Friday, November 30, 2012

Negotiation - Tactics, Tricks And Threats

Most successful negotiators recognise that the way people involved in negotiations behave does not always reflect their true feelings or intentions. We are going to look at negotiating tactics that may be used by you or on you. Whether or not you choose to use these tactics, it is vital to understand:

o Tactics work

o They can be being used on you, and can be used by you

Negotiation - Tactics, Tricks And Threats

o Once they are recognised as tactics, their effects are reduced, or eliminated

You may feel that there is no need in your particular case to negotiate or resort to tactics. in negotiation. This is a matter of personal choice.

In general, tactics are used to gain a short-term advantage during the negotiation and are designed to lower your expectations of reaching a successful conclusion.

There are many tactics available to negotiators. Here are some you may recognise.

Pre-Conditioning:

This can begin before you even get together, or start your negotiations with the other party. Let us take a sales example:

You telephone for the appointment and the other side says, aggressively:

"Don't bother coming if you are going to tell me about price increases. You'll be wasting your time and I will be forced to speak to your competitors".

When you do arrive you are kept waiting in reception for half an hour, without being told why. As you walk through the door into the other person's office they indicate for you to sit down, but they don't look up. Instead, they sit leafing through your competitor's brochure, in silence, ignoring your efforts to make conversation.

You are given an uncomfortable low chair to sit in that happens to be directly in line with the sun shining into the office. At this stage, how confident do you feel?

The Monkey On The Back:

Some negotiators have the irritating habit of handing their problems to you so that they become your problems. This is the "monkey on their back" that they want you to carry around for them.

A classic example is the person who says, "I have only got £10,000 in my budget".

This is often used tactically to force a price reduction. Here is what you can do.

When one side says "I have only £10,000 in budget", look concerned and say something like:

"That is a problem. As you are no doubt aware, the cost of our systems can be anything up to £20,000 and I really want to help you choose the best system that meets your needs. Does that mean that if one of our systems has everything you are looking for, but costs £20,000, you would rather I didn't show it to you?"

The "monkey" has been returned and they have to make a choice. If the objection is genuine and the budget figure is correct, you must try to look for an alternative that meets your needs as well as theirs.

If they genuinely can only spend £10,000 that is not a tactic but the truth. In dealing with tactics the first decision you must make is whether it is a tactic or a genuine situation. If it is genuine, you have a problem to solve, rather than a tactic to overcome.

The Use Of Higher Authority:

This can be a most effective way to reduce pressure in the negotiation by introducing an unseen third party and can also be effective in bringing the negotiation to a close.

"I need to have this agreed by my Board of Directors." "If they agree to the terms we have discussed, do we have a deal?"

However, be careful to use this device sparingly so that the other side does not begin to feel you have no decision making authority yourself.

One way of countering this tactic is to say before the bargaining begins: "If this proposal meets your needs, is there any reason you would not give me your decision today?"

If the other side still wishes to resort to higher authority, appeal to their ego by saying: "Of course, they will go along with your recommendations, won't they? Will you be recommending this proposal?"

Nibbling:

Negotiations can be a tiring process. As the point draws near when an agreement is likely, both sides exhibit a psychological need to reach agreement and get on with something else.

You are very vulnerable as the other side reaches for their pen to sign the order form or contract, to concede items that don't significantly affect the final outcome. "Oh, by the way, this does include free delivery, doesn't it?" or "Oh, by the way, the price of the car does include a full tank of petrol?"

Nibbles work best when they are small and asked for at the right psychological moment. Like peanuts, eat enough of them and they get fattening.

Good negotiators will often keep back certain items on their want list until the very last minute when the other party is vulnerable. Watch out for this.

The Good Guy And The Bad Guy:

You may have come across this tactic before or else seen it used in films or on television. This is a tactic designed to soften you up in the negotiation.

For example, you are negotiating the renewal of your service contract with the Buying Director and his Finance Director. You present your proposal and the Buying Director suddenly gets angry and walks out in disgust muttering to himself about how unfair you have been and how the relationship is well and truly over.

You pick up your briefcase and are being shown the door when the Finance Director smiles at you sympathetically and says:

"I'm terribly sorry about that. He is under a lot of pressure. I would like to help you renew your contract, but he really will not consider the price you have suggested. Why don't I go and talk to him for you and see if we can agree a compromise? What is the bottom line on the contract? If you give me your very best price, I will see what I can do".

The best way of dealing with this tactic is to recognise the game that is being played and assess exactly what the quality of the relationship is. You may be able to say something like:

"Come off it, you are using good guy, bad guy. You are a superb negotiator, but let's sit down and discuss the proposal realistically".

If you don't have this kind of relationship, stand firm and insist on dealing with the bad guy, or else bluff yourself and give a figure that is within your acceptable range of alternatives.

One way of combining good guy, bad guy. with higher authority is by saying things like:

"Well, I'd love to do a deal with you on that basis, but my manager refuses to let me agree terms of this nature without referring back and he refuses to talk to salespeople. Give me your best price and I will see what I can do"

Body Language:

It is important in negotiation to react verbally and visually when offers are made. You may have seen the more theatrical negotiators hang their heads in despair or accuse you of being unfair and souring a perfectly good relationship when you present your proposal. Human nature is such that we can believe and accept these outbursts against us and our negotiating position becomes weaker as a result.

Ensure the next time you are in a negotiation that you react to the other party's offer. If you show no reaction, they may be tempted to ask for more and more and you will lose the initiative in the negotiation. Also, it is almost certain that their opening offer is higher than the figure for which they are prepared to settle, so it is important that you clearly signal your unwillingness to accept the opening position.

If you reach the point below which you will not go, it is important that you show this with your body language. News readers, when they have finished reading the news, have a habit of picking up their script and tidying up their papers. This tells the world that they have finished their task and are preparing to leave.

Similarly, when you make your final offer, it can be very powerful to collect your papers together and indicate with your body that it really is your final offer. Put your pen away, sit back in your chair and remain silent. Look concerned and keep quiet.

If your voice says final offer but your body is saying let's keep talking, the other party will disregard what you say and keep negotiating.

The Use Of Silence:

During the negotiation, you may make a proposal and find the other party remains silent. This can be very difficult to handle and often signals disapproval to the inexperienced negotiator. Just as nature abhors a vacuum, so silence induces the need in people to talk.

