Negotiation and Compromise in Leadership

Conflict is inevitable. How we manage it is both an art and a science. In my work with executives, I often discuss Thomas Kilmann's five types of conflict managers: (1) The Competitor – Focuses on winning, sometimes forgetting there’s another human on the other side. (2) The Avoider – Pretends conflict doesn’t exist, hoping it disappears (spoiler: it doesn’t). (3) The Compromiser – Splits the difference, often leaving both sides feeling like nobody really wins. (4) The Accommodator – Prioritizes relationships over their own needs, sometimes at their own expense. (5) The Collaborator – Works hard to find a win-win, but it takes effort. The style we use during conflict depends on how we manage the tension between empathy and assertiveness. (a) Assertiveness: The ability to express your needs, boundaries, and interests clearly and confidently. It’s standing your ground—without steamrolling others. Competitors do this naturally, sometimes too much. Avoiders and accommodators? Not so much. (b) Empathy: The ability to recognize and consider the other person’s perspective, emotions, and needs. It’s stepping into their shoes before taking a step forward. Accommodators thrive here, sometimes at their own expense. Competitors? They might need a reminder that the other side has feelings too. Balancing both is the key to successful negotiation. Here’s how: - Know your default mode. Are you more likely to fight, flee, or fold? Self-awareness is step one. - Swap 'but' for 'and' – “I hear your concerns, and I’d like to explore a solution that works for both of us.” This keeps both voices in the conversation. - Be clear, not combative. Assertiveness isn’t aggression; it’s clarity. Replace “You’re wrong” with “I see it differently—here’s why.” - Make space for emotions. Negotiations aren’t just about logic. Acknowledge emotions (yours and theirs) so they don’t hijack the conversation. - Negotiate the process, not just the outcome. If you’re dealing with a competitor, set ground rules upfront. If it’s an avoider, create a low-stakes way to engage. Great negotiators don’t just stick to their natural style—they adapt. Which conflict style do you tend to default to? And how do you balance empathy with assertiveness? #ConflictResolution #Negotiation #Leadership #Empathy #Assertiveness #Leadership #DecisionMaking

“I Don’t Think We Can Afford You.” That’s what the CEO said after I delivered a pitch to train their leadership team. I smiled and said, “Fair. But can I ask—what’s the cost of having untrained leaders make one wrong decision?” Pause. The energy shifted. I didn’t argue. I asked. I didn’t push. I anchored. Negotiation isn’t about winning. It’s about understanding leverage, timing, and psychology. Here’s what worked in that moment: 1. Anchoring: I reframed the cost—not of hiring me, but of not hiring me. 2. Scarcity: I gently mentioned my limited slots (truthfully)—people pay more for what’s rare. 3. Mirroring: I used their language and pace to build rapport. 4. Reciprocity: I offered a one-time bonus masterclass if they signed that week—value first. 5. Loss Aversion: Humans are wired to avoid loss more than they are to chase gain. I let that psychology speak for me. We closed. Full fee. No discount. 6-month retainer. Negotiation is not about being louder. It’s about being smarter, calmer, and more psychologically aware. Train your voice. Train your presence. And most importantly—train your mind. #NegotiationSkills #ExecutivePresence #SoftSkills #CommunicationCoach #Psychology #LeadershipDevelopment #CorporateTraining #LinkedInInfluencer

How to use Improv Techniques to win tough deals. Want to win every negotiation? Say this: ‘Yes, And…’ Most people think negotiation is about saying “no” without blinking. They’re wrong. The best negotiators don’t shut people down. They keep conversations alive. Because great deals are built on trust, not tension. Here’s where a surprising lesson from improv comedy comes in: The “Yes, And…” technique. In improv, “Yes, And…” is how performers build stories together. It’s not about agreeing with everything. It’s about acknowledging the other person’s perspective—and then adding your own. In negotiation, this sounds like: “Yes, I see how that might work. And here’s another way to maximize the outcome.” “Yes, that’s a fair point. And if we adjust this, it benefits both sides even more.” Why does this work? - It lowers defenses. - It keeps the conversation moving. - It positions you as a collaborator, not an adversary. Most importantly, it builds trust: the currency of every successful deal. I’ve taught this technique to leaders negotiating deals worth millions. They didn’t just win the deal. They walked away with stronger partnerships and doors open for future opportunities. Because the goal isn’t just to win today. It’s to win tomorrow, too. Next time you’re in a tough negotiation, resist the urge to say “no” or push back immediately. Instead, try “Yes, And…” to explore solutions together. It’s simple but powerful. Want to go deeper and learn more strategies like this? Let’s connect. My coaching programs are built for leaders like you. People who want to win negotiations, not just once but consistently. --------------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

