Navigating Disagreements With Clients During Projects

How I Keep Disagreements Productive as a Program Manager at Amazon Disagreements are part of the job. Different teams…different incentives…different perspectives. But disagreements don’t have to derail progress. Here’s how I keep them productive…not personal: 1/ I start by clarifying the shared goal ↳ “We’re both trying to deliver a great customer experience” ↳ Alignment on why helps reduce tension around how ↳ It shifts the tone from debate to collaboration 2/ I seek to understand before being understood ↳ I ask questions before I push opinions ↳ “Can you walk me through your reasoning?” ↳ People are more open when they feel heard 3/ I keep the focus on the idea…not the person ↳ “This plan has some risk” lands better than “You’re missing something” ↳ It’s about improving the work…not winning the argument ↳ Language matters 4/ I bring data and tradeoffs…not just strong opinions ↳ “Here’s the impact of that path vs this one” ↳ I try to frame it as a decision…not a disagreement ↳ Clarity reduces conflict 5/ I pause when things get tense ↳ If emotions rise, I suggest a break or follow-up ↳ Pressure can cloud good judgment ↳ I’d rather pause than push forward with the wrong energy Disagreements don’t slow me down… Unmanaged tension does. The key is staying grounded in the outcome…not the ego. How do you handle tough conversations without damaging relationships?

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

I worked in marketing for 25+ years. But now, I run a business. So, I had to learn how to negotiate better across clients, vendors, and even internally with my team. I couldn't afford to "wing it" and hope for the best. I needed a structure. Here’s the negotiation framework I’ve used and refined since 2017 that has driven better deals, better retainers, and better working relationships: The problem with negotiation is that it's emotional. Go in unprepared, and you lose the room. I had to find a way to separate logic from ego. Since launching CVAC, I’ve refined a 3-part process that’s helped me close high-trust clients in CPG and B2B consistently. This process is based on Harvard’s “Getting to Yes” method. But adapted for the real world of agency work. Here’s how it works: 1: Separate the person from the problem Most people get defensive because they feel like they’re being challenged. I’ve learned to pause, listen, and phrase disagreements as mutual goals. e.g. “We both want this campaign to work. Let’s figure out how we get there.” 2: Focus on shared interests, not fixed position People say, “We need a 2-week turnaround.” But what they mean is, “We’re under pressure from our boss.” I always ask what’s driving the request underneath the request. That’s how we find flexibility and create solutions that stick. 3: Lead with appreciation, then reframe the ask People underestimate how far “thanks for the opportunity” can go. I open tough conversations by acknowledging value before negotiating timelines, scope, or budget. It builds trust as opposed to tension. TL;DR: 1: Separate people from problems 2: Dig into the real interest underneath the ask 3: Appreciate first, negotiate second Practice this consistently for a few months and watch your conversion rates - and your relationships - get better. Negotiation goes beyond being a skill to being a survival tool. So stop playing tug-of-war. & start building win-wins. ~ Follow Conan Venus for daily tips on marketing, creativity, and elder entrepreneurship

Saying "yes" feels right, but "no" can save your project. And also save your client’s trust. Last week I had a tough time with one of my clients. Firefighting with a last-minute high-priority request. → The request was outside the scope. → No one is trained to do it. → And, I need to deliver it next week. These unrealistic expectations are nothing new in project management. I had two choices to respond to this conversation: 1/ Say yes and rush to finish. 2/ Have a tough conversation and protect the project. I chose the second. It would have been easier to say: ↳ "I’ll move things around and figure it out." ↳ "It’s tight, but I’ll make it happen somehow." The first option feels easier. You want to be helpful. You want to be seen as a problem solver. But what happens when you agree to unrealistic expectations. Particularly the one that is unclear. → They lead to mistakes. → Mistakes lead to rework. → Rework leads to missed deadlines and broken trust. Here’s a better way to handle such situations: → Listen and acknowledge the urgency. → Explain the impact of rushing. → Offer a structured way to address the request. For example: "Let’s do this right, not just fast. If we rush, we’ll need to redo work later. Instead of squeezing it in, let’s reprioritize, consult the team and review the impact. Please submit a change request so we can assess it properly." Will it be uncomfortable? Yes, it will be. Will there be push back? Yes, there will be. But in the end, your client will respect the process. You’ll save your project from scope creep. The team will trust you. Difficult conversations aren’t about saying NO. They’re about setting clear expectations, so projects actually succeed.

