Negotiating in a Crisis Situation

Bad news: you’re giving bad news wrong Here’s the research backed way to do it without breaking trust. Stanford’s Robert Sutton has studied this for 40+ years. When delivering bad news, four ingredients matter: Predictability. Understanding. Control. Compassion. During the London Blitz, people in regularly bombed areas were less anxious. Not because danger vanished… because they could predict it. Uncertainty not bad news spikes anxiety. Brian Chesky (Airbnb) laid off ~25% during COVID and still preserved trust by: Explaining the why Letting people keep laptops Letting them keep vested stock Giving them time to say goodbye What not to do: Bird laid off 406 people via a 2-minute Zoom. Some even thought it was pre-recorded. Brutal. Demoralizing. Performative. Sutton’s take: Too many leaders confuse toughness with sadism Cutting deeper “to seem bold,” copying competitors, or just because they can. That’s not leadership. That’s ego maintenance. Even small control signals matter: A CEO promised: “No layoffs for the next 4 months.” Not forever. Not everything. But it gave breathing room. Predictability > vague reassurance. This isn’t just about layoffs. Any move that threatens status, identity, or purpose qualifies: New org charts. Killed products. RTO mandates. When people feel blindsided, they disengage or leave. What people want in hard moments: To understand what/why/when To avoid being ambushed To feel seen and treated fairly To plan their next move Deliver that always. When the news is bad, your job isn’t robotic spin. Leaders we remember aren’t the ones who never made cuts They’re the ones who made them with dignity.

As a cyber forensics and threat analysis expert, I’ve successfully negotiated with over 50 threat actors, achieving a 95% success rate as part of my incident response plan for Clients. Today was the 50th successful matter. Each encounter has been a masterclass in understanding human behavior, technology, and risk management. Here are my top learnings from these negotiations: 1. Patience under pressure: Staying composed is essential for strategic decision-making. 2. Clear and concise communication: Building trust through precise dialogue is key. 3. Understanding motives: Tailor your approach to the unique motivations of each actor. 4. Time sensitivity: Act swiftly but carefully—balance speed with thoroughness. 5. Adaptability: Always be ready to pivot strategies based on real-time intel. 6. Meticulous documentation: Every step needs recording for legal, analytical, and operational review. 7. Ethical boundaries: Safeguarding sensitive information and following legal guidelines is paramount. 8. Team collaboration: Bringing together legal, technical, and leadership teams leads to the best outcomes. 9. Constant evolution: Cyber threats evolve rapidly—so should our strategies. 10. Learning from every incident: Each case strengthens our response capabilities for future threats. The evolving cyber landscape demands continuous learning and proactive measures. Let’s stay ahead of the curve. #CyberSecurity #IncidentResponse #ThreatNegotiation #DigitalForensics #CyberForensics

One of the questions I get asked when awful things happen in the world is: “What am I supposed to say to my team?” There’s no one answer, and no perfect words. But here’s a simple way to think about it using 3 steps: Pause-Consider-Act. Pause: When there’s news in the world, it’s easy to either rush to say something or say nothing because you’re afraid of saying the wrong thing. Pausing helps you avoid both. And while there truly aren’t “perfect” words, you don’t need to be perfect. You just need to slow down for a few seconds and consider. Consider: Think about your people. If you know someone on your team is Jewish, or has family in Australia or has a child at Brown, does it make sense to check in? Then ask yourself another question: if I don’t say anything, what does that feel like on the other side? And if you’re holding back because you’re worried about saying the wrong thing, what does “the wrong thing” actually mean? Often it’s less about that person and more about our own discomfort. Now think about a time you were going through something yourself. Did a manager or colleague say something kind? Even something “small”? What difference did that make for you? You can be that support for someone else. Act: “Acting” doesn’t have to be big or public. It doesn’t have to be a team meeting or a formal statement. It can be a private, human 1:1 check-in. If you need words to get started, here are a couple options: “I wanted to check in and see how you’re doing - personally, not just with work. You don’t have to share anything, but I want you to know I’m here for you.” Or: “I want you to know you have my support, and even though I wasn’t sure what the best words were, I didn’t want to stay silent.” For managers, it also helps to know what professional resources are available, like an Employee Assistance Program, and how to share that information (and this one-page resource is a great tool for HR to pass along). And you don’t have to be a manager to speak up. Hearing this from a co-worker can matter just as much. And while yes, work is “work,” for some people it’s also the one place they receive simple, human care.