If you have a proposal to make, make it and ask the other side how he or she feels about it. Having asked the question, sit back and wait for the answer. Whatever you do; don't change your offer as this could seriously weaken your position.

The Vice:

A common technique used by negotiators when presented with a proposal is to say:

"You'll have to do better than that."

The most powerful way of dealing with this is to ask them to be more specific. Whatever you do, don't weaken your negotiating position in response to the vice by giving anything away, too easily. This will only encourage repeat behaviour.

The Power Of Legitimacy:

People believe what they see in writing. We all assume that if a thing is printed or written down, it is non-negotiable. This is what can make price lists so powerful. If you have to present a customer with a price increase or you wish to encourage an early order to beat a price increase, show something in writing such as an office memo from your boss announcing the increase. This will have a far greater impact than just saying your prices are about to go up.

When presented with a price tag in a shop, ask to speak to the manager and make him an offer. You could be surprised at the results.

And Finally -The Low Key Approach:

Don't appear too enthusiastic during negotiations. Over-enthusiasm can encourage skilled negotiators to review their strategy and demand more.

If you are in a negotiation and the other side is not responding to your proposal, recognise this could be a tactic and avoid giving concessions just to cheer them up. Salespeople like to be liked and will often give money away in a negotiation, if the other side appears unhappy.

For example, if you are buying a car avoid saying to the seller things like:

"This is exactly what I'm looking for. I really like the alloy wheels".

Develop a low-key approach. Say things like:

"Well, it may not be exactly what I'm looking for but I might be interested if the price is right".

Copyright © 2008 Jonathan Farrington. All rights reserved

Negotiation - Tactics, Tricks And Threats
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Jonathan Farrington is the CEO of Top Sales Associates and Chairman of The Sales Corporation - based in London and Paris. Jonathan's personal site The JF Consultancy, - www.jonathanfarrington.com - offers a superb range of unique and innovative sales solutions and you can also catch his daily blog at The JF Blogit - www.thejfblogit.co.uk

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Monday, November 26, 2012

Was The 'Rainbow' Division Tarnished By Its Battlefield Behavior In World War I?

World War I began in Europe in 1914, however, the United States remained neutral until 6 April 1917 when President Woodrow Wilson signed the joint resolution declaring that a state of war now existed between the United States of America and Imperial Germany. Three months later, in August 1917, U. S. National Guard units from twenty-six states and the District of Columbia united to form the 42nd Division of the United States Army. Douglas MacArthur, serving as Chief of Staff for the Division, commented that it "would stretch over the whole country like a rainbow." In this manner, the 42nd became known as the "Rainbow Division." It comprised four infantry regiments from New York, Ohio, Alabama, and Iowa. Men from many other states, among them New Hampshire, Massachusetts, Indiana, Michigan, Rhode Island, Maryland, California, South Carolina, Missouri, Connecticutt, Tennessee, New Jersey, Colorado, Maine, North Carolina, Kansas, Texas, Wisconsin, Texas, Illinois, Minnesota, Oklahoma, Nebraska, Oregon, and Pennsylvania also joined the division and became machine gunners, ambulance drivers, worked in field hospitals, or served in the military police.

The Southeastern Department commander recommended that the 4th Alabama Infantry be assigned to the 42nd. The commander of the 4th was Colonel William P. Screws, a former regular army officer who had served from 1910 to 1915 as the inspector-instructor for the Alabama National Guard. Screws was widely regarded as one of the major assets of the Alabama National Guard, and his reputation was likely a prominent factor in the selection of the 4th to join the 42nd. To upgrade the 4th Infantry to war strength, the transfer of the necessary numbers of enlisted men from other Alabama Guard units, including the 1st and 2nd Infantry Regiments and the 1st Alabama Cavalry.

On August 15 the War Department officially redesignated the 4th Alabama Infantry as the 167th Infantry Regiment, 84th Brigade, 42nd Division. The regiment comprised 3,622 enlisted troops and 55 enlisted medical staff for a total of 3,677men. The 1st Alabama Infantry had contributed 880 enlisted men to join the new 167th, the 2nd Alabama Infantry and the 1st Alabama Cavalry had provided enlisted men to bring the 167th to war strength, which was nominally 3,700 officers and men.
The Rainbow Division became one of the first sent to Europe in 1917 to support French troops in battles at Chateau-Thierry, St. Mihiel, the Verdun front, and Argonne. On 15 July 1918 the Division, acting as part of the 4th French Army, assisted in containing the final German offensive at the Battle of Champagne.

Was The 'Rainbow' Division Tarnished By Its Battlefield Behavior In World War I?

Let us set the scenario for the matter of alleged American battlefield atrocities on the part of the 'Rainbow' Division. On 15 July 1918, the Germans, in their final bid to end the war in their favor, launched a massive attack southward in the Champagne country of France. Although most of the defending troops were French, there were some units of the U.S. 42nd Division also involved in the defense and in the counter-attacks that ensued.

Concerning the battle participation of the U. S. 42nd ('Rainbow') Division in the Champagne-Marne Defensive battle of 15 July 1918, we read as follows in Donovan, America's Master Spy, by Richard Dunlop:

"The regimental commanders [of the U. S. 42nd Division] were instructed to post only a few men in the first trench line, which would easily fall. Most were to be positioned in the second line, from which they were also expected to withdraw as the Germans swept ahead."

"On July 15 at 12:04 a.m., the German artillery commenced one of the war's most tremendous barrages. When at 4:30 a.m. the artillery stopped firing as suddenly as it had started, the silence over no-man's-land was dreadful. The first Germans appeared wraithlike, running toward the American lines through the morning mist. Minenwerfers [large caliber German mortars] suddenly rained down on the defending Americana, and machine guns chattered death. The Americans who escaped the first charge scrambled back to the second line."

"The Germans found themselves in full possession of the American first trenches; they thought they had won. They shouted, cheered and broke into song. Then the American barrage opened on the trenches. Since each piece of artillery had been carefully zeroed in on the trenches when they were still in American hands, the accuracy of the gunfire was uncanny. Some of the crack Prussian Guards still managed to reach the second line of trenches, but they too were repulsed, after bloody hand-to-hand encounters. The Germans broke off the attack."

