Lessons from a $200 Million Dollar Kidnapping

_{Lessons from a $200 Million Dollar Kidnapping}

Picture this:

A sunny afternoon, a winding road in the hills. Philip, a $200 million business tycoon, is driving his new BMW to the airport.

Suddenly, three pickup trucks box him in. Men in balaclavas, brandishing AK47s, surround him.

Within moments, Philip is blindfolded, bound, and thrown into a truck.

The kidnappers torch his BMW, leaving no trace.

This isn't fiction.

This was the beginning of one of the most challenging kidnap negotiations I've ever faced.

Today, I'm sharing three critical techniques from this case that can transform your business dealings and personal interactions.

_{1) Train Hard, Fight Easy}

When Philip's cousin took charge of negotiations, he ignored our advice to establish a proper routine and use a "clean" phone for communication with the kidnappers.

"Inevitably, it wasn't long before the cousin became a physical and emotional wreck, incapable of any effective negotiating, decision-making or leadership of the team."

After weeks of tense negotiations and sleep deprivation, he threatened the kidnappers, resulting in three months of silence. Philip's life now hung in the balance.

The lesson?

Prepare rigorously. Use the Bunch of Fives technique to anticipate challenges:

This is you listing the top five potential obstacles, questions, or issues and how you could overcome them.

1. Outcome: What's your desired result? What's your plan?
2. Sales and marketing: How will you "sell" your position?
3. People and processes: Who's on your team? Who might hinder you?
4. Financials: What are the numbers? Who can support you?
5. Government, legal, and policy: What external factors might impact your negotiation?

_{2) Focus On Who, Rather Than How}

Philip’s cousin insisted on being the chief negotiator, and decision-maker.

This was a rookie mistake.

Remember, "commander's command, while negotiators negotiate, and never mix the two."

"Even more worryingly, he also refused the pleas of his family to take a break and to follow professional advice."

When building your team, ask:

1. Can they do the job? (technical capability)
2. Will they do the job well long-term? (inherent nature)
3. Are they a good fit for the team? (values and culture)

_{3) Establish Your Battle Rhythm and Immediate Action Drills}

In Philip's case, the situation remained tense.

The kidnappers' silence stretched on, leaving everyone on edge.

In stressful situations, creating your own Battle Rhythm is crucial. This includes:

• Set a consistent daily routine
• Establish a "call window" for high-stakes communications
• Create an "Immediate Action Drill" for when you're triggered:

For your Immediate Action drill, try the following:

1. Interrupt the pattern by shifting your focus, the language you're using, or even your body by standing up or going for a walk outside.
2. Allow the cortisol and adrenaline to move through your body. Feel the feeling where it is showing up but drop the story you’re telling yourself as to why you’re experiencing it e.g. avoid blaming
3. Once you’ve regulated and balanced your nervous system, ask yourself empowering questions, such as:
   • What else could this mean?
   • Where is the gift in this situation?
   • What is the opportunity or learning for me?
   • What am I not seeing here?
   • How can this enable me to grow?

Take your time with this. Remember, slow is smooth, smooth is fast.

By taking the time to slow down to run through a checklist, you will be able to move much more quickly and easily when it counts and the pressure is mounting.

Want the full story of Philip's kidnapping and more life-saving negotiation techniques? Get your copy of my Sunday Times bestseller ‘Order Out of Chaos’ here.

Your challenge this week:

1. Establish your daily Battle Rhythm that prepares you for high-pressure moments.
2. Create your personal Immediate Action drill using the steps above.
3. Practice your drill at least once this week when you feel triggered or stressed.

There is a well-known saying that in a crisis most of us don't rise to the occasion, but rather fall to our highest level of preparation.

Until next time, stay prepared and keep your cool.

Your life (or your next deal) might depend on it.

Scott

p.s. Please do not reply to this email; if you have questions, please complete the form on my Contact Us page. Thank you!