Highly Effective Tactics
Day 3 - The Good Cop, Bad Cop Tactic: Confessions and Concessions
Why This Matters:
We all know the “Good Cop, Bad Cop” routine.
So let’s get into the real implications—because while it might work in the moment for one party, it can cause serious problems down the line for the relationship.
This tactic can be effective, especially when breaking down resistance. The “bad cop” applies pressure, only for the “good cop” to step in with a reasonable offer.
It’s a performance, and when done well, it works. 🎭
The Risks:
You might make concessions, and they can be just as hard to fix as a sentence from a false confession.
Your vendor might feel cornered into agreeing to something unsustainable, and your client could end up disliking the terms.
Your client might not renew the contract—or more likely, they have a clause that allows them to leave with 60 days’ notice or so anyway.
The unfortunate truth?
When trust breaks down, it’s not just the deal at risk—it’s the long-term success of the relationship.
Why It’s So Hard to Spot:
Good Cop, Bad Cop in a corporate setting works so well because it might not be possible for you to quantify the cost of either concession in your head.
The lesser concession might even seem reasonable to you.
Let’s say you charge shipping, but your major client wants that baked into one price based on volumes. You push back, saying that due to locations for delivery, some places cost more—you have to do this.
The “bad cop” says, “I’m sorry, but if you can’t do this, we simply have to walk.”
Then, the “good cop” steps in: “Look, we understand that, but here’s our volumes by area and an easy formula we came up with to make it work. See? One price, and based on volumes, you cover shipping.”
Seems reasonable, right? So you agree.
Except volumes can change. Orders might not be placed. “Demand in some areas might drop.” And before you realize it, your product is only being delivered via higher-priced shipping lanes. You’re losing money. You might be able to renegotiate, but you’ve already lost what you’ve lost.
This might sound unrealistic, but due to the way corporate incentives work, people might create deals they know will be temporary, simply to reach a KPI. Their negotiating team knows what their internal incentives are—they know the added bonus they can get by achieving different coverage areas, etc.
Simply put, Good Cop, Bad Cop works because you believe the concession is reasonable, and you believe the “good cop” doesn’t actually want to send you to jail—they just want to clock out.
Everyday Example:
For a quick take, check out this example
Be On the Watch:
If you notice this tactic being used on you, take a deep breath and ask yourself, “Do I even need to make a concession?”
“Good Cop, Bad Cop” might seem tempting when closing a deal, but the long-term costs can outweigh short-term gains.
Remember, you should want your vendor to succeed, and as a supplier, you should want your clients to win too.
That’s the foundation of a successful relationship—one where both sides come out ahead.
Questions to Ponder:
• Is Good Cop, Bad Cop a legitimate strategy, or does it risk going too far?
• How do you stay objective when you recognize this tactic?
Let’s discuss: Have you experienced Good Cop, Bad Cop? Did you see through it, or did it work on you?