"To Donovan's [Colonel William J. Donovan, commanding officer of the 165th Infantry Regiment, from New York] disgust, the Germans resorted to subterfuge. Four Germans, each with a Red Cross emblazoned on his arm, carried a stretcher up to the lines held by the 165th. When they were close, they yanked a blanket from the stretcher to reveal a machine gun, with which they opened fire. The Americans shot them dead. Still another group tried to infiltrate the American lines one night wearing French uniforms. They too were shot. All told, some breakthroughs were made, but the Germans had been halted by the Americans. The Americans had not been defeated as the French battle plans had expected they would be. After three days of battle, the Germans began
to pull back." 1

On 18 August 1918 the following cablegram was received at American Expeditionary Forces (AEF) headquarters, Chaumont, France:

""A F August 18, 1918.

Commanding General, 42nd Division, Bourmont.

Following received from Washington:
"For Nolan. Condemned Associated Press Dispatch from London received by Cable Censor '0055 Monday Baumans Amsterdam accusation that soldier[s'] of 42nd American line Division enraged at losses suffered 15/7 near Rheims killed same evening 150 German prisoners is made by Wolff Bureau on "Creditable authority" and accordingly displayed in Saturday's German papers'. Dispatch held for assumed inaccuracy. Investigate and report." Make immediate investigation and report by wire this office. By direction.

Nolan

4.55 P.M. "" 2
A "Condemned Associated Press Dispatch..." is assumed to be an AP dispatch which was intercepted by the "Cable Censor" and deemed unfit for forwarding (if sent from F&F) or transmission (if originating in London) and thus was condemned. This action would also presumably be taken if the origin of the telegram or cablegram was thought to be spurious or even sent under false pretenses. The original copy of this message was most probably burned with the "Confidential waste" at AEF HQ Chaumont.

Pershing and his staff at Chaumont did everything possible to control the press and the AEF staff would quickly 'condemn' sources from reporters and reports that were not run through General Pershing's staff.

Regarding the day the telegram was received by AEF HQ on August 18, 1918, this would have been on a Sunday. "0055 Monday" in the telegram would refer to 12 August 1918. The telegram was received shortly after the Champagne-Marne Defensive Campaign, and while the U. S. 42nd Division was fighting in the Marne Salient during July and August of 1918. The "Wolff Bureau" was the Wolff Telegraph Agency in Berlin, a semi-official German new agency in 1918.

The G-2 (Intelligence Officer) of AEF Headquarters, Brigadier General Dennis E. Nolan took prompt action to investigate the alleged murder of German prisoners of war on 15 July 1918 during the Champagne-Marne Defensive Campaign. Nolan directed Major General Charles T. Menoher, commander of the U. S. 42nd Division to undertake an immediate investigation of the charge. The investigation was made on 20 August 1918 at the station of the U. S. 42nd Division, AEF, Bourmont, France.

The U.S. 42nd Division was composed of troops from Alabama, Ohio, Iowa, and New York. The troops that had contact with the German Army on 15 July 1918 were:

2nd Battalion, 165th Infantry Regiment (New York); 3rd Battalion, 166th Infantry Regiment (Ohio); 2nd Battalion, 167th Infantry Regiment (formerly 4th Alabama), and Companies E and F of the 168th Infantry Regiment (Iowa).

The force of the investigation fell on the 2nd Battalion, 165th Infantry, the 3rd Battalion of the 168th, 2nd Battalion, 167th, and Companies E and F of the 168th.

According to the "Report of investigation of reported killing of German prisoners of war," from the Division Inspector and to the Commanding General, 42nd Division, AEF, sworn testimony was taken from a total of thirty-eight officers of the 42nd Division, and particularly from officers whose troops were so stationed as to come into contact with the Germans in the Champagne battle of 15 July 1918. Twenty-three officers gave sworn testimony and fifteen company-grade officers were required to give depositions. The testimony was uniformly a denial that any atrocities were committed during the fighting that day of 15 July 1918.

According to the same report, "All the officers state that no German prisoners were killed by American troops nor were any mistreated; not did any officer hear anything to that effect. On the contrary the prisoners were treated well, the wounded cared for and carefully transported to the rear and the prisoners given food, drink and cigarettes. In at least one case a wounded prisoner was carried while one of our wounded officers walked." 3

The "CONCLUSION" of the report states: "That the statements contained in the telegram set forth in Paragraph II of this report are false and without any foundation in fact. That all prisoners taken by troops of the 42nd Division were turned over immediately to the French military authorities, and that, therefore, no troops of the 42nd Division had access to them other than those whose statements are covered by this report." 4
The "RECOMMENDATION" of the report states: "That no further action be taken." The findings were forwarded to AEF Headquarters and there the matter was dropped. 5

An unknown German newspaper purportedly published in Berlin, Germany, on Saturday, 17 August 1918 allegedly printed an article alleging that 150 wounded and captured German soldiers were summarily killed by soldiers of the U. S. 42nd Division on 15 July 1918. There were five newspapers published in Berlin on the date of Saturday, 17 August 1918: Deutsche Allgemeine Zeitung, Deutsche Tageszeitung Germania, Neues Preussische Zeitung, Nordeutsche Allgemeine Zeitung, Vossiche Zeitung. Searches of the mentioned German newspapers have been made by several historians. No atrocity articles have ever been located in these German papers.

In James J. Cooke's book, The Rainbow Division in the Great War, we read:
""The Rainbows also had developed a very real hatred for the Germans. During the German bombardment on 15 July 1918, the doctors and nurses moved what wounded they could to a dugout, and the once callow Lieutenant van Dolsen recoiled in horror at what he saw":

"Well we got down into the dug out and my dear mother such a shamble I never hope to see again. A long black tunnel lighted just a little by candles, our poor wounded shocked boys there on litters in the dark, eight of them half under ether just as they had come off the tables their legs only half amputated, surgeons trying to finish and check blood in the dark, the floor soaked with blood, the hospital above us a wreck, three patients killed and one blown out of bed with his head off. Believe me I will never forgive the bastards as long as I live."

