Handling Difficult Negotiation Situations

“Unacceptable.” That’s the word used by External Affairs Minister Dr. S. Jaishankar to describe the EU’s Carbon Border Adjustment Mechanism (CBAM). And I wholeheartedly agree. As someone working closely at the intersection of sustainability, climate policy, and trade, this isn’t just a diplomatic issue—it’s deeply personal and professional. Because what CBAM presents isn’t climate action. It’s climate inequity wrapped in a green label. Let’s unpack that. 🌍 The idea behind CBAM is to levy a carbon tax on imports into the EU to prevent "carbon leakage." But in practice, what this does is penalize developing countries like India for emissions tied to manufacturing—without adequately considering historical emissions, economic disparity, and differing national capabilities. As Dr. Jaishankar rightly pointed out: > “The countries who have been emitting for 150 years have enjoyed their growth. Now, when others want to do so, they want to impose restrictions.” 💡 Why this matters from a sustainability consultant’s view: Climate transitions must be just and fair. CBAM fails to acknowledge the principle of Common but Differentiated Responsibilities (CBDR), a cornerstone of international climate negotiations. It disregards India’s climate action and progress. We’ve taken bold steps—Panchamrit commitments, net zero by 2070, massive renewable energy push, evolving ESG frameworks, and more. And let’s be honest—this is not just about emissions. It’s about market access, trade barriers, and a veiled form of green protectionism. If the goal is real decarbonization, we should be fostering technology transfer, capacity building, and climate finance for the Global South—not creating new walls at the border. 🌿 At Constructivist, we believe in building a sustainability ecosystem that is both accountable and equitable. Through our work with LCA (Life Cycle Assessment), Product Carbon Footprinting, and ESG strategy—often in collaboration with partners like PEFTrust—we help Indian manufacturers and businesses future-proof their operations and navigate global sustainability standards. But policies like CBAM are a stark reminder that the climate dialogue must remain democratic, not dictated. 📌 Let’s push for frameworks that are science-based, not geopolitics-based. Let’s build climate justice with collaboration, not coercion. #ClimateJustice #CBAM #Sustainability #Jaishankar #IndiaEU #TradePolicy #NetZero #LCA #ClimateEquity #Constructivist #GreenTransition #Decarbonisation #GlobalSouth #JustTransition

I recently coached an executive who was thinking hard about whether to ask for a promotion. She hesitated, caught between ambition and doubt. “I don’t want to seem pushy,” she admitted. “But if I don’t ask, I might be waiting forever.” I shared insights from a Harvard Business Review article that talks about the myths that often hold women back in negotiations. Many of us have been taught to believe that men negotiate more than women, that women must always negotiate pay, or that backlash is inevitable when they do. These myths are misleading and, worse, they reinforce outdated gender norms that limit opportunities. (1) Myth #1: Men Negotiate, Women Don’t Both men and women negotiate—but for different things. Research shows that women negotiate roles, flexibility, and workload as often as men negotiate pay and job offers. The real issue isn’t whether women negotiate, but whether they are met with more resistance when they do. (2) Myth #2: Women Should Always Negotiate Pay The gender wage gap is not just about pay differences—it’s about the types of jobs men and women hold. While women should absolutely advocate for fair pay, supporting their advancement into leadership roles has an even greater impact on closing the wage gap. (3) Myth #3: Backlash Is Inevitable Many women worry that advocating for themselves will make them seem aggressive or unlikeable. While bias exists, leaders can shift the narrative by educating managers and themselves, encouraging broader career negotiations (beyond pay), and normalizing women’s ambition. After talking through these myths and ideas, the executive decided to go ahead and ask for that promotion. But she didn’t just walk in and demand it. Instead, she framed her request strategically: She led with facts – She highlighted her results: “I’ve exceeded my targets for the past two years and led initiatives that were really beneficial to the firm.” (She backed this up with data and quantified the benefits.) She made it a win-win – “With a VP title, I can expand our client base and strengthen key partnerships.” She asked with confidence – Not “Would you consider it?” but “What would it take to make this happen?” She got the promotion. More importantly, she walked away feeling empowered, knowing she had advocated for herself effectively. We are in a unique moment where work is being redefined. If we want to create a more equitable future, we must challenge these outdated myths and reshape how we think about negotiation. #Leadership #Negotiation #CareerGrowth #WomenAtWork #Learning #Confidence https://lnkd.in/eZchz7jN

