Now John, I understand that you have some, maybe I'll call them tactics, that might be helpful in terms of sharing. >> Sure, Barry. I mean, I hope they're not tactics or style points, but they're interesting points. I get personally involved in the deal and I try to bring the other principle, or counter party, personally involved in the deal. And It goes back to my getting the fairness principle, getting the, you wanna be a good person, bad person scenario, and trying to bring the other party towards a good person. One of the examples was a journalist in Poland. We were buying out the balance of the equity in a business in Poland, which was owned by Lance's group and he wasn't in the room. But the journalist who was the moral force in the room was there and he kept delaying things and he was wearing glasses. And as a joke I put his glass on the floor with my foot in above them and I said look, let's get this done. I'll do the typing, cuz you can't now see the computer to type on the term sheet, and let me just put my foot here so you just listen, we'll get these things done. That was a sort of funny one. The second one was. >> Let me just get this straight again, what did you do with his glasses? >> I put them underneath my foot. So. >> Yep. >> So, he couldn't use the computer and we would, cuz he was avoiding getting things decided. He was avoiding getting into my syndrome of the term sheets. So I knew them, I typed the term sheet out. I could type it and he would stand beside me. And wouldn't be able to type because I had his glasses. And he accepted that cuz he realized it put a point on the fact that he wasn't dearly dealing in good faith. And it just emphasized it. The second one. >> Whoa, whoa, but so he's not getting mad at you because you're threatening to. >> No! >> Crush his glasses and make him blind? >> He was in this point where he knew he was in the wrong such that my outrageous thing just hit him and he was able to accept it. It was also taking the power in the negotiation. You know when you can get away with it. And that worked. The second point >> So I'm glad you can't touch my glasses cuz you're on video. >> That's why you wanted this deal on Skype. >> Exactly. >> But the other one was in Hungary, we had been, Hungarian government put an offer for 38 newspapers, of which one was in our sector. And we wrote this long agreement, which is exactly what they wanted, but at the end we put P.S., we'll pay the same price, no conditions for just the one paper, not the other 37. And it was put in the Financial Times our bid went through and they stopped the bidding. And they said this is unbelievable. You can get the same price for one. And so they stopped the bidding on the other 37 papers, which was exactly what we wanted. And what we did was we said, we'll discuss with you exclusively just in this one paper and then you can deal with the others. They said we agree, but then they started delaying and delaying, so I had the administer of privatization in the office and we were in a conference room. So I asked the person in the conference room, can I have the key? And I actually locked the conference room door, put the key in my pocket said look, this is going on too long. Let's sit down and none of us leave until we get this done. Now some people could say, gee you're almost kidnapping him. But again it was putting in the forefront in a very gross or open way, what we was doing, which was delaying, trying to get out. And it made him realize that. He accepted that. He had a little grumbling. >> He gave you, he gave you the key? So somebody else had the key. >> I locked it and put it in my pocket. At first, what are you doing? I said, look, you said you wanted to get this done. Why are you avoiding staying in the room? And he said okay. And we actually closed the deal that day. My partner >> Had he known ahead of time not to drink any water? >> At the time, my partner Eric had been to Poland for one year 48 times to get this deal done from Paris. He was based in Paris, and then we knew that, yes, he could've got angry on the principle of that, but he realized the principle is just the example of what he was doing. And he either had to say I want the key back, I don't want. But taking the key back, it was symbolic of him walking out on the deal. And he realized he was there, and having the principal there who can sign. We try to always do of the principal. So that was one. Other style points is, we have done a lot of deals that were not real estate deals, they're not one off. They're with people who will talk to other people. So it's very important in our deals, no matter how the deal comes out, when you close is that there's friendship between the parties. Because, remember, I did over 100 deals in classified advertising, and I'd say groups of 20 to 30 knew each other. So if I made one deal where somebody's very unhappy with me, tried to take advantage, we're seen as not fair then we knew we'd lose all those future deals. So each deal was building on fairness. Whether you got a good deal, was how the other party perceived what your realm of fairness was and how they agreed upon it.
