Identifying Interests in Negotiation

You can be laid off anytime. That’s the reality of the world we work in today. And yet most professionals don’t think about it until it happens. I’ve been there. One day you’re working late on a project, feeling secure in your role. The next morning, you’re in a 15-minute Zoom call being told your position is eliminated. No warning. No safety net. That’s why I always say: never let your entire career rest on one company’s decision. Always have a Plan B. Here’s what that looks like in practice: → Keep your LinkedIn profile updated. Don’t wait until you’re job searching to polish it. → Grow your network consistently. Talk to people, comment, post. The best jobs or business opportunities often come from relationships, not job boards. → Track your wins. Write down the metrics, projects, and results you’re proud of. This becomes your resume fuel. → Develop skills or income streams outside your 9-5. A side hustle, a certification, content creation — something that no layoff can take away. → Stay interview-ready. Prepare your story in advance and maintain regular practice to avoid mistakes when opportunities become available. A layoff can remove your job title but it will never deprive you of your abilities or your capacity to transform into a new version of yourself. You should develop your backup plan before any situation forces you to use it. Your future self will thank you for this decision. Have you ever been laid off?

This kid brilliantly demonstrates the power of negotiation. 😅 Negotiation is not just about convincing the other party to see things your way but about finding a balance where both sides feel satisfied. Successful negotiation is less about what you say and more about how you say it. It’s not about defeating the other side but crafting a win-win solution that benefits everyone involved. Finding Mutual Ground At the heart of effective negotiation is finding mutual ground—identifying and understanding the needs and interests of both parties. It’s about empathy and the willingness to see the situation from the other person’s perspective. Asking open-ended questions and actively listening to responses helps gather valuable information and demonstrates respect and a willingness to collaborate. The Power of Delivery: How you present your ideas in a negotiation can be more important than the content of your arguments. Effective communication includes maintaining a calm and respectful demeanor, using positive body language, and choosing words carefully. Staying focused on the issue at hand rather than letting emotions or biases cloud your judgment creates an environment where constructive dialogue can flourish. Crafting a Win-Win Solution: Negotiation should not be viewed as a zero-sum game. The goal is to find a win-win solution that addresses the interests of both sides. This requires creativity, flexibility, and a willingness to explore various options. Compromises should be seen as necessary adjustments to achieve a mutually satisfactory outcome, creating value and meeting the needs of both sides. Focus on building positive relationships for better future negotiations. "Negotiation is not about defeating the other side but about finding a win-win solution for all." By focusing on mutual ground, communicating effectively, and striving for win-win solutions, negotiators can achieve outcomes where both sides walk away satisfied. Remember, successful negotiation is about finding a path that benefits everyone involved. Feel free to share your thoughts🤔💭

Capital Constraints: The Quiet Force Behind Strategic Trade-Offs Capital is one of the most tightly regulated aspects of banking—and one of the most misunderstood. While most institutions know their CET1 ratios and monitor RWAs carefully, capital constraints often influence decisions in ways that are subtle, indirect, and not immediately visible in commercial discussions. Capital is not just a compliance issue. It is a finite resource. And how that resource is allocated shapes the bank’s risk appetite, pricing strategy, growth priorities, and overall profitability. Understanding this constraint—and managing it strategically—is far more advantageous than simply aiming to “stay above the buffer.” Here are three ways capital constraints shape outcomes across the balance sheet: 1. Not all capital consumption is obvious Some products consume capital invisibly. For example, undrawn credit lines attract capital due to potential future exposure. So do operational risk activities, such as certain payment services. Without a clear framework, business lines may grow portfolios that appear profitable but quietly reduce headroom. A realistic view of capital consumption, including through off-balance-sheet exposures, is vital to avoid hidden constraints. 2. Risk-weighted assets (RWAs) do not always align with economic risk Regulatory capital models use standardised or internal weightings, but these often diverge from actual economic risk. A low-risk, high-quality mortgage portfolio may carry a higher capital charge than a corporate exposure with less predictable cash flows. Strategic capital management requires more than just minimising RWAs—it involves optimising the mix of assets to align regulatory requirements with real risk and return. 3. Capital allocation must be linked to pricing and performance If capital is treated as “free,” business lines will pursue growth that undermines long-term value. Capital costs should be embedded in FTP and pricing frameworks, ensuring that products reflect their true contribution to return on capital. This also supports more accurate performance evaluation, helping leadership prioritise growth in business areas that create sustainable value—not just headline income. What does effective capital management look like? It involves realistic stress testing, to ensure capital buffers are sufficient not only under baseline conditions but also under market stress. It requires dynamic monitoring, so that shifts in credit mix, market conditions, or regulatory rules can be addressed early. And it demands alignment between capital planning and commercial strategy—so that growth ambitions do not outpace available resources. Treasury, finance, and risk teams should work closely together to manage the capital constraint holistically, with clear communication to business units and senior management. Capital is not just a number—it is a strategic lever. When used well, it enables the bank to grow sustainably.