Leading in uncertain times is a hot topic today in business as we face a compounding set of unknowns: tariffs, inflation, volatility in our financial markets, the ongoing climate crisis, supply chain disruptions, global conflicts, and the advent of AI to name just a few. Whether you are an operator, investor or board member, I wanted to share a few of my approaches to dealing with the reality we are facing, and I would love your thoughts in response: 1. First, for me, is to remain consistent and committed to our company values. At PSP Partners, we express ours as IDEALS--Integrity, Diversity, Excellence, Alignment, Leadership and Service. Your teams want to know that during uncertainty you will make hard decisions that are grounded in your core values. 2. Radical honesty is critical. Bringing your leadership team to a point of embracing the reality of the landscape that your organization is facing is an essential foundation to then figuring out the vulnerabilities. 3. Ensuring that your balance sheet is strong to weather the difficult periods as well as to have the opportunity to play offense is more essential than ever. 4. Regular scenario planning and pressure testing various outcomes is essential to manage and mitigate risk; it is all the more important right now. This is also known as “red teaming” and it’s a critical thing to do. 5. Being curious about your blind spots and institutional biases will help create an environment where you and your team can safely challenge assumptions. 6. Overcommunicating with your management team and to your company as a whole have never been more needed. Remember it takes about 7 times for a message to break through. Don’t be afraid to repeat it over and over. 7. Embracing the idea that challenges also create unique and unexpected opportunities is so important. During uncertainty the best companies create extraordinary opportunity and returns for the long term. 8. A strong, innovative and resilient culture is always foundational and especially essential to navigating the current challenges. The CEO and your leadership team have to set the example.  

The "women don't negotiate" myth is officially dead. New research shows women now ask for raises MORE OFTEN than men (54% vs 44%). The real problem? They get turned down more often and still earn 22% less. Here's the truth most career coaches won't tell you: The salary gap isn't because you don't ask. It's about HOW you ask. In my coaching, I've noticed a pattern: Women approach negotiations as conversations. Men approach them as transactions. The difference is subtle but critical. Here are 5 mindset shifts that transform how women negotiate: 1. Stop "discussing" your worth. Start claiming it. → Instead of: "I was hoping we could discuss compensation..." → Try this: "Based on my research and value to the company, I'm targeting $X." → The psychology: Certainty signals value. 2. Prepare for the "no" in advance. Women get rejected in negotiations more often than men. Have your counter-response ready: "I understand budget constraints. What if we explored a performance-based bonus structure that rewards results?" 3. Drop the "we" language. Women are socialized to build connections. But in negotiations, collaborative language can undermine your position. → Instead of: "How can we make this work for everyone?" → Try this: "This is what I need to deliver exceptional results for the team." 4. Know your walk-away point. It's not just about the money you want. It's about the money you won't accept. A client once told me: "The moment I decided $X was my minimum, my entire negotiation energy changed. I got $5K more than I initially hoped for." 5. Frame your request as solving their problem. Women face less pushback when their asks are tied to company goals. "By compensating at market rate, you'll secure a candidate who can immediately address your Q4 revenue challenges." The strongest negotiation position isn't desperation. It's the authentic confidence to walk away from undervaluation. The right negotiation approach isn't just about getting a yes. It's about being respected for asking. Which of these mindset shifts resonates most with you? 🔁 Save this for your next compensation conversation 📤 Share with a talented woman who knows her worth ➕ Follow for more frameworks that transform career obstacles into advancement

When tensions run high and uncertainty clouds the workplace, how do you deliver critical feedback, hold high standards and support your team? In this week's newsletter, I share a simple but powerful framework inspired by David Yeager’s research. Yeager’s work on motivating young people is useful for managers of people of any age. Because when people feel anxious, uncertain, or vulnerable (as many employees do today), they aren't just reacting to what you say… they're trying to figure out if you believe in them. Traditional ways of giving feedback like fear-based warnings, the infamous "compliment sandwich," or overprotecting employees from hard truths often backfire. People either feel shamed, patronized, or disconnected. Instead, Yeager offers the “Mentor Mindset” where high standards + high support = trust + growth. When people are more reactive than usual, this method is key. The newsletter breaks down a four-step script you can use immediately: How to open conversations with transparency How to validate emotions without minimizing them How to frame challenges as surmountable and meaningful How to explicitly offer support and stay present If you’re managing through turbulence right now, I hope this gives you a practical and compassionate roadmap, and I cannot recommend Yeager’s book 10 to 25: The Science of Motivating Young People more highly. Also useful for parents of teens :) #Leadership #ManagerTips #EmotionalIntelligence #EmployeeExperience #GrowthMindset

Research from the field of social psychology suggests that acknowledging when we have gaps in our knowledge or feel uncertain about a decision can build trust and encourage others to more openly share their perspectives. Acknowledging this comfortably, assertively, and with a curiosity to learn from others can, among other things: - Build trust by demonstrating honesty and humility. - Deepen connection by showing an interest in learning from or discussing something with others. - Project confidence by demonstrating self-awareness, authenticity, and a commitment to continuous learning. So, instead of insisting on having all the answers, invite dialogue. It will improve your problem-solving discussions and build stronger, more authentic relationships.