Editor's note: Lt. van Dolsen, being an officer, was able to 'censor' his own letters, otherwise this type of comment would never have reached the home front. Van Dolsen's letter to his aunt, Occupation Forces, Germany, 19 February 1919, MHIA. See also Stewart, Rainbow Bright, 70-71.
"One Alabama private who was in the thickest of the fighting on 15 July wrote to his mother, "All of you can cheer up and wear a smile for I'm a little hero now. I got two of the rascals and finished killing a wounded with my bayonet that might have gotten well had I not finished him...I couldn't be satisfied at killing them, how could I have mercy on such low life rascals as they are?"
"A good bit of this hatred resulted from the Germans approaching American lines dressed in French uniforms taken from the dead in the first line sacrifice trench."

"The hand-to-hand fighting was especially severe for the Alabamians and New Yorkers, and many of their comrades were killed or wounded in the fighting for the second defense line and in the counter-attacks that followed. Adding to the confusion was the occasional round of friendly artillery fire that fell short and hit the Americans as they repulsed the enemy."

"The Alabama defense and decisive counter-attacks on 15 July was praised by all, and established the 167th Regiment as the best fighting regiment within the division."

"There had always been rumors of units of the 42nd Division taking no prisoners. Major William J. Donovan, in May of 1918, described to his wife the possibility of the Alabamians' of the 167th Infantry Regiment capturing and killing two Germans, and he ended his letter stating, "They [the 167th] wander all over the landscape shooting at everything."

"Elmer Sherwood, the Hoosier gunner, reported the story that the Alabamians attacked a German trench with Bowie knives. "They cleaned up on the enemy,
Sherwood recalled, "but it is no surprise to any of us, because they are a wild bunch, not knowing what fear is."

While in Germany on occupation duty with the Rainbow, Lieutenant van Dolsen wrote to his aunt back in Washington, DC, that the Alabams "did not take many prisoners, but I do not blame them for that."

"The New York regiment was also known for fierce fighting and taking few prisoners on the battlefield. This issue of battlefield atrocities by the U. S. 42nd Division would again surface after the severe fighting at Croix Rouge Farm, in the Marne Salient, where the soldiers from Alabama and Iowa were heavily engaged at close quarters with a determined enemy." 6

J. Phelps Harding, 2nd Lt., 165th Regiment, U. S. 42nd Division, AEF, wrote a letter home to his folks on 22 September 1918. His letter states, in part:

"I'm glad I had a chance to join the 165th-it's a man's outfit, and it has done fine work over here. One of the German prisoners, who met us here and at Chateau-Thierry, but did not realize we were at both places, said that America had only two good divisions - the 42nd and the Rainbow. He didn't know they were one and the same. I won't ask for any better men than the Irish in the 69th (165th). They are a hard hitting, dare devil bunch, very religious, afraid of nothing, and sworn enemies of the Boche. The regiment lost heavily at Chateau-Thierry - my company alone had 110 wounded and 36 killed outright - and every man has a 'buddy' to avenge. Lord help the Boche who gets in the way of the 'old 69th.' We are told to treat prisoners as approved by the war-that-was, when soldiers were less barbarous than they are now. After every action we see or hear of mutilation of our men - and there's many a German who suffers for every one American so treated. I don't mean he is mutilated - no American stoops that low - but I do mean that he grows daisies where, if his colleagues had been a bit more human, he might have been getting a good rest in an American prison camp.
Now I'll really stop - perhaps I should have stopped before writing this last paragraph, but it's said, so it stands." 7

Editor's note: As an officer Phelps was privileged to censor his own writing. An enlisted man, however, concerned about censorship, might have hesitated to write that 'after every action' soldiers found 'mutilation of our men' or to suggest that American soldiers killed German prisoners in reprisal. Boche is the French derogatory slang term for German soldiers during World War I.

In defense of the 'Rainbow' Division's behavior on the battlefield, here is a letter I received in 1997 from Clark Jarrett, grandson of Paul Jarrett, a lieutenant in the 166th Infantry Regiment. Clark Jarrett telephoned his grandfather (at his age of 101 years) and transcribed his father's conversation:

""I appreciated your letter very much. I did as you requested...I called my grandfather the night after I received your letter. We had a very good phone call. I read him your exact words and took notes during our conversation. Here is what he had to say:

"I never saw or heard of anything about atrocities in the Rainbow. I can say that the 165th (New York) was not prepared to go to the front when the entire division was ready. I heard personally that the "165th was not fit for service." They were considered playboys, not soldiers. My regiment, the 166th, served with the 165th as the 83rd Brigade. At the Second Battle of the Marne (Battle of the Champagne) I was informed by messenger that I should be aware of my left flank, as the Germans had entered the trenches of the 165th. I put my binoculars to my eyes and I saw that there was trench fighting going on down to my left. Thank God that the Germans did not break through. But I was aware that they might at any moment. After that, the 165th performed as well as any other unit in the Rainbow.

As for the 167th Alabama...the only time I every saw or heard of anything unusual was at Camp Mills, Long Island, New York, when we were in training to go to Europe. One night, we were called out to separate the 167th from a Negro unit. Apparently the white soldiers really got upset that black soldiers were in the division. Anyway, we had to part the two units...but I didn't see any specific violence. I heard that there was a pretty good fight going before we got there. It was the 167th I was going to help when I got my knee fractured during the fighting at the Ourcq River.""

I hope this will give you another piece of the puzzle, David. I quizzed him really hard about the facts. He, as you know, has a wonderful memory, and will not [I repeat] not, go along with anything, nor any memory of someone else just to satisfy that person. He will tell it just exactly the way it was."" 8

"On the fourth day, when the 69th and the Alabama continued to hold, the French general [Gouraud] said, "Well, I guess there is nothing for me to do but fight the war out where the New York Irish want to fight it." 9

Author of The Last Hero, Wild Bill Donovan, Anthony Cave Brown, tells us:

"And, Donovan was to admit, the Micks took no prisoners. "The men, "he wrote," when they saw the Germans with red crosses on one sleeve and serving machine guns against us, firing until the last minute, then cowardly throwing up their hands and crying "Kamerad," became just lustful for German blood. I do not blame them." Later when WJD [William J. Donovan] was required to sit in judgement on the German officers' corps for its conduct in World War II, he recalled this incident, realized that if World War I had gone the wrong way, he might have been arrested for having committed war crimes, and he refused to prosecute." 10
It is interesting to note that, during the fighting along the Ourcq River, and after the Champagne-Marne Defensive Campaign, the U. S. 42nd Division evidently again became involved with the matter of battlefield atrocities. We read as follows in Anthony Cave Brown's book entitled, The Last Hero, Wild Bill Donovan:

"In the fighting the Micks again began to kill their prisoners, and Donovan recorded: "Out of the 25 I was able to save only 2 prisoners, the men killed
all the rest." 11

Editor's comment: "Micks" is an ethnic slang expression for the Irish-Americans. Once again we have the situation where an officer in the AEF is able to write just about any comment at all to the home folks. One speculates as to what the average enlisted soldier would have written, had he been permitted to do so. Major General William J. Donovan, commander of the 165th (formerly 69th ) Infantry Regiment during World War I, was later to become the founder of the Office of Strategic Services (OSS) and "father" of the Central Intelligence Agency (CIA).

