Negotiating in a Crisis Situation

When was the last time you had to deliver bad news? Or worse yet, was there a time when you received some bad news and failed to share it? Bad news can bring out odd and awkward behaviors in all of us. As leaders, it's best to address it in as straightforward a manner as possible. Here's my take on it. Communicating bad news can, at times, be a challenge for any leader. However, with careful analysis, planning, and a compassionate approach, most can learn to manage these situations when they arise effectively. When bad news hits, start with preparation and planning. Take the necessary time to fully think through and understand the situation (don't overthink it!), gather all relevant information, and list potential questions you or others may have. Once you're prepared, being expedient and transparent is important when communicating bad news. The higher the level of potential volatility, the more you must provide clear and concise information, avoiding jargon and complicated language. As shared earlier, deliver the news as straightforward as possible. Being transparent builds trust and encourages open and responsive communication in return. No matter who is involved, your manager, team, or organization. Always show empathy throughout the process. Acknowledge the impact of the news and express genuine concern for how it may affect people. Be an active listener, allowing those involved to express their feelings and concerns. Never judge or condemn prior to having all the facts. After delivering the news, provide reassurance and resources to help your people cope. Collaborate with those affected to find solutions and build a path forward. And don't leave people hanging after delivering bad news. Schedule follow-up meetings, touch base with them often, or provide written communication to address any unanswered questions or concerns. Regular updates and ongoing support demonstrate your commitment to their well-being and to rectifying the negative situations the news reveals or creates. Communicating bad news will always be difficult, but when approached with the right mindset and strategy, it can be navigated with grace and compassion. Remember to: 1) prepare and plan, 2) be expedient and transparent, 3) show empathy and offer support, and 4) maintain open lines of communication. As a leader, your role extends beyond delivering bad news—you must own the process that happens after the facts come out. By providing guidance, building trust, and inspiring others to work with you on reconciliation and doing the right things, you can handle any adversity together. This might be the best news concerning bad news that we have. #ceos #leadership #badnews #execution You'll never find bad news when subscribing to my "Quick Byte" of leadership wisdom. Find it here: https://lnkd.in/gXpc_pyu

One of the toughest tests of your leadership isn't how you handle success. It's how you navigate disagreement. I noticed this in the SEAL Teams and in my work with executives: Those who master difficult conversations outperform their peers not just in team satisfaction, but in decision quality and innovation. The problem? Most of us enter difficult conversations with our nervous system already in a threat state. Our brain literally can't access its best thinking when flooded with stress hormones. Through years of working with high-performing teams, I've developed what I call The Mindful Disagreement Framework. Here's how it works: 1. Pause Before Engaging (10 seconds) When triggered by disagreement, take a deliberate breath. This small reset activates your prefrontal cortex instead of your reactive limbic system. Your brain physically needs this transition to think clearly. 2. Set Psychological Safety (30 seconds) Start with: "I appreciate your perspective and want to understand it better. I also have some different thoughts to share." This simple opener signals respect while creating space for different viewpoints. 3. Lead with Curiosity, Not Certainty (2 minutes) Ask at least three questions before stating your position. This practice significantly increases the quality of solutions because it broadens your understanding before narrowing toward decisions. 4. Name the Shared Purpose (1 minute) "We both want [shared goal]. We're just seeing different paths to get there." This reminds everyone you're on the same team, even with different perspectives. 5. Separate Impact from Intent (30 seconds) "When X happened, I felt Y, because Z. I know that wasn't your intention." This formula transforms accusations into observations. Last month, I used this exact framework in a disagreement. The conversation that could have damaged our relationship instead strengthened it. Not because we ended up agreeing, but because we disagreed respectfully. (It may or may not have been with my kid!) The most valuable disagreements often feel uncomfortable. The goal isn't comfort. It's growth. What difficult conversation are you avoiding right now? Try this framework tomorrow and watch what happens to your leadership influence. ___ Follow me, Jon Macaskill for more leadership focused content. And feel free to repost if someone in your life needs to hear this. 📩 Subscribe to my newsletter here → https://lnkd.in/g9ZFxDJG You'll get FREE access to my 21-Day Mindfulness & Meditation Course packed with real, actionable strategies to lead with clarity, resilience, and purpose.

