IT IS generally better to deal by speech than by letter; and by the mediation of a third than by a man's self. Letters are good, when a man would draw an answer by letter back again; or when it may serve for a man's justification afterwards to produce his own letter; or where it may be danger to be interrupted, or heard by pieces. To deal in person is good, when a man's face breedeth regard, as commonly with inferiors; or in tender cases, where a man's eye, upon the countenance of him with whom he speaketh, may give him a direction how far to go; and generally, where a man will reserve to himself liberty, either to disavow or to expound. In choice of instruments, it is better to choose men of a plainer sort, that are like to do that, that is committed to them, and to report back again faithfully the success, than those that are cunning, to contrive, out of other men's business, somewhat to grace themselves, and will help the matter in report for satisfaction's sake. Use also such persons as affect the business, wherein they are employed; for that quickeneth much; and such, as are fit for the matter; as bold men for expostulation, fair-spoken men for persuasion, crafty men for inquiry and observation, froward, and absurd men, for business that doth not well bear out itself. Use also such as have been lucky, and prevailed before, in things wherein you have employed them; for that breeds confidence, and they will strive to maintain their prescription. It is better to sound a person, with whom one deals afar off, than to fall upon the point at first; except you mean to surprise him by some short question. It is better dealing with men in appetite, than with those that are where they would be. If a man deal with another upon conditions, the start or first performance is all; which a man cannot reasonably demand, except either the nature of the thing be such, which must go before; or else a man can persuade the other party, that he shall still need him in some other thing; or else that he be counted the honester man. All practice is to discover, or to work. Men discover themselves in trust, in passion, at unawares, and of necessity, when they would have somewhat done, and cannot find an apt pretext. If you would work any man, you must either know his nature and fashions, and so lead him; or his ends, and so persuade him; or his weakness and disadvantages, and so awe him; or those that have interest in him, and so govern him. In dealing with cunning persons, we must ever consider their ends, to interpret their speeches; and it is good to say little to them, and that which they least look for. In all negotiations of difficulty, a man may not look to sow and reap at once; but must prepare business, and so ripen it by degrees.
It is generally better to handle business by speaking than by writing, and through a third party rather than yourself. Letters are useful when you want a written reply. They are also useful when your own letter may later serve as evidence to justify your actions. They help, too, when you risk being interrupted or heard only in part. Meeting in person is useful when your presence commands respect, as it commonly does with those below you. It also helps in sensitive matters. Watching the other person's expression can guide you on how far to go. More generally, it helps when you want to remain free either to deny what you said or explain its meaning. When choosing representatives, straightforward people are better than cunning ones. They are likely to carry out your instructions and report the outcome faithfully. Cunning people may turn other people's business into opportunities to make themselves look good. They may also improve the story in their report merely to please you. Choose people who care about the business you give them, since this greatly increases their energy. Choose people suited to the task as well. Use bold people for forceful protests, smooth speakers for persuasion, and crafty people for inquiry and observation. Use stubborn, unreasonable people for business that cannot easily be defended on its merits. Also use people who have been fortunate and successful in work you previously gave them. This builds confidence, and they will strive to preserve their record of success. It is better to sound someone out indirectly than to come straight to the point. The exception is when you mean to catch them off guard with a brief question. It is better to deal with people who still want something than with those who already have what they want. When making a conditional agreement, the crucial question is who acts first. You cannot reasonably demand that the other person act first unless one of three conditions applies. The nature of the business may require their action to come first. Or you may persuade them that they will still need you for something else. Or you must be considered the more honest person. All strategic dealing aims either to uncover people's intentions or to influence them. People reveal themselves when speaking in confidence, when emotional, and when caught off guard. Necessity also reveals them when they want something done and cannot find a suitable excuse. To influence someone, you must know their character and habits, and so lead them. Or you must know their aims, and so persuade them. Or you must know their weaknesses and disadvantages, and so intimidate them. Or you must know who has influence over them, and so control them. When dealing with cunning people, always consider their aims when interpreting their words. It is good to say little to them, and to say what they least expect. In all difficult negotiations, you cannot expect to sow and reap at once. You must prepare the business and bring it to maturity by degrees.