💥 Most leaders think empathy is “being nice.” It’s not. It’s deeper. Sharper. Stronger. Empathy is a skill—not a soft cushion. And in leadership + negotiations… it’s often the difference between breakthrough and breakdown. I’ll never forget sitting across from a client who was furious. Their voice was loud. Their tone sharp. Every word felt like fire. My instinct? Defend. Explain. Fight back. But then I paused. I looked past the words— and saw the frustration, the pressure, the fear beneath. So I didn’t argue. I listened. I mirrored their concern. I said, “I can feel how important this is to you.” The fire cooled. The deal opened. Not because I had the smartest pitch— but because I practiced empathy. Here’s the problem: Too many leaders and negotiators mistake empathy for weakness. They think it means giving in. But empathy isn’t surrender— it’s strategy. So what is empathy actually? 👉 Sensing someone’s emotions. 👉 Imagining yourself in their situation. 👉 Respecting their feelings without trying to change them. 👉 Offering support. 👉 Showing genuine concern. 👉 Avoiding judgment and criticism. 👉 Listening attentively to their experiences. So what? Empathy builds trust. And trust moves mountains faster than authority ever will. Now what? 👉 In leadership—use empathy to connect with your team, not just direct them. 👉 In negotiations—use empathy to uncover hidden interests, not just surface demands. 👉 In life—use empathy to build bridges, not walls. Humor break: Trying to lead without empathy is like trying to dance without music. Sure, you can move your feet… but it looks ridiculous. 💃😂 The takeaway? Empathy isn’t weakness. It’s influence. It’s how leaders inspire. It’s how negotiators win. Because people may forget what you said… but they’ll never forget how you made them feel. 💬 Do you agree or disagree? Drop your take in the comments—I want to hear your view. And if this post resonated with you: 🔹 Follow me here on LinkedIn Samson Akinola 🔹 Repost this to your network. 🔹 Share it with leaders, entrepreneurs, and dealmakers. I share daily insights on Leadership, Entrepreneurship, and Intrapreneurship. I’m also planting young leaders through Outcome School to shape the future of tech & business. I’ve failed. I’ve succeeded. I’ve studied. Now I share the lessons. ⚡ Lead and Negotiate persuasively.

Navigating difficult conversations…we know the terrain well in supply chain and sustainability —complex stakeholder relationships, competing priorities, and tough tradeoffs that demand honest dialogue. The first quarter of 2025 has been challenging for some clients and colleagues. Behind every successful initiative lies countless challenging conversations.I wanted to share this list that captures what I've learned (often the hard way) about handling challenging discussions: 1. Lead with empathy - acknowledge feelings before diving into issues 2. Stay calm - pause and breathe when tensions rise. Cooler heads prevail. 3. Prepare but remain flexible - rigid scripts rarely survive contact with reality 4. Ask genuine questions - "help me understand your perspective" 5. Give authentic appreciation - recognize effort before suggesting changes 6. Own your emotions - acknowledge feelings without manipulation 7. Respect others' viewpoints - validation doesn't require agreement. You can disagree and still find a happy path. 8. Be specific - vague criticisms like "you always" rarely help 9. Collaborate on solutions - problem-dumping without brainstorming fixes nothing 10. Set clear boundaries - know what you can and cannot commit to 11. Listen actively - not just waiting for your turn to speak. Read this again… 12. Apologize sincerely when needed - take responsibility, not half-measures. Accountability helps build trust. 13. End with concrete next steps - clarity prevents misunderstandings. Playing back throughout tough conversations with key points and actions shows active listening and understanding. 14. Reflect afterward - what worked? what could improve? In my experience leading global teams, the conversations I've handled poorly weren't failures of strategy—they were failures of approach and understanding context. For example, a recent negotiation with a supplier facing severe capacity constraints could have deteriorated into finger-pointing. Instead, by focusing on understanding their challenges first (point #4) and collaborating on creative solutions (point #9), we found a path forward and workable compromise. Staying calm helped too ;) What's your experience? Which of these principles has been most valuable in your leadership journey? Or is there a 15th point you'd add to this list? ___________ 👍🏽 Like this? ♻️ Repost to help someone ✅ Follow me Sheri R. Hinish 🔔 Click my name → Hit the bell → See my posts. #SupplyChain #leadership #sustainability

