An article from one of Switzerland’s widely regarded leading quality newspapers, Neue Zürcher Zeitung, published in July, featured a conversation with Matthias Schranner about how to deal with figures like Donald Trump in high-stakes negotiations.

Schranner emphasizes that regardless of personal opinions about Trump, negotiators must remain objective, strategic, and emotionally disciplined. Rather than expressing frustration, he argues, we should focus on preparation and results.

In context--especially from Matthias Schranner’s interview--it’s a call to action: shift from emotional reactions to strategic thinking. Schranner is essentially saying that instead of lamenting how difficult or frustrating someone like Donald Trump may be to negotiate with, we should focus on how to deal with him effectively. It’s a mindset shift--from passive or even broadly vocalized frustration to active problem-solving.

Emotional reactions--such as complaining or moralizing--are counterproductive. Instead, Schranner advocates clear goals, structured preparation, and understanding, or rather at least trying too, the other party’s interests and tactics no matter how “unreasonable” that party maybe. Perhaps suitable here is the well-known British expression, “Keep calm and carry on”, a wartime slogan originally created in 1939 by the UK government during World War II, designed to boost public morale in the face of impending bombings and hardship. It conveys composure under pressure, resilience, pragmatism over panic and stoicism.

One of Schranner’s key points is that Trump’s negotiation style is not irrational--it’s calculated and often effective. Schranner suggests that successful negotiation with such personalities requires discipline, detachment, and a focus on outcomes rather than personalities. Trump and others somewhat like him, may be high-conflict, disruptive and unconventional, but they are direct and transactional.

Core Themes

Negotiating with emotionally charged figures

Schranner argues that Donald Trump’s negotiation style is often misunderstood. While it may appear erratic or provocative, it is often deliberate and strategic. He warns against reacting emotionally or morally to such behavior. Instead, negotiators should stay focused on their objectives.

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Discipline over drama

Effective negotiation requires preparation, structure, and discipline. Schranner emphasizes the importance of detachment: “Ob wir ihnmögen oder nicht – wir sollten aufhören zu jammern.” (Whether we like him or not – we should stop whining.) This is important in negotiations with any difficult figures.

Understanding the other side

Trump’s tactics--such as creating pressure, dominating the narrative, or shifting goalposts--are deliberate. Schranner suggests that negotiators must analyze these moves, objectively and without judgment, and respond with clarity and control.

The power of silence and timing

One of Schranner’s signature strategies is the use of silence, also fundamental to the Schranner Concept approach to negotiation. He believes that silence can be more powerful than argument in high stakes talks.

Timing is also crucial: knowing when to speak, when to concede, and when to walk away.

Why this Matters Beyond Trump

Schranner’s advice is not just about political figures—it is applicable to business negotiations with aggressive stakeholders, diplomatic talks where cultural differences play a role, and personal conflicts where emotions run high.

His approach is about shifting from reactive to proactive, from emotional to strategic. It’s a mindset that can transform how we handle difficult conversations with difficult people.

There is a strong chorus of respected voices across business, diplomacy, and academia who emphasize the importance of emotional discipline, strategic focus, and proactive mindset in negotiations.

What Other Experts Say

A broad range of respected voices in business and diplomacy echo these views.

For example, Chris Voss, author and consultant says, “Negotiation is not about being nice or whining—it’s about tactical empathy and controlling the frame.” Voss also advocates emotional control and strategic silence as powerful tools.

In diplomatic circles, this opinion is also shared by Dr. Rania Al-Mashat, Egypt’s Minister of International Cooperation, who stresses that in high-stakes diplomacy, the importance of knowing your priorities, building trust, and using bridge-building language—not emotional appeals or complaints.

The European Business Review highlights that a proactive negotiation mindset—focused on preparation, clarity, and strategic alignment—drives better business results than reactive or emotional approaches.

The Academic Perspective

Academic thought leaders also reinforce this approach.

Deepak Malhotra from Harvard Business School supports this too- by staying calm, focused, and creative under pressure (Negotiating the Impossible). Emotional reactions cloud judgment--clarity wins.

Harvard Professor Francesca Gino emphasizes adaptability and framing conversations around mutual goals rather than reacting emotionally. Adaptability in this case does not include allowing oneself to be triggered! She underscores the importance of emotional awareness and self regulation during decision-making, advising us to take our ’emotional temperature’ before acting. “By being aware of your emotions, where they come from, and how they are impacting your decision making abilities, you can … make decisions that are better for you as an individual.”

Harvard’s Dr. Jeswald Salacuse argues that “business negotiators should learn from diplomats: focus on relationships, not grievances”(Negotiation, Harvard Law School).

Matthias Schranner’s advice to stop complaining about Trump and other difficult negotiators, and instead to focus on how to negotiate, has been addressed in various academic research and publications. A study in Negotiation Journal (Kim, Cundiff & Choi, 2014) found that emotional intelligence enhances rapport, increases trust, and improves the desire to work together again. Meanwhile, other research indicates that emotional outbursts—particularly expressions of anger—can impair judgment, destroy trust, and reduce joint negotiation outcomes.

Another example, a study published in a Springer journal, titled “Ups and Downs: Emotional Dynamics in Negotiations and Their Effects on (In)Equity”, analyzes how emotional dynamics unfold during negotiation processes and how they impact negotiation outcomes. Negative emotional spirals are characterized by increasing displeasure or dominance over the negotiation phases, and are significantly associated with impasses, or stalemates, halting progress toward agreement. Efficient settlements, by contrast, are characterized by maintaining or increasing positive, goal oriented emotions (like pleasure and cooperation), fostering a climate of trust, and leading to more equitable outcomes through better subsequent offers.

These findings clearly demonstrate that unchecked negative emotions (e.g., whining, strongly expressed frustration) can derail negotiations—leading to impasses—while constructive emotional regulation supports joint, equitable outcomes.

Key Takeaway

Rather than reacting emotionally or whining, we must adopt a strategic mindset. Let’s embrace another occasion to learn—this time, from impulsive, combative, ego-driven, erratic, demagogic or unpredictable negotiators. The hardball negotiators who anchor high, apply a win-lose orientation, use tactical aggression, bluffing and media-leveraging can teach us something too.  

Complaining is a distraction. Strategic focus is your leverage.

References

NZZ interview with Matthias Schranner: Post |LinkedIn

Never Split the Difference by Chris Voss

Negotiating the Impossible by Deepak Malhotra

Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan by Francesco Gino

Dr. Rania Al‑Mashat interview; World Economic Forum’s Meet the Leaders series (conducted around the 2023 Sustainable Development Impact Meetings in New York); “7 traits effective negotiations share: A diplomat shares her approach”

Jeswald Salacuse; March 2004 issue of Negotiation, from “The Art of Deal Diplomacy,”Negotiation newsletter, Program on Negotiation, Harvard Law School

“The influence of emotional intelligence on negotiation outcomes and the mediating effect of rapport “by K.Kim, N.L.A. Cundiff & S. B. Choi, in Negotiation Journal, 30 (3), 2014; pages 243–270

“Ups and downs: Emotional dynamics in negotiations and their effects on (in)equity”, by Gerben A. VanKleef & Stéphane Côté, in Group Decision and Negotiation, 26(6), Springer, pages 1083–1108

“Negotiation Mindset: Transformation—Driving Growth in the Business Landscape”, The European Business Review; by Karin Mugnaini