Leadership In Negotiation

One of the biggest transitions in any career is going from manager to leader. It sounds simple—but it’s a powerful shift, and it doesn’t happen overnight. When you’re managing, your focus is execution: making sure the work gets done, hitting deadlines, solving the immediate problems. But leading? Leadership is about vision. It’s about stepping back to see the big picture—and helping others see it, too. Here are a few shifts I’ve seen (and lived) over the years: ✔️ From taskmaster to culture shaper: Leaders connect the work to something bigger. They help people understand why their work matters—and how it ladders up to a shared mission. It’s not just about getting things done. It’s about creating an environment where people feel energized and encouraged. Where they can grow, feel heard, and want to show up and contribute. Culture doesn’t just happen—it’s shaped every day by what leaders choose to emphasize and how they show up. ✔️ From solving problems to asking better questions. You don’t need to have all the answers. In fact, you shouldn’t. Leaders create space for new ideas and unexpected solutions. That means asking better questions, being curious, and letting new information shift your thinking. When you lead with curiosity instead of certainty, you get better outcomes—and better relationships. ✔️ From managing outcomes to investing in people. The best leaders I know care about performance—and they care just as much about potential. They give people opportunities to build on their strengths. They invest in development. They make space for mistakes, because they know that’s how learning happens. Leadership isn’t about perfection—it’s about helping others grow into their own leadership, too. So if you’re in the middle of this shift, here’s what I’ll say: trust the process. Let go of control. Listen more than you speak. Support more than you direct. Because at the end of the day, people don’t follow job titles—they follow clarity, trust, and purpose. Anyone who has made this transition, what are other shifts and advice you would give?

The skills that make someone an exceptional individual contributor often become limitations in senior leadership. Consider Sarah (composite of many real examples): - Crushes every metric - Works longest hours - Knows every answer - Solves every problem personally - Team depends on her for everything Passed over for VP multiple times. Here's the pattern I've observed: High Performers Often: - Execute personally - Protect their expertise - Measure effort - Create dependency - Focus on tasks High Leaders Typically: - Execute through others - Share knowledge freely - Measure outcomes - Create capability - Focus on people The coaching insight we shared that changed everything for Sarah's trajectory: "What if you stopped being the best player and started being the coach?" Her shift over 6 months: - Delegated strategically - Developed team capabilities - Led cross-functional initiatives - Focused on multiplying impact The result: Finally promoted to VP. This is much easier said, than done. While the specific actions are easy. Internal beliefs, patterns, habits, routine and skills are much harder to change. A step-by-step approach with proactive coaching every step of the way, Made this change possible. The uncomfortable truth I share with clients: If you're the hardest worker on your team, you might not be ready for executive leadership. Leaders create capacity. They don't just consume it. What's your experience with this transition? #Leadership #ExecutiveDevelopment #ManagementInsights #CareerGrowth

Leadership during times of change At the beginning of 2026, we launched our new Global Cloud Operations organization, designed to deliver exceptional end-to-end operational experience and seamless technical adoption to maximize value for every customer on their cloud journey. The decision was strategic and necessary, and we’re already seeing the benefits from this new setup take shape as our organization continues to enter new phases of its evolution. But no matter how strategic or beneficial, change always needs to be proactively navigated, not passively ushered in. Real, lasting change requires intentional leadership to unlock its full potential. I’ve gathered 5 major takeaways from guiding our talented teams through this evolution: 1️⃣ Lead with transparency: Share the "why" before the "what" and ensure people are always up to date. 2️⃣ Create psychological safety: Encourage everyone to voice concerns, ask questions, and be involved in the changes. 3️⃣ Celebrate small wins: The smallest achievements create momentum to build confidence during transitions. 4️⃣ Listen more than you speak: Your team has insights that you need. 5️⃣ Stay curious, not controlling: Having a solid plan is necessary, but adapting your approach as you all learn together is key. What's your go-to strategy for maximizing team potential during strategic transitions? Share your insights below! #ChangeManagement #Leadership #Change

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

𝐓𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧 𝐝𝐨𝐞𝐬𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐚𝐟𝐟𝐞𝐜𝐭 𝐢𝐧𝐝𝐢𝐯𝐢𝐝𝐮𝐚𝐥𝐬. 𝐈𝐭 𝐪𝐮𝐢𝐞𝐭𝐥𝐲 𝐫𝐞𝐬𝐡𝐚𝐩𝐞𝐬 𝐭𝐞𝐚𝐦 𝐝𝐲𝐧𝐚𝐦𝐢𝐜𝐬. When an organisation goes through transition - a leadership change, restructuring, strategy shift - the impact isn’t limited to roles or org charts. Team dynamics change first. What I often observe is not open resistance, but subtle shifts: – Decision-making slows – Ownership becomes blurred – Informal leaders go quiet – High performers start self-protecting On the surface, work continues. Underneath, alignment erodes. This isn’t a people problem. It’s a leadership transition problem. Teams need clarity on: – what still matters – what has changed – where decisions now sit – and what “good performance” looks like in the new context Without that, leaders spend months compensating with more meetings, more pressure, and more effort - often burning out their best people in the process. Sustainable leadership in transition isn’t about pushing harder. It’s about stabilising the system so people can perform again. That’s the work I do with leaders and organisations navigating change.