When I was building culture at TikTok, there were moments when the world around us shifted faster than any strategy deck could keep up with. At first, I tried to tackle it in all the ways I was familiar with—structure, speed, problem-solving. I leaned on logic, frameworks, and a fast-moving mindset. But I quickly learned: uncertainty doesn’t respond to pressure. It asks for something else entirely. I had to unlearn the instinct to control, and start learning how to: 1. Pause before reacting. Sometimes clarity comes not from acting fast, but from listening deeply. 2. Name what’s real. Saying “I don’t know yet” builds more trust than pretending to have all the answers. 3. Ground in values. When the path isn’t clear, anchoring in what you stand for is often the most strategic thing you can do. 4. Create space for others. People don’t need you to have perfect certainty. They need presence, honesty, and belief. In moments of uncertainty—whether leading at scale or navigating one difficult decision—what matters most is not having the answer, but having the courage to lead with openness, ask questions, be curious and open. And the truth is, I’m still learning. I hope I always will :-) More on what I’m learning soon… #Leadership #CompanyCulture #Uncertainty #Coaching #GrowthMindset

The Strength of Vulnerability: Communicating Uncertainties and Mistakes in the Team In a recent coaching session, a coachee asked whether it is acceptable to admit uncertainties or mistakes to the team. This question has been on my mind for several days as it touches on an important aspect of modern leadership and corporate culture: The importance of authenticity and vulnerability. Why should one communicate uncertainties and mistakes? 🤝 Promoting Psychological Safety: Studies, such as those by Amy Edmondson of Harvard Business School, show that psychological safety – the feeling that it is okay to take risks and speak openly – is crucial for team performance. When leaders openly communicate their uncertainties and mistakes, they create an environment where employees also feel safe to express their own concerns and errors. This fosters a culture of learning and innovation. 🤝 Trust and Credibility: Authenticity and transparency are key components in building trust. A study by Kouzes and Posner (2002) found that honesty and integrity are the most important qualities that employees appreciate in their leaders. By admitting their weaknesses and mistakes, leaders show their human side and thus gain the trust of their team. 🤝 Role Modeling: Leaders who admit their uncertainties and mistakes act as role models for their employees. They demonstrate that it is okay to make mistakes and learn from them. This promotes a culture where continuous learning and development are possible. 🤝 Enhancing Collaboration: Admitting uncertainties can also improve teamwork. When leaders reveal their weaknesses, they encourage their employees to contribute their own skills and knowledge to find solutions together. This strengthens team spirit and collective intelligence. My Personal Conclusion: It is not only acceptable to admit uncertainties and mistakes to the team – it is even desirable and fosters a healthy, productive corporate culture. Leaders who show vulnerability strengthen psychological safety, trust, and collaboration within the team. What are your experiences and thoughts on this? Have you ever experienced that a leader’s openness positively influenced the team? #Leadership #Authenticity #PsychologicalSafety #Teamwork #Innovation #Leadership #ErrorCulture #Trust #Coaching

Bias is universal. So instead of worrying if it's there, learn to use it to your advantage. I don’t normally share clips this long from our Exposure Therapy talks, but if you're a woman (or anyone) who deals with bias in negotiation, this is a must-watch. Bestselling author and CEO of the American Negotiation Institute Kwame Christian, Esq., M.A. tells us exactly how to navigate negotiations that can feel emotionally charged and personal. It's hard to rise above the inner chatter, but there *is* a way to effectively make the situation work for you. - Know which biases to mobilize in your favor, and which to circumvent - Change the frame of reference - Use compassionate curiosity - Don't double your disadvantage and create a self-fulfilling prophecy It's easy to get caught up in the subtext and wonder how much of an invisible penalty you're paying for being a woman, or getting in your own head and overcorrecting for other peoples' perceptions. I have done it many times myself. But you can worry about that's right or wrong, or you can focus on winning. Bias is just another tool that you can use strategically. It tells you what levers to pull and what landmines to look out for. In fact, it can tell you a lot of valuable information and give you real opportunities to turn the tables if you stop being afraid of it and learn how to leverage it. I think this is an important clip for anyone navigating the complex waters of professional negotiation or, honestly, simply seeking to communicate more effectively in any circumstance. 

As a woman, I have constantly faced bias against me in the workplace, but I have no complaints. Because this bias has taught me crucial lessons that I can share with the upcoming generation of women entrepreneurs. As women leaders, we often face subtle (and not-so-subtle) gender biases. Here are 5 powerful tools to navigate and overcome these challenges: 1️⃣ Bias interruption technique: Learn to diplomatically call out biases in real-time. Example: "I noticed that John's idea was attributed to Mike. Let's make sure we're acknowledging everyone's contributions." 2️⃣ Promote yourself strategically: Document your achievements meticulously. Create a monthly "impact report" to share with your superiors, highlighting your contributions and their results. 3️⃣ Allyship amplification: Cultivate male allies who can amplify your voice in meetings. Coordinate beforehand to ensure your ideas are heard and credited. 4️⃣Reframe your negotiation: When negotiating, focus on collective benefits rather than personal gains. This approach often circumvents negative stereotypes about assertive women. Navigating bias isn't just about individual actions. It's about creating systemic change. P.S. Which of these tools will you implement first?