Let’s dive into something I get asked a lot: what exactly are Accusation Audits, and why aren’t they confessions? I know, the term sounds a little intimidating. “Audit” has that legalistic ring to it, right? But it’s a total game-changer in negotiation, and understanding it could reshape how you approach any conversation where stakes run high.
Let’s start with a story from one of my recent training’s. We’re in Chicago, and I’m leading this session on negotiation skills when the topic of Accusation Audits comes up. I throw out an example, saying, “You probably think those who can’t do, teach.” And everyone starts laughing. Why? Because they get the joke: I'm acknowledging that they might see me as just a coach rather than a doer. But then we pivot right into some heavy demonstration of real-world skills. They see that my role here is to do both—teach and demonstrate. Now, that little “audit” right there cleared the air. They’re no longer thinking, “Who is this guy?” Instead, they’re in a headspace where they can absorb what I’m teaching without that mental friction. I mitigated a negative that, in all probability, was harbored by most in the room thereby clearing up their thinking.
And that’s the point. An Accusation Audit isn’t a confession. It’s not about dumping your insecurities out for the other side to judge. Instead, it’s about clearing mental debris—the doubts, the judgments, the misunderstandings—so that you and your counterpart can actually focus on what matters.
Acknowledging the Elephant in the Room
What makes Accusation Audits so effective is the timing. They happen up front, right at the start of the conversation. Think about it: everyone enters a negotiation with pre-loaded anxieties. “Will this person push their own agenda?” “Do they even care what I have to say?” Addressing these silent objections in advance can do wonders for creating a sense of trust and ease.
I see it as trying to understand the other person’s perspective and, frankly, vocalizing their silent fears. By saying, “You probably think I’m just here to push my own interests,” you’re not admitting to selfishness—you’re removing the other person’s reason to think that way in the first place. They’ll often respond with, “No, that’s not it,” or they’ll clarify any hidden concerns. Either way, you’re defusing tension by tackling the elephant before it can stomp all over the negotiation.
Accusation Audits vs. Confessions: Why They’re Not the Same
I know it might feel like airing out your dirty laundry. There’s a massive difference between confessing and acknowledging. In an Accusation Audit, you’re naming issues the other person might imagine, not because they’re true but because they could be a barrier. I can’t tell you how many times someone has said, “Oh, I thought you were going to say that!” and I’ll go, “Exactly! That’s why I said it first.” It’s a kind of psychological alignment—you’re getting on the same side of the street, acknowledging that these concerns might be in their head, without ever endorsing them as fact.
One trick I’ve picked up is to frame these audits in a way that’s almost self-deprecating, but with a smile. You’ll get the tone just right if you’re genuinely curious about their reaction rather than feeling defensive. Think of it like saying, “ You might think I’m the most unintelligent person you have dealt with all week.” Saying this relaxes them because you have selflessly “taken a shot” at yourself. A clear message that the conversation is not going to be exclusively from your perspective.
Handling Defensiveness and Setting the Tone
Here’s a common question I get: what if your counterpart is already defensive? They usually are, if you see them folding their arms, raising an eyebrow, or just looking plain skeptical, you’ve got an early warning that defensiveness is already at play. Use an Accusation Audit or a label.
For instance, if you know someone thinks you’re going to push a hard line, try something like, “I know you think I’m here to impose my will, You may think I’m just expecting you to have to take it.” I’ve found that using an Accusation Audit like this, they’re less likely to stay defensive because now you’ve shown them you’re not afraid to talk about potential negatives that may be problematic in the negotiation.
When to Use Accusation Audits in a Conversation
Contract negotiations, budget discussions, project debates, you name it, the Accusations Audit is appropriate, but timing is everything. Use them at the start of the conversation, before an ask, or before delivering bad news. Also, sprinkle some in throughout the conversation, especially if you didn’t get through all of the ones on your list.
Think of it like going to the doctor for a shot. If they just surprise you with the needle, you’ll probably tense up or react, right? But if they say, “You’re going to feel a pinch,” your mind prepares, and your reaction is a lot calmer. Accusation Audits offer mental preparation for the other side.
The Power of “Listening with Your Eyes”
Here’s a final nugget I want to leave you with: when you throw out an Accusation Audit, watch how they respond physically as much as verbally. Sometimes, body language speaks louder than words. If they start relaxing, you’ve hit the mark. If they’re still tense, use the other Black Swan skills to figure out the why behind the behavior.
So, if you’re thinking, “Isn’t this just a roundabout confession?” Remember, a confession is about what you did. An Accusation Audit is about what they might be thinking about you—it’s about creating an open lane where the other side can feel understood and heard without the noise of unchecked assumptions.
In a world where everyone’s pushing their agenda, taking a moment to clear the air with an Accusation Audit. It can be the secret weapon that brings you and your counterpart to a “That’s right moment.” And when you get there, the negotiation gets a lot easier. So next time, try it out. You’ll be amazed at how much faster real dialogue can happen once you’ve cleared the counterpart’s mind.