Going back to the 167th Infantry Regiment (formerly 4th Alabama), Professor James J. Cooke, author of The Rainbow Division in the Great War, informs the author that:

"The matter of the atrocities concerned mainly the 167th Infantry and I was very concerned with it because of the investigation conducted by the HQ, AEF. There had been problems with the 167th being very aggressive in combat. But, when I searched for references in German papers, like you, I found none. It appeared that HQ got their information from reporters who simply heard rumors, etc. I do believe, however, that HQ was well aware of the hard fighting tendencies of units like the 167th and wanted to investigate quickly. I included the investigation mainly because it was HQ that ordered it done rather than from any German or poor sources. That is as far as I got when doing the Rainbow book. I did indeed research AEF records in RG 120 at National Archives II, especially the JAG [Judge Advocate General] and G2 [Intelligence] records, but found, like you, a brick wall as far as the origins of the reported atrocities. By the way, when I ran across "condemned" sources it was usually for reporters and reports that were not run through Pershing's staff. As you know Pershing and his staff at Chaumont did everything possible to control the press." 12

The soldiers of the 4th Alabama National Guard Regiment (167th of the U. S. 42nd Division) seem to have been a rather different 'breed of cat.' Many of them were backwoodsmen, avid hunters and crack rifle shots. It is said that many of them brought their personal Bowie knives over to France and that they used them in battle. 13

In a letter to the home folks, Ambulance Corps driver George Ruckle wrote, in part: "The Germans call us barbarians, they don't like the way we fight. When the boys go over the top or make raids they generally throw away their rifles and go to it with trench knives, sawed off shotguns, bare fists and hand grenades, and the Bosch doesn't like that kind of fighting. The boys from Alabama are particularly expert with knives and they usually go over hollering like fiends-so I don't blame the Germans for being afraid of them." 14

A young officer in the 42nd Division, made the observation in a letter home in early 1918 that, "the Alabamans, a rough, quick-tempered lot, always spoiling for a fight, lost their tempers." This comment was made in regards to an altercation between the men from Alabama and the French civilians.

Could the old adage that, "where there is smoke, there must be fire" apply here?
In placing all of these pieces of evidence of alleged battlefield atrocities committed by the U. S. 42nd Division on the scales of justice, how does it all weigh out? In the opinion of this historian, the 'Rainbow' Division probably stands guilty of some extremely aggressive battlefield behavior during World War I. It is also my distinct impression that the investigation conducted by AEF HQ was a total whitewash.

Americans are loathe to accept the idea that their soldiery, in any war, either enjoy killing their enemies or are capable of committing war crimes of any sort and specifically battlefield atrocities against enemy soldiers or civilians. Americans are always so shocked and horrified whenever their soldiers act (or react) like anyone else in the world, as if "our boys" occupy a moral high ground unique on the planet. But, if one is to be true to historical fact, one must accept the idea that American soldiers have not always behaved honorably on the battlefield. There is ample testimony to this effect from World War I, World War II, Korea, (e.g., the incident at the tunnel at No Gun Ri in 1950, where a number of civilians were allegedly massacred by American soldiers) Vietnam (e.g., the Mylai incident, where Vietnamese civilians were allegedly massacred under the command of Lt. William Calley), and from Iraq, where all too frequently some of our fighting forces are accused of having shot unarmed prisoners, or having tortured them in prison.

In coming down to the year of 2005, we have Marine Corps Lt. General James N. Mattis, known as "Mad Dog Mattis" to the troops he led in Afganistan and Iraq, publicly stating that "It's a lot of fun to fight, you know. It's a hell of a hoot. It's fun to shoot some people. I'll be right up front with you. I like brawling." The Commandant of the Marine Corps, Gen. Mike Hagee said, in part, "While I understand that some people may take issue with the comments made by him, I also know he intended to reflect the unfortunate and harsh realities of war." 15

The murder of surrendering prisoners is not unique to World War I. That has been a barbarous practice in all wars. However, one aspect of World War I fighting has been perhaps neglected; perhaps the murder of surrendering prisoners was more common in that brutal war than we would like to believe.

While brave, kindly and charitable acts also characterized World War I, we should not forget that it also produced its share of battlefield atrocities. A certain de-sensitization about the value of human life may be necessary to cope in the stress of performing a job that requires killing, a cold mentality that must be kept on the battlefield.

Perhaps the best tribute to fighting ability of the Guardsmen of the Rainbow Division came from their enemies. In a study made in post-war days, the German High Command considered eight American divisions especially effective; six of those were those of the much maligned "militia" or National Guard! When the German soldiers were asked which American combat division they most feared and respected, the reply was always, "the 42nd", and "the Rainbow." For some reason the Germans never made the distinction. 16

Editor's note: On German opinion of the 42nd Div., see e.g., The United States Army in the World War, XI, 410, 412-13; Thomas, History of the A.E.F., 221.

George Pattullo, a World War I correspondent for the periodical Saturday Evening Post, and accredited to American Expeditionary Forces (AEF) in France in 1918, wrote as follows in his article entitled, "The Inside Story of the A.E.F.," May 6, 1921:

"Just as it is impossible for an individual to view his family's relations with outsiders impartially, so it is beyond the capacity of nationals of one country to see anything except their own side in dealing with other nations. The tendency to attribute base motives and double dealing to a rival is universal; on the other hand, everything that one's own country does is great and noble and of pure purpose. And of course an enemy is always a scoundrel.

The extremes to which this sort of thinking will drive people are often laughable. I remember two nice old ladies from New England stopping a returned war correspondent on Fifth Avenue to question him about certain stories they had heard of war prisoners in German hands.