I’ve become an expert at sharing bad news and it has been a cornerstone of my success. Here’s my formula: - Soften the blow. You should be sharing the details of any situation along the way. That way, when bad news happens, it isn’t a surprise. - Share the news first. When you’re sharing the news, tell the truth fast. Rip the bandaid off because otherwise, people will sense that there’s a “but” coming at the end of your sentence. - Provide context. It is very rare for bad news to be as bad as you think. People miss deadlines. Deals don’t always close. Explain what happened and why so that people can empathize with the miss even if they are still frustrated by it. Create the narrative for them or they’ll create their own. - Have a plan. What’s next? Will missing this deal prevent you from hitting this quarter’s numbers? OK, fine. Then tell me what we’re going to do to rebound and how we’re going to learn from this. Get people thinking about the future so they don’t dwell on the past. Candor is one of your best friends in the workplace. Sharing bad news strengthens the good news you do end up sharing when it comes. More professionals should get comfortable with being honest, whether good, bad or ugly.

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 have budget for $199,000," the procurement manager spat at me. I had a $325,000 deal forecasted, and we had 7 days left to close it. That was June, 2020. End of quarter. Egg about to be smeared all over my face. I paced around my house while my family swam at the pool. Cursing under my breath. Back then, I knew every negotiation tactic in the book. But that was the problem: My negotiation "strategy" was actually what I now call "random acts of tactics." A question here. A label there. Throw in a 'give to get.' There was no system. No process. Just grasping. Since then, I now follow a step by step process for every negotiation. Here's the first 4: 1. Summarize and Pass the Torch. Key negotiation mistake. Letting your buyer negotiate with nothing but price on their mind. Instead: Start the negotiation with this: “As we get started, I thought I’d spend the first few minutes summarizing the key elements of our partnership so we’re all on the same page. Fair?” Then spend the next 3-4 min summarizing: - the customer's problem - your (unique) solution - the proposal That cements the business value. Reminds your counterpart what's at stake. They might not admit it: But it's now twice as hard for them to be price sensitive. After summarizing, pass the torch: "How do you think we land this plane from here?" Asking questions puts you in control. Now the onus is on them. But you know what they're going to say next. 2. Get ALL Their Asks On the Table Do this before RESPONDING to any "ask" individually. When you 'summarize and pass the torch,' usually they're going to make an ask. "Discount 20% more and we land this plane!" Some asks, you might want to agree to immediately. Don't. Get EVERY one of their asks on the table: You need to see the forest for the trees. “Let’s say we [found a way to resolve that]. In addition to that, what else is still standing in our way of moving forward?” Repeat until their answer is: "Nothing. We'd sign." Then confirm: “So if we found a way to [agree on X, Y, Z], there is nothing else stopping us from moving forward together?" 3. Stack Rank They probably just threw 3-4 asks at you. Now say: "How would you stack rank these from most important to least important?” Force them to prioritize. Now for the killer: 4. Uncover the Underlying Need(s) Ignore what they're asking for. Uncover WHY they're asking for it. If you don't, you can't NEGOTIATE. You can only BARTER. You might be able to address the UNDERLYING need in a different, better way than what they're asking for. After summarizing all of their 'requests,' say this: “What’s going on in your world that’s driving you to need that?” Do that for each one. Problem-solve from there. P.S. These 7 sales skills will help you add an extra $53K to your income in the next 6 months (or less) without working more hours, more stress, or outdated “high-pressure” tactics. Go here: https://lnkd.in/ggYuTdtf

