How to restart cooperation after a conflict never got resolved
Restart cooperation after an unresolved executive conflict by agreeing on the work that must happen next. Acknowledge the unfinished issue without forcing ...
The journal
Articles
Essays on judgment, influence, and what happens when the stakes get personal.
How to give a senior executive feedback they can use
Give a senior executive feedback by describing an observed behavior, explaining its work consequence, and stating the change you expect. Invite correction ...
How to address favoritism before it defines the culture
Address favoritism by comparing access, opportunities, and exceptions with the criteria you say govern them. Examine your own decisions as closely as other...
How to handle executive conflict in the room where it happens
When executives clash in a meeting, pause personal accusations and restate the business decision that needs attention. Give each person a bounded opportuni...
When should a CEO mediate conflict or ask for outside help?
Use CEO facilitation for a bounded work disagreement when you can act fairly and the issue falls within your role. Seek qualified independent support when ...
How to set a walk-away point before deal pressure rises
Set a walk-away point by comparing the complete proposed agreement with a verified alternative and the company’s operating constraints.
How CEOs can negotiate value without relying on pressure
Prepare a major negotiation through verified alternatives, clear authority, and trades that each party can understand.
How to keep deal anxiety from changing your negotiation terms
Keep deal pressure from changing terms by agreeing on boundaries and escalation before the difficult conversation.
When should a difficult negotiation move out of email?
Move a difficult negotiation out of email when the unresolved issue needs clarification that the current exchange is not producing.