"Was it true that the Germans prodded prisoners with bayonets and kicked them, too, to make them walk faster?"
"Well, war's a tough game," answered the correspondent who was a bit fed up with
the whole business.
"It's dog eat dog, and every army has men in it who go in for rough stuff.

You have to, in a fight!"
"Oh!" gasped the ladies, all aflutter, "But not our boys!
They're too noble." 18
Howard V. O'Brien, an AEF officer stationed in Paris, wrote an illuminating statement in his 1918 diary:
"Acquaintance growing up among different regions of U.S. Oregon reg't and

outfit from Boston on same ship. Mass. boys at first dubious of "wild" Westerners-which had highest percentage of college men and generally bien élevé of any outfit I've seen. Most refractory bunch yet encountered, from Alabama. Pistol toters. G.O. [general order] ruled rods out. After that, all scrapping Marquis of Queensberry, and several good lickings helped." 19

Victor L. Hicken, in his book The American Fighting Man, states:

"As far as the fear of the German soldier for the American soldier in 1917

was concerned, there is some basis for this contention. A French officer, observing the Yanks, wrote: "He arrived a born soldier....I think the Germans are afraid of him." Rumor spread behind the German lines that it didn't pay to fight well against the Americans; for they seldom allowed the Germans to surrender after putting up a stiff fight. One American regimental history, that of the "Rainbow Division," substantiates this possibility by claiming that its men "fought to kill," and that few prisoners were usually taken. Indeed, the facts on the "Rainbow Division" show that, for the amount of fighting the division did, very few prisoners were taken." 20

A German is reported to have said:

"I did not meet the Americans on the battlefields but I have talked with German soldiers who did. These soldiers were against the Rainbow Division near Verdun and said they don't want such fighting as they encountered there. The Americans were always advancing and acted more like wild men than soldiers." 21

In Americans in Battle, we read:

"An historian of the Rainbow Division admits that its men fought to kill, an admission borne out by the mere 1,317 prisoners taken by the division." 22

Was The 'Rainbow' Division Tarnished By Its Battlefield Behavior In World War I?
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David C. Homsher, a veteran of U.S. Army service during the Korean War, and now retired, is a historian/author of and about the American soldier of World War I and his battlefields. Dave has traveled extensively over many of the battlegrounds of both World Wars and he is has written and published the first of a series of guidebooks to the American battlefields of the World War I in France and Belgium.

Copyright April 2007 by David C. Homsher.
85 Tilton Avenue, # 4, San Mateo, CA 94401
Tel. (650) 347-6073
Website: http://www.battlegroundpro.com AEF blogs: http://www.davehomsher-wwi.blogspot.com/
http://www.doughboydiaries.blogspot.com/
Email: daveh@battlegroundpro

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Thursday, November 22, 2012

Best Beaches in Venice Italy

The beaches here are not quite up to the standard of the best beaches in Sardinia but they are still lovely and amongst the best beaches in the north of Italy.

After lots of lying on sand and swimming in the sea - painstaking research for sure. My family and I have produced our Venice Italy Beach Guide and the beaches featured are the beaches that we think are the best beaches in the Veneto.

Rosolina Beach

Best Beaches in Venice Italy

This beach is over 8 kilometers long, with clean, fine sand. Because of the size of the beach it is rarely overcrowded except for August and on weekends in July. Not only is this a long beach but it is over 100 meters wide.

You will need to put up with the regimented rows of umbrellas, but because of the size of the beach it is bearable. There is also plenty to do with most hotels offering swimming pools and tennis courts. I would suggest hiring bicycles and exploring a little as well. This is just the sort of place I like cycling - nice and flat.

Albarella Beach

Next beach in the Venice Italy Beach guide is just along the road from Rosolina. The beach is on a private island that falls within a nature reserve.

Albarella island is only about five kilometers long by two kilometers wide and is famous for having around two million trees. The name, Albarella, means Poplar tree.

The island is private - only guests staying here are allowed in and this place is really paradise if you have kids - my five year old puts this as the number one beach.

Alberoni

Alberoni is the last Lido beach. Venice Lido has quite a few beaches but this is my favorite. Not anything spectacular but definitely a pleasant enough beach and free as well.

Surprisingly it does not look quite as much like an umbrella landing zone as so many of the beaches around the north of Italy and frankly I am not much into regimented rows of deck chairs and umbrellas.

The beach is set in a nature reserve and really does seem a world away from the hustle and bustle of Venice. A great idea if you feel energetic is to hire a bike and explore the island.

Best Beaches in Venice Italy
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Monday, November 19, 2012

What are the Languages Spoken in Hawai'i?

There are two main official languages spoken in Hawaii which are recognized by the constitution: English and Hawaiian.

Of the Austronesian language family a branch is known as the Polynesian branch. Hawaiian is a part of this branch. It began development around 1000 AD. Originally foreigners, the Polynesians have lived in these islands for very long and thus have come to be known as the Hawaiian people. And thus their language too came to be known as Hawaiian.

Before Captain Cook came to the islands, Hawaiian language had no script, so it could not be written. The written form was developed by the American Missionaries around 1820-1826. What they did was, assign Latin characters to the Hawaiian sounds and thus, Hawaiian could now be written.

What are the Languages Spoken in Hawai'i?

A number of residents of Hawaii speak in something known as Hawaii Creole English or HCE. It is often referred to as 'Pidgin'. Its lexicon is derived from English and also a number of Hawaiian, Portuguese, Japanese and Filipino words.

The immigration rate had greatly increased from countries like China, Spain, Japan and Portugal, by the 19th century and Pidgin English was developed. By the 20th century this became Creole English because the pidgin speakers had children who picked up pidgin as a native language.

Without considering them archaic, a number of Hawaiian words are used in HCE. The names of most places and animals are retained as they were in Hawaiian.

HCE is a lot like English but for a few differences here and there. Like in HCE, all elders, known or unknown are referred to as 'uncle' and 'auntie' irrespective of the fact that they are related to you or not. In the colloquial HCE, a number of words are dropped in case the meaning of the sentence is implicit.

