
Before becoming president, Trump revealed his negotiation playbook that made him a real estate legend. This #1 bestseller showcases strategies like "thinking big" and "protecting the downside" - tactics the Chicago Tribune likened to a lion's natural instinct for the kill.
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A real estate developer stands before skeptical bankers, proposing to transform a derelict Commodore Hotel into a gleaming Grand Hyatt. They laugh. Manhattan is bleeding money, crime runs rampant, and he wants to build luxury? Yet within years, that same project becomes a crown jewel of the city's revival. This is the paradox at the heart of dealmaking: while others see obstacles, a select few see the outline of something magnificent. The difference isn't luck or capital-it's a willingness to imagine what doesn't yet exist and the psychological fortitude to pursue it when everyone insists you're wrong. Understanding this mindset reveals why some people transform skylines while others merely occupy them. Here's what most people get wrong about risk-taking: they assume bold deals require blind optimism. The reality is far more interesting. Before committing to any Atlantic City casino, the strategy wasn't to visualize success-it was to meticulously map every possible disaster. What if the gaming license gets rejected? What if construction costs explode? What if the market collapses? Only after identifying these nightmare scenarios and building protection against each one did the deal proceed. Consider the contrast: competitors like Barron Hilton started construction before securing gaming licenses, ultimately losing hundreds of millions when approvals fell through. Meanwhile, a different approach involved assembling land through options with contingency clauses, waiting patiently for licensing, then partnering with Holiday Inns who financed everything and guaranteed against losses for five years. The result? Accepting 50% ownership with zero risk beat 100% ownership with total exposure. When Hilton's project failed, purchasing it at a fraction of its cost became possible. This reveals a profound truth: successful dealmakers aren't gamblers-they're chess players systematically eliminating risk before making their moves. Protection of the downside isn't cowardice; it's the foundation that makes bold action possible.
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Cree par des anciens de Columbia University a San Francisco
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