this program. So fill in your details there because we can’t tell on a live stream or from Facebook or YouTube your actual contact details. Our team will get in touch and we’ll start you off on that negotiation course.

The other thing then is also, don’t forget we’ve got our live stream this Saturday. So a special GaryVee live stream all around business and potential and upside and opportunities, especially for entrepreneurs to get into business ownership right now, or to scale and grow your existing business. Especially timely in a time of recession with so many people, losing their jobs and businesses going belly up, but huge opportunity to acquire businesses and turn them around with little to no money down. So going to cover off on all of that on Saturday and we’ll put the link in there in the comments and the description section as well to register for that GaryVee live stream on Saturday morning. Look forward to connecting with you either on Saturday morning live or via our negotiation course. Just go out of those links then. Don’t forget to spread the word. Share this with family and friends and those you want to empower to share knowledge.

We’re looking to create a groundswell and a ripple effect by sharing knowledge right now, especially in times of change when knowledge is power. And also follow us on YouTube. Don’t forget to like us, tag us in there and we’ll alert you as well whenever we release new content. In the meantime, stay safe. As always take care, be kind to one another and I’ll see you on the live stream on Saturday morning.

  • DGI Lawyers
  • DGI Accounting
  • DGI Finance
  • DGI Wealth
  • DGI Asset
  • DGI Debt

Get In Touch

DG Institute

Level 22, 31 Market St, Sydney NSW 2000

PO Box Q1868 QVB NSW 1230

P: 1300 658 653