"It’s never just about the facts!" – How can we recognize when political games are at play in the workplace? Political games are present in every organizational structure. Often, discussions may appear to be conducted objectively, but in reality, personal interests, power, and ego play a bigger role. But how do we recognize that it’s not just about the issue? Signs of political games: 1️⃣ Hidden agendas: A clear sign that it’s not just about the issue is when participants do not openly communicate their true motives. Often, superficial goals are cited, while personal advantages or power plays are the real driving force. 2️⃣ Emotional overreactions: When discussions or decisions trigger disproportionate emotional reactions, it suggests that something deeper is at play. The issue is often used as a pretext to mask other conflicts or personal interests (Pfeffer, 1981). 3️⃣ Information control: In political games, information is often deliberately manipulated. When information is withheld or only selectively shared, it is a clear indication that the issue is taking a back seat. 4️⃣ Old alliances and hidden agreements: When certain decisions are consistently supported by the same actors, regardless of the content, it may indicate the presence of existing political networks (Ferris & Kacmar, 1992). 5️⃣ Unclear decision-making processes: Another indication is a lack of transparency in decision-making processes. If decisions are made “behind closed doors” and then suddenly implemented without involving those affected, it often points to power plays. Why does this happen? Political behavior in organizations is often an expression of power, recognition, personal interests, and ego. Studies show that organizations where uncertainty prevails or resources are scarce are more susceptible to political games. In such environments, employees use power to position themselves or advance their interests (Pfeffer, 1992). How to deal with it? As a leader, it is crucial to recognize the political structures in the organization and handle them consciously. An open communication culture, clear decision-making processes, and transparency help minimize political games. It is essential to identify and address conflicts early before they negatively affect the organization. What are your experiences with political games in the workplace? Simone Schwering Line Stigen Raquet Aruna Subramanian PhD MBA Thomas Conrady Cawa Younosi #CorporatePolitics #CareerStrategy #PowerPlays #LeadershipSkills #WorkplaceDynamics

The designer disappeared mid-project. Here’s the 1 clause that saved the deal. It looked like a dream deal. • One SaaS client. • One product agency. • One freelance designer on UI. Three parties. Everyone aligned. Everything moving forward. The agency came to us for the contract. They just wanted something “simple.” Scope, timeline, payments - done. But simple contracts don’t survive complex projects. So we asked the real questions. • What if the client delays feedback? • What if the designer goes missing mid-project? • What if the agency needs to push deadlines? They’re the parts that blow up a deal if they’re not written down. So we built the contract around the "what ifs." Not just the plan, but the back-up plan. • Clear responsibilities. • Fallback options. • Defined resolution timelines. And sure enough - a few weeks in, the designer dropped out. But instead of chaos, everyone opened the contract. Turned to page 5. Followed the steps. • No finger-pointing. • No legal panic. • No awkward emails. And if you want to do the same, then I recommend focusing on: 1) Contingency Clauses: What if feedback is late? Add a clause that pauses the timeline until it’s received.  2) Risks by People: If a designer or developer drops out, have a backup plan - like a replacement within 15 days.  3) Scope Creep If the client asks for extra features, ensure there’s a process for approving changes and costs.  4) Clear Termination Terms Can you exit if the project isn’t working? Include notice periods and payment for work done.  5) Dispute Resolution If things go south, arbitration under Indian law can resolve issues faster than courts. Ultimately, that’s what good contracts do. They don’t just record what you hope happens. They prepare you for what probably will. If you’re drafting contracts based on assumptions, you’re building your business on luck. And luck’s not a strategy. Plan for the messy parts. That’s what keeps the project - and the partnership - alive. --- ✍ Question: What’s the biggest project surprise you wish your contract had covered?

Procurement isn’t just about cutting costs. The real game is value creation, and that’s why I like the Procurement Value Stick so much. This idea, inspired by Felix Oberholzer-Gee’s Value Stick, helps procurement teams maximise supplier relationships, optimise costs, and drive innovation. Here’s how I think about it: 🔹 Willingness-to-Pay (WTP) for Suppliers This is the maximum price procurement is willing to pay. Paying more isn’t always bad—sometimes, investing in a supplier brings: -Better service and reliability -Innovation and R&D investment -Lower long-term risk 🔹 Willingness-to-Sell (WTS) for Suppliers This is the minimum price a supplier is willing to accept. Procurement can lower this without damaging relationships by: -Improving contract terms (e.g., faster payments) -Reducing supplier costs (e.g., process efficiencies) -Offering long-term commitments 🔹 Procurement’s Role: Expanding the Value Gap The goal is to increase WTP (for strategic value) while decreasing WTS (for cost efficiency), without squeezing suppliers unfairly. This creates: ✅ More supplier-driven innovation ✅ Stronger, more sustainable partnerships ✅ Lower costs without compromising quality I’ve seen first-hand how the best procurement teams don’t just “negotiate harder.” They create win-win situations that benefit both the company and its suppliers. What do you think?

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.

