Terry Zwigoff Quotes

You do not get what you want. You get what you negotiate.

The only way to conduct an effective collaboration is to debate the things upon which you disagree. If one doesn't manage to bring the other around to his point of view, then whichever collaborator feels the most passionate about the thing being debated ought to get his way.

It's learning how to negotiate to keep both sides happy - whether it's for a multi-million dollar contract or just which show to watch on TV, that determines the quality and enjoyment of our lives.

A huge amount of negotiations and diplomacy has nothing to do with bartering or arguing but is just trying to get everyone [doing the negotiating] on the same page. It takes yours, days, even weeks sometimes.

I am good at persuading people. In convincing the other, I try to start from their point of view so it's easier for me to find a common denominator.

Persuasiveness is really just about getting your ideas across without being forceful. It's a skill that can be learned and is useful for anyone who works in a team environment.

After 45 years of marriage, when I have an argument with my wife, if we don't agree, we do what she wants. But, when we agree, we do what I want!

You can't end negotiations unless you begin them. And you can't begin them if you continually negotiate about the terms to begin negotiations.

We're all negotiators.

Whenever there's negotiations, there's things that you absolutely love, and there's things that you accept.

My job is to come up with something that you like and you agree with that you would play wholeheartedly. If we disagree, I may not be doing my job correctly.

I don't dictate, you don't dictate to Stevie Wonder, not successfully.

The day-to-day making of policy is arguing all the time. You're trying to get the right approach and the right answer, and there are moments that aren't very pleasant. But in the end, you look at the overall product.

I can do whatever I want. They will tell me if what I am doing is stupid or a total waste of time. I may tell them that they are wrong, and we will come to an agreement.

The struggle of making a film for any studio is the fact that the producers and the studio have an idea of what the movie should be, but that is especially the case when the director is being replaced three weeks before principal photography. The challenge for me was to make sure that was my version of 'The Wolfman.' And I've done that. I think.

You do have to do business with and to try to influence people you don't agree with, or find disagreeable, so it's important to stress that balance.

Even within the band, if I cannot manage to persuade the members of what I see to be the next course of action, how do you expect the group to deal with the expectations of thousands of people. It is not possible.

All training is negotiation, whether you're training dogs or spouses.

You cannot compromise unless people talk to you.

I believe any time that both parties are talking, it's a good thing.

I don't really feel like I have to have a debate with my husband over issues.

And I maintain good relationships with all the studios so I've never been bullied into any cut, frankly.

Most negotiators are trying to get their way.

A director must be a policeman, a midwife, a psychoanalyst, a sycophant and a bastard.

I don't twist arms. I shake hands.