Want to disagree better? Stop saying “I disagree.” It puts people on the defensive before the conversation even begins. And when someone’s defensive, they stop listening. There’s a better way to speak up without shutting others down. Try this: “Here’s how I see it.” Same disagreement. Different result. Because it signals perspective, not opposition. And that creates space for curiosity, not conflict. Most leaders avoid disagreement completely. You don’t want to be seen as difficult. You don’t want disagreement to mess up team harmony. (I’ve coached plenty of leaders through that exact fear.) But here’s the truth: Healthy disagreement builds trust. It proves you’re engaged. It shows you’re thinking critically. It signals you care about the outcome. The key isn’t avoiding disagreement. It’s learning how to do it well. Instead of arguing your side, share your thinking. Instead of proving them wrong, ask for their input. → “Here’s how I’m thinking about this.” → “What would make this more impactful?” → “Can I offer a different perspective?” One of my clients used this in a tense strategy meeting. Instead of saying, “I disagree,” they switched it up and said: “Let me share how I see that approach and why.” The approach changed the tone of the meeting. It became an engaged discussion. People were open to understanding. And the final project got better because of it. The goal isn’t to win. It’s to understand and be understood. The best leaders don’t avoid disagreement. They normalize it with skill not ego. And that’s what makes them (and their team) stronger. — Hi 🙋🏽♂️I’m Rafael Villaruz. I talk about leadership, team dynamics, and being a top-performer. ♻️ Repost to share this message and help other leaders disagree better.

Don’t avoid the hard conversation. Use these 8 steps instead: Like many people, I used to avoid hard conversations until it was too late. When the stakes and emotions are high, and opinions differ, silence breaks trust. Tension builds. Trust erodes. Opportunities are lost. I learned this time and again. What if you could handle these moments with clarity and kindness? Use these 8 steps to navigate difficult conversations: 1. Ask to Understand: - Help me understand your perspective. - Can you walk me through your thinking? 2. State Only the Facts: - Here’s what I’ve observed [..]. - What’s your take on this situation? 3. Focus on Shared Goals - We both want [shared goal]. Let’s figure this out together. - How can we ensure the best outcome for everyone? 4. Stay Calm Under Pressure - I can see this is important to you. Let’s talk it through. - I’m committed to finding a solution with you. 5. Acknowledge Their Perspective - I hear what you’re saying. - It sounds like [paraphrase their perspective]. Is that right? 6. Address Misunderstandings - Can we clarify what you meant by [..]? - What do you think I might not be seeing? 7. Find a Path Forward - What’s the best way for us to move forward? - Here’s what I propose. What are your thoughts? 8. Recap & Align - We've agreed on [..]. Anything else to consider? - Let's check back in [specific timeframe]. Difficult conversations aren’t the problem. It’s how we show up for them that makes the difference. With the right approach, you can turn high-stakes moments into shared understanding. ➕ Follow me, Melody Olson, for Leadership, Tech & Career Insights. ♻️ Repost to help your network navigate difficult conversations with trust.

Stop dreading tough talks. Master them with these 21 phrases instead: I once snapped when a colleague questioned my timeline. My defensive reaction created a week of tension. That day I realized emotional responses solve nothing. They only create new problems. We've all been there: Feeling defensive Reacting without thinking Watching a simple disagreement turn into a lasting conflict But I've learned the shift from reactive to constructive changes everything ✨ 21 ways smart people handle difficult conversations: 1) Lead with Curiosity ↳ "Tell me more about your perspective on this" ↳ Questions defuse tension faster than statements 2) Name the Energy ↳ "I notice there's tension here, let's address it" ↳ Acknowledgment creates safety 3) Find Common Ground ↳ "We both want what's best for the project" ↳ Alignment before action 4) Set Clear Expectations ↳ "Here's what I need, what do you need?" ↳ Clarity prevents future conflict 5) Pause the Escalation ↳ "Let's take a step back and break this down" ↳ Breathing room creates solutions 6) Mirror Their Language ↳ Use their exact key words when responding ↳ Matching builds instant connection 7) Acknowledge Impact ↳ "I see how this affects your priorities" ↳ Understanding beats defense 8) Own Your Part ↳ "Here's where I could have done better" ↳ Accountability creates trust 9) Focus Forward ↳ "How can we prevent this next time?" ↳ Solutions beat blame 10) Check Understanding ↳ "Here's what I'm hearing - am I getting it right?" ↳ Clarity prevents escalation 11) Create Space ↳ "Let's revisit this when we're both fresh" ↳ Time transforms tension 12) Stay on Topic ↳ "Let's focus on solving this specific issue" ↳ Boundaries keep talks productive 13) Express Confidence ↳ "I know we can figure this out together" ↳ Belief shifts energy 14) Share Context ↳ "Here's what led to my decision" ↳ Understanding reduces resistance 15) Invite Solutions ↳ "What ideas do you have for this?" ↳ Collaboration beats control 16) Set Timelines ↳ "When should we check in on this?" ↳ Structure creates safety 17) Validate Concerns ↳ "That's a legitimate worry - let's address it" ↳ Recognition reduces defense 18) Stay Factual ↳ "Here's what the data shows us" ↳ Evidence beats emotion 19) Close with Action ↳ "Let's clarify next steps together" ↳ Progress prevents repeat issues 20) Follow Through ↳ "As we discussed, here's what I've done" ↳ Action builds credibility 21) Document Growth ↳ "Here's how we'll work differently now" ↳ Learning beats repeating Difficult conversations aren't obstacles to success. They're the moments where true connection happens ✨ Which strategy will you try in your next challenging conversation? -- ♻️ Repost to help your network transform difficult conversations into opportunities 🔔 Follow Dr. Carolyn Frost for more practical tools to succeed with confidence