In an era of constant corporate reinvention, leadership changes are inevitable. When a new CEO takes the helm, you face a critical decision: position yourself as a valuable asset or prepare for a strategic exit. As someone who's navigated both scenarios, here are actionable insights for senior leaders at this crossroads. 🏆 Making Yourself Indispensable to a New CEO 🏆 Be the solution provider, not the problem highlighter. New CEOs are bombarded with challenges. Stand out by bringing well-thought-out solutions with clear ROI and implementation plans rather than just identifying issues. Master the art of executive communication. Adapt quickly to their preferred style—whether they're data-driven, story-focused, or bottom-line oriented. Deliver high-impact, concise updates that respect their time while demonstrating your strategic thinking. Align visibly with their strategic priorities. Study their public statements, early communications, and board presentations. Then demonstrate how your initiatives directly support their vision, using their language and metrics. Build relationships beyond formal meetings. Find authentic ways to connect—whether through shared professional interests or by volunteering for cross-functional initiatives they care about. These informal interactions often shape perception more than official reviews. Own a critical business problem. Identify a significant challenge facing the organization that aligns with your expertise, then create visible momentum in solving it. New CEOs remember those who help them achieve early wins. 💫 Preparing for a Strategic Exit 💫 Strengthen your external network now. Reconnect with former colleagues, actively participate in industry groups, and establish yourself as a thought leader. The strongest transitions happen through warm connections, not cold applications. Document your accomplishments meticulously. Capture quantifiable wins, leadership moments, and innovations you've driven. Update your resume and LinkedIn profile with these specifics before any transition conversations begin. Complete high-visibility projects. Accelerate initiatives that will demonstrate your capabilities and leave a positive legacy. These become powerful talking points in future interviews and strengthen your negotiating position. Secure transferable references. Build relationships with respected board members, key customers, or industry partners who can speak to your value independent of the current CEO. Their endorsements carry substantial weight. Cultivate financial readiness. Review your compensation structure, understand your equity position, and clarify severance terms. Consider consulting an employment attorney to optimize your exit package before negotiations begin. Leadership transitions are career-defining moments that test our strategic agility. Whether you choose to build influence with a new CEO or orchestrate your next move, intentional preparation makes all the difference.

A topic that has come up recently in some of my manager development programs is how to lead during times of change and uncertainty (which, let's face it, feels like the norm these days). The core question is this: How do you show up and lead others during periods of uncertainty and change when you yourself may feel uncertain about the changes happening? When one person asks this question, many others nod in agreement, highlighting the universality of what many leaders are experiencing today. In the hopes of sparking further conversations between your leaders and their peers on this topic, I wanted to share a few key ideas we discussed as potential actions for leaders to try: 📌Put on your oxygen mask first - As the saying goes, take care of yourself first. Before you respond to others, make sure you are in a good place personally amidst the change and uncertainty. It can be challenging to support others when you’re not taking care of yourself. Take time to reflect, seek support, or journal—whatever helps you process the situation. But before you lead, start with yourself. 📌 Map out what’s within your control - It’s easy to feel overwhelmed by uncertainty, but in reality, some things are within your control, and others are not. Define what’s in your control and focus your energy there. It’s not easy, but it helps reduce the stress of feeling powerless. 📌 Meet people where they are - Everyone has their own relationship with change and their own ways of coping with fear, uncertainty, and change. Your goal is to understand where each person is individually and meet them there, helping them move in the right direction. This requires listening and personalizing your approach to each individual. 📌Turn outward (and encourage others to do the same) -  During challenging times, it’s natural to want to turn inward and isolate yourself. While it’s completely reasonable to take care of yourself, remember the saying, “don’t suffer in silence.” If there’s uncertainty or change happening, you’re likely not the only one feeling it. Turn outward to your peers and colleagues. As a leader, model this behavior, and encourage your team to connect with their peers as well, if they feel comfortable. Many of society’s challenges have been solved through collaboration, and this situation will be no different. If you have other ideas or practices that are helping your leaders navigate change and uncertainty, I’d love to hear what you’re doing or trying! #leadership #leadershipdevelopment