You may wish to know more at: Travel to Hawaii and Travel to Kauai

What are the Languages Spoken in Hawai'i?
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Joe, a reporter, has been traveling around the world for more than a decade now and has extensive experience in many fields. Now he has a blog along with other article writers. To know more about him, do visit: Passive Income from your Website [http://www.123archiver.com/buba.html]

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Wednesday, November 14, 2012

How To Identify The Four Personality Types Resident In Every Boardroom

If you are a regular visitor to my blog you will know that recently, we have been developing a new leadership suite of programmes and this has led me to further investigate what I term "Personality Types" and Merrill & Reid call "Social Styles" in their excellent book "Knowing About Social Styles".

There are four personality types or social styles - Analyticals, Drivers, Expressives and Amiables - and all four have their own unique approach to business, their own language and thought processes etc. As a consequence, the very best sales professionals have become adept at recognising which personality they are dealing with and adapt their approach and communication style accordingly.

In every boardroom, you will always find three of the four personality types, occasionally, all four: I have discovered over the years which personality is likely to fill which position on the board but more on that later.

How To Identify The Four Personality Types Resident In Every Boardroom

The Driver:

Let's begin by looking at the characteristics of the Driver. Drivers are action and goal oriented, need to see results and have a quick reaction time. They are decisive, independent, disciplined, practical and efficient. They typically use facts and data, speak and act quickly, lean forward, point and make direct eye contact. Their body posture is often rigid and they have controlled facial expressions.

They rarely want to waste time on personal talk or preliminaries and can be perceived by other styles as dominating or harsh and severe in pursuit of a goal. They are comfortable in positions of power and control and they have businesslike offices with certificates and commendations on the wall. In times of stress, drivers may become autocratic.

The Analytical:

Analyticals are concerned with being organised, having all the facts and being careful before taking action. Their need is to be accurate, to be right. precise, orderly, methodical and conform to standard operating procedures, organisational rules and historical ways of doing things. They typically have a slow reaction time and work more slowly and carefully than Drivers. They are perceived as serious, industrious, persistent, and exacting.

Usually, they are task oriented, use facts and data, tend to speak slowly. lean back and use their hands frequently. They do not make direct eye contact and control their facial expressions. Others may see them as stuffy, indecisive, critical, picky and moralistic. They are comfortable in positions in which they can check facts and figures and be sure they are right. They have neat, well organised offices and in times of stress, Analyticals tend to avoid conflict.

The Expressive:

Expressives enjoy involvement, excitement, and interpersonal action. They are sociable, stimulating, enthusiastic and are good at involving and motivating others. They are also ideas oriented. have little concern for routine, are future oriented and usually they have a quick reaction time. They need to be accepted by others, tend to be spontaneous, outgoing, energetic, friendly and focused on people rather than on tasks. Typically, they use opinions and stories rather than facts and data. They speak and act quickly; vary vocal inflection, lean forward, point and make direct eye contact.

They use their hands when talking; have a relaxed body posture and an animated expression. Their feelings often show in their faces and they are perceived by others as excitable, impulsive, undisciplined, dramatic, manipulative, ambitious, overly reactive and egotistical. They usually have disorganised offices and may have leisure equipment like golf clubs or tennis racquets. Under stressful conditions, Expressives tend to resort to personal attack.

And Finally - The Amiable:

Amiables need co-operation, personal security and acceptance. They are uncomfortable with and will avoid conflict at all costs. They value personal relationships, helping others and being liked. Some Amiables will sacrifice their own desires to win approval from others. They prefer to work with other people in a team effort, rather than individually and they have an unhurried reaction time and little concern with effecting change. Typically, they are friendly, supportive, respectful, willing, dependable and agreeable. They are also people-oriented.

They use opinions rather than facts and data, speak slowly and softly, use more vocal inflection than Drivers or Analyticals. They lean back while talking and do not make direct eye contact; they also have a casual posture and an animated expression. They are perceived by other styles as conforming, unsure, pliable, dependent and awkward. They have homely offices - family photographs, plants etc. An Amiable's reaction to stress is to comply with others.

Most people's first reaction after reading the four profiles is to believe that they fit into more than one category and this is absolutely right. However, everyone has a dominant style and no-one should believe that they fit into more than two because they don't. Let me explain why:

The Social Styles Model:

It is not possible to illustrate with a diagram here, so imagine two boxes on top of two other boxes or if you prefer, a window with four panes. In the top left is the Analytical, top right the Driver, directly below them in the bottom right hand corner is the Expressive. Finally, directly below the Analytical, sitting in the bottom left hand corner is the Amiable

Note where each style is placed, because this is important. The people, with whom you probably find it most difficult to relate to naturally, are your diagonal opposites on the matrix. So you do need to study the characteristics of your diagonally opposite Social Style.

Now, what I can share with you, is that the majority of professional salespeople are Expressives; so clearly, they are going to find it most difficult to relate to and communicate with, Analyticals. That is a challenge in itself, because there will always be at least one Analytical within the formal DMU!

What is even more interesting, is that Top 5% achievers (yes, a favourite term I know) are Drivers! So you see, they have no difficulty getting onto the same wavelength as Analyticals, because they are side by side and of course they have total synergy with other Drivers, plus, they relate well to Expressives. But, they have little in common with Amiables. Why is that so significant? Well, quite simply, the Social Style that you are least likely to find in a boardroom is........ yes, it's an Amiable.

So, which Social Style do the various residents of the boardroom typically have?

Managing Directors are typically Drivers, as you might expect.

Finance Directors are usually Analyticals

Sales Directors are nearly always Expressives

Marketing Directors are also Expressives

Technical Directors are almost always Analyticals

And Finally:In Sales

Level 3, Top 5% Achievers, are normally Drivers

Level 2, Sales Professionals, are typically Expressives

Level One, Emerging salesmen and women are almost always Amiables

It is of course dangerous to generalise and there will always be exceptions, however based on my experience, I have very rarely been mistaken using this concept of personality identification.

Copyright © 2008 Jonathan Farrington. All rights reserved

How To Identify The Four Personality Types Resident In Every Boardroom
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Jonathan Farrington is the CEO of Top Sales Associates and Chairman of The Sales Corporation - based in London and Paris. Jonathan's personal site The JF Consultancy, - www.jonathanfarrington.com - offers a superb range of unique and innovative sales solutions and you can also catch his daily blog at The JF Blogit - www.thejfblogit.co.uk

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Sunday, November 11, 2012

How To Negotiate With The Four Personality Types

People negotiate differently and behave differently during the negotiation process.

