The hostage-taker is not an obstacle but the solution, he is part of the team. Translated into business, the customer is the most important member of your team. Team spirit is cultivated on a psychological level, not a physical one. The first one to go is not afraid, he is scared to death and it is up to the team not to leave him with his negative thoughts. If the first one as the courage to go in, the whole team will follow. A close-knit team means a confident customer. The hostage-taker/customer needs to feel your team's confidence. The atmosphere is general, everyone must contribute to it and be an actor. Alone we go fast, together further. Everyone has their own specialty but everyone is the same, the negotiator makes an assault to understand what the group is going through and to be recognized by the group. You do not settle your scores in front of a client/hostage-taker. Betting everything on performance leads to selfish competition, you must prioritize values: trust (will he be there when we need him), mutual aid (we are worth as much as the weakest and we can never be at 200%), courage in honesty (recognize and transmit our mistakes to learn collectively). Master your own emotions, have empathy but no sympathy meaning you understand the other's emotion but don't live them. Do not let yourself get carried away emotionally speaking, transform aggression into cohesion. Put aside your ego, focus on your target. In order not to be overwhelmed by others and their situation, you must think of yourself and build yourself. It is not a question of mentality but of motivation, your mentality is as strong as your motivation. Reflect on our behavior rather than shifting the blame to the outside. Be a vitamin for those around you: congratulate, inspire confidence, listen, speak positively, let them think with you, interact with them (create a bond), have a positive inner attitude. They have a good time, you have a good time. People like it when you are interested in them, do it. Even if you don't get along, respect each other. Respect is essential for cohesion without affinity. Define your emotional brand. Do 3 good things a day, for recognition maybe but especially to set an example that will generate other good actions in others. 100 employees = 300 good actions. An attitude generates an attitude. Luxury is not the room but the welcome. You are evaluated every day, you must make a good first impression daily. Your attitude influences the perception that others have of you. If you are tired, do not say it. Attitude and appearance. Give others the respect they desire. The priority is always the other, not us. The hostage-taker/client wants to get out of it too, dialogue is possible. Even if all hope is lost, you can still win. Bad arguments are "I'm right, you're wrong", you have to answer "seen like that, you're right" prior sharing your position. Someone who lacks respect is looking for it, you have to let them get it off their chest. Unsaid things hurt, your must debrief your emotions with members of your team and your team only. Do the debrief while hot for the time it takes. It is easy to debrief over coffee later on but you shouldn't judge what happened on the field in the heat of the moment. Cohesion = Communication. You cannot desire something and achieve its opposite. Learn as much from your mistakes as from your successes and also question your successes to understand them. Improvisation is a pattern tirelessly repeated in training. The best are those who adapt the fastest. Selling is persuading people to buy a good product, manipulating is persuading people to buy a bad product. "No" = selling, "Yes but" = negotiating. Sell then negotiate if necessary. You are the added value of your company, you must touch the customer emotionally.
Bernard Thellier