We all know people who can disagree in a way that has others listen, consider their perspective, and feel respected. We also all know people who disagree and blow up the room -- and their relationships. (I am usually coaching a few of those folks at any given time.) In my latest Psychology Today article, I explore how to become what I call a "respectful rebel"-- someone who knows how to voice dissent constructively, leading to successful outcomes and contributing to healthy relationships.. Here are five practices with examples of what to say (and what not to say): 1. Ground feedback in shared purpose Say: "Because I care about the client experience, I'm concerned about..." Not: "This approach completely ignores what our clients need." 2. Time your dissent wisely Say: "Before we finalize this decision, can I offer a different perspective?" Not: "I knew this wouldn't work." 3. Ask instead of attack Say: "How do you see this impacting our frontline team?" Not: "This will overwhelm our staff and they'll all quit." 4. Mind your tone Say: "I see it differently and would like to share my thinking" Not: "That approach makes no sense and won't work here." 5. Check your motive Ask yourself: "Am I speaking up to contribute—or to be right?" The difference between helpful disagreement and harmful pushback often comes down to intention, delivery, and timing. How do you know if you're a Respectful Rebel or a Rude one? Watch what happens after you speak. If people engage with your ideas, ask questions, and the conversation deepens, you're doing it right. If people get defensive, go silent, or the energy drains from the room, it's time to recalibrate. Link to article in the comments.

Yesterday I was on a call and a dispute over a SOC 2 audit finding got borderline unprofessional. The crux of the issue wasn't the audit finding itself (both parties actually agreed with the basic facts), but rather how the conversation went down. And after 2000+ engagements here are a few tools to handle conflicts like these. 𝗧𝗛𝗘 𝗖𝗢𝗡𝗩𝗘𝗥𝗦𝗔𝗧𝗜𝗢𝗡 Consultant: Explains audit finding. Client: I agree, but it is so low risk we should just call it an opportunity for improvement (OFI) and not include it in the formal report. Consultant: I agree it's low risk, but it is an exception from the control, so I have to include it in the report. Client: Further defends why it's low risk. Consultant: Goes on to explain 5 ways client could have avoided the issue. Client (Voice Raised): Are you willing to fight me on this? Consultant (Intensity matched): Yes. 𝗛𝗢𝗪 𝗜𝗧 𝗪𝗘𝗡𝗧 𝗕𝗔𝗗 1. Because a challenge was issued (and accepted) it didn't leave either party much room to save face. That never turns out well. 2. In fairness to the auditor, this was a pretty cut and dry finding. In fairness to the client, it was not socialized in advance and caught a lot of people off guard. 3. This was a routine meeting for the auditor, but the client felt like it was career ending. 𝗖𝗢𝗔𝗖𝗛𝗜𝗡𝗚 It is worth saying that this conversation was between two decent and competent people who would otherwise get along great. Yet, this is a situation that happens all the time with security, audit, and GRC pros. There's just a lot of conflict to navigate in this career and we have to learn to do it. So, here are a few tools I've seen work to find resolution and avoid escalating: 𝟭. 𝗔𝘀𝗸 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗿𝘀𝗼𝗻'𝘀 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 - Do both parties agree on the facts? - Do both parties understand the options (eg. Change control language, add a management response)? - Are there hidden factors (eg someone's job or reputation on the line)? Seek first to understand. Always. 𝟮. 𝗚𝗲𝘁 𝗮 𝘁𝗵𝗶𝗿𝗱 𝗽𝗮𝗿𝘁𝘆 𝗶𝗻𝘃𝗼𝗹𝘃𝗲𝗱 Sometimes a trusted third party will see things more clearly, or at least have a voice both parties respect. Try saying something like: "I can see this is important to both of us, let's pull in Christian and see if he can add some perspective that helps. Is that ok with you?" 𝟯. 𝗦𝗹𝗲𝗲𝗽 𝗼𝗻 𝗶𝘁 Create some space to cool off. Try saying: "This is too important for me to answer on the fly. I really need some time to think on this one. Would it be okay if I sleep on it and give you a detailed response tomorrow?" 𝟰. 𝗗𝗼𝗻'𝘁 𝘁𝗮𝗸𝗲 𝗶𝘁 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 If someone starts to get emotional or lobs a verbal punch your way - just remind yourself there's probably something going on in their life you don't see. A bad day. A personal issue. Who knows. I often use that as a mental trick to summon a little more patience. --- Good luck out there!