Most treat negotiation like a price brawl. Big mistake. I've seen deals explode, not over money, but over a tiny clause a VP obsessed over. My first thought: Why? Then it hit me: That stubborn focus was a cover for a deeper, unstated fear. The VP wasn't fighting the clause. They were fighting internal politics, turf wars, a future system migration. The clause simply triggered it. The negotiation trap isn't ignoring hidden interests. It's failing to diagnose the friction that screams what's really at stake. Here's how to read the silent signals, and your direct move for each: Disproportionate Resistance: Digging in hard on a tiny point? It's never about that point. It's a ghost of a bigger, unsaid fear. Your Solution: Stop debating the detail. Directly offer: "What future problem does this minor detail create for your specific team that we're missing? Let's fix that." The Loop: Stuck in a circular argument despite clear logic? They're avoiding a vulnerability. Your Solution: Break the loop. Point it out: "It feels like we're circling. What specific outcome are you genuinely afraid of losing, even if it seems irrational? Let's address that fear." Sudden Silence/Vague Answers: Deflecting after a question? You just hit a sensitive, unready-to-be-exposed truth. Your Solution: Don't push. Acknowledge and create space: "Seems like this hit on something critical. We'll protect your interests. What specific support do you need from us to get comfortable with this?" Start reading the human friction, then directly solve that problem. That's how you build deals that actually stick. #KamalKiSoch #Howtonegotiateeffectively #negotiationtactics #SelfLeadership #NegotiationSkills #DecisionMaking #MindsetMatters #Asktherightquestions #PersonalGrowth #LifeSkills #LinkedInWisdom #InnerWork #Productivity #WorkLifeAlignment Assetian Kamal Matta Parul Verma Alka Jain Sumit Sanyal

𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗛𝗶𝗱𝗱𝗲𝗻 𝗔𝗴𝗲𝗻𝗱𝗮𝘀 In the high-pressure world of consulting, where every interaction holds the potential for revelation or deception, one learns to trust their instincts. Yet, even the most seasoned consultants can find themselves blindsided by hidden agendas. Picture this: I'm knee-deep in a supply chain overhaul project, navigating through mountains of data and client meetings. Everything seems on track until subtle inconsistencies begin to surface. The data presented feels curated, the responses rehearsed. It's as if I'm dancing to a tune I can't quite hear. It's during one such internal meeting that the puzzle starts to unravel. Our Partner, with a sixth sense honed over years of experience, senses the discord. In his probing, a startling revelation emerges – the client executive has been playing a game of smoke and mirrors. Faced with this revelation, I receive invaluable guidance from our Partner. Here are the razor-sharp insights he shares: 1. Dispassionate Analysis: Look beyond the surface. Emotions can cloud judgment, so approach data and interactions with a clear mind. Question everything and don't shy away from uncomfortable truths. 2. Decode the Subtext: Reading between the lines is key. Pay attention to non-verbal cues, subtle shifts in tone, and what remains unsaid. Often, the true intentions lie in the nuances. 3. Sanity Check the Data: Data is the backbone of our analysis, but it's not infallible. Verify its integrity, cross-reference sources, and challenge anomalies. Data never lies, but it can be manipulated. 4. Forge Authentic Connections: Rapport building isn't just a nicety; it's a necessity. Invest time in understanding your client's motivations, concerns, and aspirations. Genuine connections foster transparency and trust. 5. Stay Agile: In the face of shifting agendas, agility is your greatest asset. Be prepared to pivot strategies, reassess assumptions, and recalibrate approaches as needed. Flexibility breeds resilience. 6. Maintain Integrity: Above all, hold fast to your principles. In the murky waters of hidden agendas, integrity is your guiding light. Stay true to your values, even when faced with temptation or pressure. Armed with these insights, I approach each client interaction with newfound clarity and purpose. While the road ahead may be fraught with challenges, I'm equipped with the tools and mindset to navigate them successfully. In the end, it's not just about uncovering hidden agendas; it's about leveraging these experiences to become a better, more astute consultant. As I continue on this journey, I'm reminded that every setback is an opportunity for growth – and with the right mindset, there's no limit to what we can achieve. #beingconsultant #diaryofaconsultant #managementconsulting #consultinglife #continuouslearning

Perfect decisions don’t Exist – Build a Margin of Safety Back when I was still early in a leadership role, I pitched a new operations tool to our team. I was so sure it would be a win. The vendor sold it hard. Everything lined up.   Two months later, I was in a room trying to explain why the rollout stalled—because it didn’t talk perfectly to our internal CRM system. An important integration detail that I had missed out on. A lot of executives fall into the same trap. We assume things will go exactly as planned. But here’s what actually helps: Build in a sufficient margin of safety. If your project plan says it’ll save 40% in costs, be conservative and assume a lower number. That buffer is your backup plan. It is the reason we buy health insurance. In good healthy years, we may not need it. But you never know when you might. Because something could go wrong. The reasons are many: Surprise delays. Vendor issues. Unread fine print. A cushion absorbs it. And it saves you from being the person who over-promises and under-delivers. Your past data is a good estimate for the buffer. For major project decisions, you can use techniques like Monte Carlo simulation. Today you can use AI models based on data from your past projects. Here’s a small move for tomorrow: Take a look at past data. Look at your next big decision. Add more time. Or cut your expectations. Build a buffer into the budget. Suddenly, you're not playing catch-up. You're hitting goals without the scramble. That extra room you build in? That’s the win that shows up later.