Author: Jonathan W. Pritchard

Keep deal pressure from changing terms by agreeing on boundaries and escalation before the difficult conversation.

Prepare a major negotiation through verified alternatives, clear authority, and trades that each party can understand.

Set a walk-away point by comparing the complete proposed agreement with a verified alternative and the company’s operating constraints.

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 ...

When executives clash in a meeting, pause personal accusations and restate the business decision that needs attention. Give each person a bounded opportuni...

Address favoritism by comparing access, opportunities, and exceptions with the criteria you say govern them. Examine your own decisions as closely as other...

Give a senior executive feedback by describing an observed behavior, explaining its work consequence, and stating the change you expect. Invite correction ...

Restart cooperation after an unresolved executive conflict by agreeing on the work that must happen next. Acknowledge the unfinished issue without forcing ...

Check apparent leadership alignment against the decisions people make after the meeting. Ask executives to state material objections and describe what they...

Audit the consequences of earlier warnings before asking employees to be more candid.