Most of our interactions—especially the difficult ones—are negotiations in disguise. In their book Beyond Reason, Roger Fisher and Daniel Shapiro highlight how success in these conversations often comes down to addressing core concerns—deep, often unspoken emotional needs that shape how people engage. These concerns are: Appreciation, Affiliation, Autonomy, Status, and Role. Ignore them, and you’ll likely face resistance, disengagement, or frustration. Acknowledge and address them, and you create the conditions for stronger relationships, better problem-solving, and more win-win outcomes. I’ve learned this the hard way. Appreciation A senior leader I worked with was frustrated by pushback from his team. The problem? He was so focused on driving results that he rarely acknowledged their efforts. Once he started genuinely listening and recognizing their contributions, engagement skyrocketed. The team felt heard, and collaboration improved instantly. Affiliation A new CEO walked into a fractured leadership team—siloed, political, and mistrusting. Instead of pushing quick solutions, she focused on rebuilding connections, creating shared experiences, and reinforcing that they were one team. The shift in culture transformed their ability to work together. Autonomy A department head was drowning in tactical decisions because his team constantly sought approval. By clearly defining goals, setting guardrails, and empowering them to make decisions, he freed up his time and saw his team step up with more confidence and accountability. Status A high-potential leader felt overlooked and disengaged. His boss didn’t give him a raise or a new title but started including him in key strategic meetings. That simple shift in visibility changed everything—he became more invested, more proactive, and took on bigger challenges. Role A VP was struggling, not because of a lack of skill, but because she was in the wrong seat. When her boss recognized this and shifted her to a role better suited to her strengths, she thrived. Sometimes, people don’t need a promotion—they need the right role. Before a tough conversation or leadership decision, check in: - Am I recognizing their efforts? - Making them feel included? - Giving them autonomy? - Acknowledging their status? - Ensuring their role fits? Addressing core concerns isn’t about being nice—it’s about unlocking the best in people. When we do, we create better conversations, stronger teams, and real momentum. #Conversations #Negotiations #CoreConcerns #Interactions #HumanBehavior #Learning #Leadership #Disagreements

"We will pay you $75K this year and $110K next year.” I’ve helped candidates negotiate six-figure salaries, remote flexibility, and better perks. Even when employers initially resisted. Well... negotiations often hit a standstill when both sides are holding firm. The employer won’t budge, and the employee doesn’t want to compromise. So how do you move forward without losing what matters most? 1️⃣ Understand their WHY. Your employer isn’t just being difficult. They have reasons, maybe budget constraints, company culture, and managerial oversight. If they insist on in-office work, maybe they’re worried about productivity. If they push back on salary, maybe they’re balancing multiple hires. 2️⃣ Reframe the discussion. Instead of saying, "I can only do remote", say "I’ll provide daily Loom updates to showcase my work and keep communication transparent." This way, they don’t feel like they’re losing control. They’re gaining certainty. 3️⃣ Propose a step-up structure. If they claim they can’t meet your salary, introduce a phased increase: "What if we start at $75K now, with a structured raise to $110K next year based on performance?" Now, you’re giving them flexibility while ensuring you get the pay you deserve. 4️⃣ Negotiate beyond salary. If they won’t budge on pay, shift the focus. More vacation? Training budget? Performance-based bonuses? There are multiple levers to pull. The goal isn’t to win. It’s to walk away happy. No one gets 100% of what they want, But the best negotiators ensure both sides leave with a deal that feels fair. If your negotiation is stuck, shift from demands to solutions. That’s how you break the deadlock.