Through years of guiding professionals in career and business transitions, I’ve learned this: 👉 The ones who thrive don’t control more. They control differently. Most people waste energy trying to control the uncontrollable - market timing, restructures, client decisions, hiring freezes. The ones who land faster, pivot smoother, and stay resilient? They know exactly what belongs in Control, Influence, and Accept, and they anchor themselves with resilience traits that keep them steady in the storm. 𝗠𝘆 𝗴𝗼-𝘁𝗼 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: 𝘁𝗵𝗲 𝗖.𝗜.𝗔. 𝗺𝗼𝗱𝗲𝗹 Control → What’s 100% in your hands. ✔ Updating your LinkedIn profile. ✔ Sending that proposal. ✔ Practising your interview. Influence → What you can’t control, but can shape. ✔ How a recruiter perceives you. ✔ Whether a client trusts you. ✔ How your brand lands. Accept → What you must let go of. ✔ Hiring freezes. ✔ Market downturns. ✔ Budget cuts. 𝗛𝗼𝘄 𝘁𝗼 𝗮𝗽𝗽𝗹𝘆 𝘁𝗵𝗶𝘀: List your current challenges. For each one, ask: Control, Influence, or Accept? Put 80% of your energy into Control. (Daily actions, skill building, consistency). Dedicate 20% to Influence. (Relationships, reputation, storytelling). Release the Accepts. (They free you to move forward instead of staying stuck). 𝗔𝗻 𝗲𝘅𝗮𝗺𝗽𝗹𝗲 𝗶𝗻 𝗿𝗲𝗱𝘂𝗻𝗱𝗮𝗻𝗰𝘆: Map your situation. Write down everything that’s on your mind. Label each: Control, Influence, Accept. Double down on Control. (Daily actions → profile, outreach, interview prep). Play the long game with Influence. (Relationships, positioning, visible thought leadership). Release the Accept. (You don’t need to carry the company’s decision with you). 𝗪𝗵𝘆 𝗶𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝘁𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻𝘀 Transitions are when this mindset is tested most. ➡️ Into a new role: You can’t control when the perfect job opens. But you can control your preparation, influence how decision-makers perceive you, and anchor yourself with resilience traits that keep you steady in the wait. ➡️ Into a business: You can’t control every market force. But you can control your clarity of offer, influence your audience through consistent visibility, and rely on resilience anchors to keep you moving when progress feels slow. P.S. If you’re in a transition right now (new role, new business, or both), where are you putting your energy: Control, Influence, or Acceptance? P.P.S. And see comments for 6 resilience anchors needed during transitions - which do you lean on most? ♻️ Repost if you found this helpful

"We've been working this deal for 8 months and it just went dark." (Ouch!) Last week, I had three different sales leaders tell me versions of this same story. Big enterprise deals that seemed "sure things" suddenly stalling or disappearing completely. Here's what's really happening: You're selling like it's 2015, but buyers have fundamentally changed how they make decisions. Seriously, the old playbook is dead: → Build relationship with one champion → Demo your product extensively → Negotiate on price to close → Wait for their "decision timeline" Why this fails in modern enterprise selling? #1 Committee-based buying Average enterprise deal now involves 6-8 decision makers. Your single champion can't drive consensus alone, no matter how much they love your solution. #2 Risk-averse buyers Post-2008, post-COVID, buyers are terrified of making bad decisions. They'd rather stick with status quo than risk their careers on your "game-changing" solution. #3 Budget complexity Money exists, but it's trapped across departments. Your champion in IT loves you, but the budget owner in Finance has different priorities. Here’s how elite enterprise sellers win these days: A. Multi-thread from Day One Map the entire buying committee before you pitch anything. Identify the economic buyer, technical evaluator, user champions, and potential blockers. Build relationships with each. B. Sell business outcomes, not features Stop talking about what your product does. Start quantifying the business impact of not solving their problem. Make the cost of inaction higher than the risk of action. C. De-risk the decision Provide case studies from similar companies. Offer pilot programs. Create implementation roadmaps. Give them ammunition to defend the decision internally. D. Control the process Don't ask "What's your timeline?" Tell them "Based on your goals, here's the optimal implementation schedule." You drive urgency, they don't. Here’s a real life example: One client was stuck on a $400K deal for 6 months. We mapped 8 stakeholders they'd never engaged. Built business cases for each department. Deal closed in 45 days at $650K. The difference? They stopped selling a product and started orchestrating a business transformation. Enterprise deals aren't won in demo rooms. They're won in boardrooms, budget meetings, and implementation planning sessions. Sales leaders, how are you implementing this across ALL your reps? Want to talk about how we could help? Go here: https://lnkd.in/ghh8VCaf

The leaders I've seen navigate organisational transitions well all do one thing consistently. They manage informal authority as deliberately as they manage formal structure. In almost every organization that is going through a transition, there is a stakeholder whose formal role has changed but whose informal influence hasn't. 👉 The founder who stepped back.  👉 The previous head of a function who moved to advisory. The organization chart reflects the change. Their influence in the room doesn't. Most new leaders handle this in one of two ways.  ⤷ They avoid the dynamic entirely, hoping it settles on its own.  ⤷ Or they over-correct, asserting authority in ways that create resistance rather than resolve it. As a result, the transition feels stuck, decisions keep looping back, and building alignment gets harder than it should be. After years of helping leaders navigate through these transitions, here's what I've seen actually works- 1. Name the dynamic privately first. Whose influence is active, which decisions is it impacting, and whether the organisation is moving because of it or despite it. 2. Distinguish between influence that serves the transition and influence that stalls it. That difference determines the conversation you need to have. 3. Have the direct conversation with the stakeholder that you've been deferring. Not about roles but about what the transition needs from both of you. The leaders who navigate transitions well don't wait for informal power to sort itself out. They treat it as a stakeholder relationship and manage it with the same care they bring to everything else.