Don’t misunderstand negotiation power Balance muscle with emotional intelligence By the end of this post, you’ll master the strategic use of power in negotiations, maximizing every opportunity. After three decades of guiding executives through complex negotiations, I’ve learned firsthand this: Power at the negotiation table is nuanced, strategic, and crucial to outcomes. Early in my career, I helped a client renegotiate a supplier contract. We had a strong BATNA from a competitor’s bargain offer and flaunted it like a sledgehammer: "Match or we walk." Huge mistake! The supplier’s CEO calmly ended the meeting, destroying our goodwill in seconds. Worse, the competitor’s bargain deal had hidden pitfalls. We ended up with subpar results, a ruined relationship, and weaker leverage next time. So, be mindful there are three sources of power; use them wisely: 1️⃣ Objective power (Dependence-based): Pinpoint your best alternatives (BATNAs) so you’re never backed into a corner. Cultivate multiple options to stay flexible. What I learned:  → Having a strong BATNA is essential → But using it as a blunt weapon invites resistance and kills cooperation. What works:  → Signal your alternatives subtly.  → Let your strength shape the context, not the conversation. 2️⃣ Role power (Authority-based): Use authority wisely; show respect to gain respect. It’s about guiding, not intimidating. What I learned:  → Authority may demand respect → But flaunting your title or position fuels defensiveness, not progress. What works:  → Use your status sparingly.  → Lead with influence, not imposition, and watch collaboration grow.   3️⃣ Psychological power (Confidence-based): Bank your past wins. The more vividly you remember your successes, the more confident you become. What I learned:  → Even with solid leverage, showing up insecure undermines everything.  → Confidence isn’t optional, it’s power. What works:  → Fuel your mindset with past wins.  → Inner composure turns uncertainty into presence, and presence into persuasion. When assertiveness is balanced with empathy, power becomes less about intimidation and more about collaboration, paving the way for sustainable partnerships. How have you built (or misused) your negotiation power in the past? Share your story below. Found this valuable? ♻️ Repost and empower your network to negotiate smarter!

When I was a student at Harvard, I was taught the art of communication through negotiation. It wasn’t a literature class. It wasn’t a finance class. It was a negotiation course rooted in human psychology, game theory, and something deceptively simple: 🧠 How to get to Yes without losing relationships, trust, or your principles. Here are 3 frameworks from that course that I still use every single week in business: Harvard’s 6 Guidelines for Getting to Yes These are worth printing out and taping above your desk: ↳ Separate the people from the problem ↳ Focus on interests, not positions ↳ Learn to manage emotions ↳ Express appreciation ↳ Put a positive spin on your message ↳ Escape the action-reaction cycle In every tough conversation, team conflict, client tension, pricing negotiation, this checklist has saved deals, preserved trust, and built long-term value. The 7 / 38 / 55 Rule of Communication This one was a game changer for me: ↳ Only 7% of meaning comes from your actual words ↳ 38% comes from tone and pace ↳ 55% comes from body language Most founders and leaders over-prepare what they’re going to say and under-prepare how they say it. The result? Mismatched signals, missed opportunities, and miscommunication. Tip: If you’re negotiating over Zoom or email, remember how much gets lost in translation. Over-communicate with clarity and empathy. The ZOPA Framework (Zone of Possible Agreement) This is the overlap between what you want and what they want. Simple to define, hard to see. Most people go into negotiation thinking it's zero-sum: I win, you lose. But high-leverage operators know the opposite is true: The more clearly you define the ZOPA, the more value you can unlock for both parties. No tricks. No power games. Just shared clarity. These three tools have made me a better communicator, operator, and human being. ✅ Start with shared interests, not surface disagreements ✅ Manage emotions, yours and theirs ✅ Seek overlap, not domination ♻️Repost & follow John Brewton for content that helps. ✅ Do. Fail. Learn. Grow. Win. ✅ Repeat. Forever. ____ 📬Subscribe to Operating by John Brewton for deep dives on the history and future of operating companies (🔗in profile).