Leading Through Uncertainty: A Client’s Playbook for Staying Valuable When a Company is for Sale One of my executive clients recently found himself in a high-stakes situation: his company had publicly announced it was for sale. The uncertainty was immediate. Would leadership change? Would the buyer see his role as essential? Would his job even exist post-acquisition? Instead of panicking or passively waiting for answers, we developed a strategy to ensure he remained indispensable—no matter what happened next. Here’s the five-step playbook we created: 1. Be the Steady Hand in Uncertainty M&A shake-ups trigger fear, and teams look to leadership for reassurance. My client made it his mission to be the voice of reason. He focused on business as usual, keeping his team engaged and morale steady. ✔ He avoided getting caught up in speculation or gossip. ✔ He reassured his team while staying honest about what was known and unknown. ✔ He remained visible—continuing to lead with confidence while others pulled back. 2. Double Down on Business-Critical Contributions Buyers evaluate companies beyond the balance sheet. They want strong leadership that can sustain growth. We identified his highest-value contributions and amplified them. ✔ He prioritized projects that directly impacted revenue and operational efficiency. ✔ He documented successes and positioned himself as a driver of results, not just a participant. ✔ He ensured key stakeholders saw his contributions—visibility was non-negotiable. 3. Strengthen Key Relationships Relationships often determine who stays and who goes in a sale. We worked on deepening his connections internally and externally. ✔ He strengthened ties with board members and decision-makers. ✔ He reinforced his relationships with top clients—proving his value beyond the org chart. ✔ He stayed engaged, ensuring he was seen as a connector in the company. 4. Embrace Change, Not Resist It Executives who thrive in an acquisition show adaptability. Instead of fearing change, we positioned him as someone who could help lead it. ✔ He signaled his openness to new strategies and structures. ✔ He proactively identified ways he could add value post-sale. ✔ He framed himself as part of the solution—not as someone clinging to the past. 5. Have a Smart Plan B (Without Checking Out of Plan A) While he remained fully committed to the business, we also prepped for all possible outcomes. ✔ He quietly refreshed his network, ensuring he had options. ✔ He sharpened his executive brand, digital assets and unique value proposition. ✔ He stayed engaged—but positioned himself to win, whether he stayed or moved on. If your company is on the market, don’t just wait to see what happens. Take control of your value. If you’re navigating a corporate sale and want to ensure you stay relevant (or land in a better position), let’s connect.

How do you prevent mayhem when crises occur that affect you and your team? Bridges collapse. Criminals mow down innocent victims. CEOs have heart attacks. Contagious diseases spread. Layoffs happen. Such crises create havoc as misinformation and fear run rampant through an organization or team. So what’s your part in calming the hysteria among your team? Communication. Communication that’s current, consistent, and complete. When I’ve consulted on handling crisis communication previously, I often get this question from bosses: “But how can I tell people what’s going on when we haven’t yet investigated and don’t have the facts?” That’s never an excuse for delayed communication. Be mindful that when people don’t have the facts, they tend to make them up. In a communication void, people pass on what they think, fear, or imagine. Noise. Keep these communication tips in mind to be part of the solution, not the noise: ▶ Tell what you know as soon as you know it. ▶ State what information you don’t have and tell people what you’re investigating. ▶ Stifle the urge to comment on/add to rumors, fears, guesses. ▶ Communicate concern specifically to those directly affected. ▶ Offer tangible support when you can (time, money, acts of kindness). ▶ Communicate kudos to those working behind the scenes. Accurate, speedy communication creates relationships and cultures that build trust and encourage loyalty. Have you been affected by a crisis? Was it handled well or poorly? Outlandish rumors that circulated? #CrisisCommunication #LeadershipCommunication #BusinessCommunication #ProfessionalCommunication #DiannaBooher #BooherResearch

To my fellow sales reps…. At what point are we supposed to walk away from a deal? And no, I’m not talking about walking away from a deal that the buyer has ghosted you for a month. I’m talking about the deal that is seemingly healthy. Motivation internally, constant comms, but you just can’t get to the next step. I’m talking about the deal where the buyer asks for things that are unreasonable. Crazy discounts etc. When do you walk? How do you walk from someone that MIGHT buy from you? Here’s what I’ve been learning and thinking about: 1. If the buyer is refusing to involve people of power, and it is KNOWLINGLY causing the deal not to close, you need to walk. 2. If the buyer is not giving you things in return to show their commitment (redlines, looping in other folks, speaking about your deal at team meetings), and you’re not making progress, time to walk. 3. Your buyer and you agree on a cost, then they ask for something a bit outrageous, you can walk away. 4. Buyer is responsive but refuses to meet with you via zoom, walk away. 5. Buyer reschedules more than 1 or 2 times later in the deal, time to walk, or at least ensure this is still a priority. Look, these aren’t the EXACT science, so before anyone generalizes these comments, know that each circumstance is different. This is just a guide to question your deal and potentially walk away during these moments. You need to have more pipeline to back this up. You can’t sell scarce. You need to sell in abundance. Have confidence and it will show.