We can observe different styles of negotiation and how different types of behaviour can affect the outcome of negotiations.

In commercial negotiations, some people negotiate quickly and take risks, others take their time and try to avoid risk. Some buyers are very loyal, others will automatically shop around. Some negotiators can be quite intimidating to the point of being rude; others are quite passive and easily manipulated.

How To Negotiate With The Four Personality Types

This makes selling and negotiating a real challenge. To negotiate with all these different buyer types we need to be able to adapt our behaviour and be flexible in our approach.

To begin this process we can look at two aspects of buyer behaviour; assertiveness and responsiveness.

People who are assertive are confident and know what they want. They are not afraid to put forward opinions and are willing to listen to the opinions of others. They are not afraid of conflict and will be more than happy to argue their case.

People who are highly assertive can be seen as being aggressive while people who lack assertiveness are often passive and get taken advantage of. There are times when it is appropriate to be more or less assertive and we need to recognise when these times are.

Responsiveness means the extent to which people are willing to respond to us and our questions. Some people are highly responsive and will give lots of information about themselves, their problems and needs. Others are unwilling or unable to respond in this way and we see these people often as being negative or difficult.

We are all different and some of us are naturally assertive and some of us are not. Salespeople tend to be quite responsive, but sometimes we lack assertion. An example of this is during negotiations.

When customers put us under pressure to reduce prices or give discounts we find it difficult and uncomfortable and worry about damaging the relationship with the buyer.

There are four basic styles of behaviour and these are determined by the way, in which people relate to one another.

How can you ensure that you approach people in the correct way?

"Knowing About Social Styles", developed by Merrill and Reid, is a theory which I have discussed in several of my articles and it is very useful to have a thorough understanding of it when negotiating. In the Social Styles Model there are four basic "styles" or preferred ways of interacting with others.

Merrill and Reid believe that a person's Social Style is a way of coping with others. People become most comfortable with that style, in themselves and others.

A person's Social Style is measured in relation to three behavioural dimensions:

o Assertiveness

o Responsiveness

o Versatility.

The Assertiveness Scale:

Measures the degree to which a person is seen as attempting to influence the thoughts, decisions or actions of others either directly by tell behaviour or by questioning, i.e. ask behaviour.

Tell Behaviour: Is risk-taking, fast-paced, challenging.

Ask Behaviour: Is co-operative, deliberate actions, minimising risks.

The Responsiveness Scale:

Measures the degree to which a person either openly expresses their feelings or controls their feelings. The ends of the scale are "control" and "emote".

Control Behaviour: Is disciplined, serious, and cool.

Emote Behaviour: Is relationship oriented, open, and warm.

The two scales combine to give a two-dimensional model of behaviour, which will help you to understand how others perceive you. The dimensions of behaviour will also help you to plan how you can deal more effectively with people of different Social Styles.

The Four Social Styles And How You Should Negotiate With Them:

Driver .The Director.

o Assertive but not responsive

o Task rather than people oriented.

o Decisive and determined

o Controlled emotions

o Set on efficiency and effectiveness.

o Likes control, often in a hurry.

o Firm, stable relationships

o Stubborn, tough.

o Impatient.

o Inflexible poor listener.

To Negotiate With Drivers:

o Plan to ask questions about and discuss specifics, actions and results.

o Use facts and logic.

o When necessary, disagree with facts rather than opinions. Be assertive.

o Keep it business-like, efficient and to the point.

o Personal guarantees and testimonials are least effective, better to provide options and facts.

o Do not invade personal space.

Expressive. The Socialiser.

o Assertive and responsive.

o Reactive, impulsive, decisions spontaneous, intuitive

o Placing more importance on relationships than tasks

o Emotionally expressive, sometimes dramatic.

o Flexible agenda, short attention span, easily loved.

o Enthusiastic.

o Strong persuasive skills, talkative and gregarious.

o Optimistic; takes risks.

o Creative.

To Negotiate With Expressives:

o Seek opinions in an area you wish to develop to achieve mutual understanding.

o Discussion should be people as well as fact oriented.

o Keep summarising . work out specifics on points of agreement.

o Try short, fast moving experience stories.

o Make sure to pin them down in a friendly way.

o Remember to discuss the future as well as the present.

o Look out for the impulse buy.

Amiable The Supporter.

o Not assertive but responsive.

o Dependent on others.

o Respectful, willing and agreeable.

o Emotionally expressive.

o Everyone's friend; supportive; soft-hearted.

o Low risk taker, likes security

o Group builder.

o Over sensitive.

o Not goal orientated.

To Negotiate With Amiables:

o Work, jointly, seek common ground.

o Find out about personal interests and family.

o Be patient and avoid going for what looks like an easy pushover.

o Use personal assurance and specific guarantees and avoid options and probabilities.

o Take time to be agreeable.

o Focus discussion on .how.

o Demonstrate low risk solutions.

o Don't take advantage of their good nature.

Analytical The Clinician.

o Not assertive, not responsive.

o Precise, orderly and business-like.

o Rational and co-operative.

o Self-controlled and serious.

o Motivated by logic and facts.

o Not quick to make decisions.

o Distrusts persuasive people.

o Like things in writing and detail.

o Security conscious.

o Critical, aloof, sceptical.

o Excellent problem solver.

o Likes rigid timetables.

To Negotiate With Analyticals:

o Take action rather than words to demonstrate helpfulness and willingness.

o Stick to specifics . Analyticals expect salesmen to overstate.

o Their decisions are based on facts and logic and they avoid risk.

o They can often be very co-operative, but established relationships take time.

o Consider telling them what the product won't do . they will respect you for it, and they will have spotted the deficiencies anyway.

o Discuss reasons and ask why? questions.

o Become less responsive and less assertive yourself.

If you are serious about developing not just your negotiation skills but also your all-round communication skills, I do advise you to familiarise yourself with the "Social Styles" model.

Copyright © 2008 Jonathan Farrington. All rights reserved

How To Negotiate With The Four Personality Types
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Jonathan Farrington is the CEO of Top Sales Associates and Chairman of The Sales Corporation - based in London and Paris. Jonathan's personal site The JF Consultancy, - www.jonathanfarrington.com - offers a superb range of unique and innovative sales solutions and you can also catch his daily blog at The JF Blogit - www.thejfblogit.co.uk

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