Conflict gets a bad rap in the workplace. Early in my career, I believed conflict had no place in a healthy workplace. As I progressed, I realized that it was quite the contrary. The lack of conflict isn't a sign of a healthy work culture, rather it is an indication that important debates, discussions and differing viewpoints are being disregarded or suppressed. This insight revealed another key aspect: high-performing teams do not shy away from conflict. They embrace it, leveraging diverse opinions to drive optimal outcomes for customers. What sets these teams apart is their ability to handle conflict constructively. So how can this be achieved? I reached out to my friend Andrea Stone, Leadership Coach and Founder of Stone Leadership, for some tips on effectively managing conflict in the workplace. Here's the valuable guidance she provided: 1. Pause: Take a moment to assess your feelings in the heat of the moment. Be curious about your emotions, resist immediate reactions, and take the time to understand the why behind your feelings. 2. Seek the Other Perspective: Engage genuinely, listen intently, show real interest, and ask pertinent questions. Remember to leave your preconceived judgments at the door. 3. Acknowledge Their Perspective: Express your understanding of their viewpoint. If their arguments have altered your perspective, don't hesitate to share this with them. 4. Express Your Viewpoint: If your opinion remains unswayed, seek permission to explain your perspective and experiences. Remember to speak from your viewpoint using "I" statements. 5. Discuss the Bigger Objective: Identify common grounds and goals. Understand that each person might have a different, bigger picture in mind. This process can be taxing, so prepare beforehand. In prolonged conflict situations, don't hesitate to suggest breaks to refresh and refuel mentally, physically, and emotionally. 6. Know Your Limits: If the issue is of significant importance to you, be aware of your boundaries. For those familiar with negotiation tactics, know your BATNA (Best Alternative to a Negotiated Agreement). 7. Finalize Agreements: Once an agreement has been reached, continue the engagement to agree on responsibilities and timeframes. This ensures clarity on the outcome and commitments made. PS: Approach such situations with curiosity and assume others are trying to do the right thing. 🔁 Useful? I would appreciate a repost. Image Credit: Hari Haralambiev ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

Lose to Win. Would you prioritize relationships over pride? I’ve got them… Should I say “told you so” or let them speak? I was right—again. Happy dance inside! But wait… is proving it really worth it? How will this pan out? I’ll take the blame, even if I know the truth. Moral victory? Oh, that’s mine. Too bad they’ll never know. In negotiation, team dynamics, or relationships... Sometimes you need to lose to win. Here’s how: ↳ Concede on minor points: Let the other side win small battles. Build trust for bigger wins later. ↳ Listen more than you speak: Understand the other party’s needs. Foster collaboration and adjust your approach. ↳ Focus on the long-term goal: In teams, prioritize collective success over individual victories. ↳ Use silence as a tool: In negotiations, silence can push others. It triggers them to rethink their position or make concessions. ↳  Be adaptable: Flexibility helps you pivot in both negotiations and teams, ensuring shared success. So, take that moral victory and bite your tongue. Sometimes swallowing that frog is what you need to get ahead. In the end, is it about being right or securing the real win?

Here's how I make arguments, conversations and presentations that have a better chance of arriving at solutions and outcome. Here's six strategies I use constantly to arrive at mutually agreeable outcomes: #Empathy My perception of empathy is not weakness but a powerful tool for negotiation, understanding others, collaborating. #Prioritise understanding A la Stephen Covey, "Seek first to understand, then to be understood. #Shift Mindset I challenge assumptions and focus on gathering information and building trust-based influence. #Gather Information: I prioritise listening and prompting the other party to share their perspective. I maintain conversation flow: #Summarise frequently I demonstrate comprehension of the other party's position and transition to introducing my perspectives and ideas for discussion. #Tone of Voice: Intercostal diaphragmatic breathing grounds me to convey confidence and sincerity. I find that by thinking and preparing for the moment before I open my mouth, I enhance my communication and increase my effectiveness in negotiations and difficult conversations. Remember that persuasion is not about dominating or overpowering the other party. I want to create mutually beneficial outcomes through understanding, trust, and collaboration. What do you do when you are in "persuasion" mode, which is just about almost everything you do daily, right? #rhetoric #persuasion #communication #leadership (I like finding a spot to sit for a while, look at the "busyness" of life of people rushing, dawdling, walking, skipping, and marvel at our creativity. Yet when it comes to positive communication, most struggle. Hmmmm ... )