If you’re a leader, you’ll be judged not by how you handle the easy conversations - but by how you deal with the difficult ones. My very first act as a manager, aged 23, was to sit down with a man in his fifties and tell him his role was no longer needed. He was respected and experienced. A really decent person. But his skills no longer matched the business. The conversation should’ve happened much sooner - but none of my predecessors had the courage. Here’s what I’ve learned about difficult conversations since then: 1. Prepare more than you think you need to. Clarity, language, timing. It all matters, particularly the first few sentences. 2. Approach with humility. You don’t have all the answers, and you’re not the hero of this story. 3. See it through their eyes. Compassion starts with understanding what this moment means for them. 4. Stay steady. Don’t rush. Make space for the silence and the emotion. 5. Remember the importance of their dignity. However tough the news, they should leave with their self-respect intact. And if you’re on the receiving end of a difficult conversation? Try to separate the message from your identity. It’s happened to me before and it’ll happen again. It’s painful, but it’s not the sum of who you are. The hardest conversations are the ones you never forget. But handled with care, they’re also the ones that build your character as a leader. #CareerMoment LinkedIn News UK

The overnight collapse of Baltimore's Francis Scott Key Bridge has unleashed a wave of online conspiracy theories, spreading like wildfire across social media platforms. Within hours, some individuals were promoting baseless claims around the cause of the attack, ranging from cyber-attacks to intentional collisions on X. While misinformation during such events isn't new, the alarming pace and trust some of these accounts command pose significant challenges for Federal agencies and corporates alike. In times of crisis, the dissemination of misinformation on social media can wreak havoc, creating confusion, panic, and hindering effective response efforts. Moreover, it erodes trust in reliable sources of information, exacerbating the chaos and making it even more challenging to manage the situation.  For corporates, it's a reality that they are living in---that's where the importance of corporate preparedness comes into the picture. Here are a few suggestions that can help with your crisis preparedness: DURING THE CRISIS ✅ Establish Clear Communication Channels: Designate official spokespersons and platforms for disseminating accurate information. ✅Monitor Social Media and News Sources: Implement robust monitoring systems to track mentions and detect misinformation early. ✅Debunk False Information: Respond promptly with evidence-based rebuttals to false claims and communicate transparently with stakeholders. ✅Engage with Stakeholders: Demonstrate transparency and accessibility by engaging directly with stakeholders to address concerns. ✅Collaborate with Authorities and Experts: Pool resources and coordinate response efforts with relevant authorities and industry peers. ✅Monitor Sentiment and Feedback: Continuously monitor stakeholder sentiment to tailor communication strategies and address concerns. BEFORE CRISIS ❎ Educate Employees and Stakeholders: Provide training on media literacy and critical thinking skills to empower individuals to discern fact from fiction. ❎ Review and Update Crisis Communication Plans: Regularly review and update crisis communication plans based on lessons learned and emerging best practices. AFTER CRISIS ⭕ Evaluate and Learn: Conduct a thorough evaluation of the company's response to misinformation to inform future crisis preparedness efforts.

The S to F Tier of How You Tell People They’ve Lost Their Job S Tier – You meet with people individually. You are transparent about why it’s happening. You acknowledge the pain. You offer real severance, continued benefits, and transition support. You help connect them to what’s next. You follow up personally. A Tier – You communicate clearly and directly in advance, whether in writing or video. You outline when and how they will hear from managers. You ensure systems stay active briefly so people can collect information and say goodbye. You treat them with humanity. B Tier – You deliver the message promptly and completely, even if it’s difficult. It may be impersonal, but it’s clear and does not leave people stranded. C Tier – You turn off access first and explain later. People hear conflicting things. No one knows who’s affected or what happens next. D Tier – You rely on automated emails or announcements without personal follow-up. No one takes ownership or answers questions. F Tier – You let employees find out by accident. They arrive and can’t badge in. They hear it from security or colleagues. There’s confusion, embarrassment, and no communication from leadership. You create chaos at the worst possible moment in someone’s life.

Just 6 months into it, I almost quit my job Had just become a PM (my dream job) Had already released my first feature Was owning a critical product But, I kept feeling I "sucked" at it. Every "conversation" I had turned into an ugly "argument" And I could never win. Forget winning, I couldn't even get my point across. What happened next? I learned how to tackle tough conversations. It took a long time, but it was worth the time and energy. These are the 5 things that help me tackle every conversation like a pro, especially the tough ones. First, let's understand what is a tough conversation: Any conversation that has one or more of these characteristics: - requires a critical decision or agreement - where most people have strong opinions - and most of these opinions are differing These conversations are TOUGH because: in most of them, people become emotional, frustrated, or angry. (I know this because I've felt all of those) Once that happens, there is no way the conversation will lead to a productive outcome: So, here is what I do (and you should too) to win tough conversations 1. 𝗪𝗲'𝗿𝗲 𝗮𝗹𝗹 𝗶𝗻 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝘁𝗲𝗮𝗺 a) Remind the group:WE'RE IN THE SAME TEAM b) Remind them of goal. c) Have a clear plan for the meeting:     - this is the PROBLEM     - why we're the best people to solve it     - solving the problem >> winning the argument 2. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝗮𝗳𝗲 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁: Make everyone feel it's safe to share opinions. • It's OK if opinions do not match • It's still OK if some are controversial • It's OK as long as everyone: feels safe to share without fear AND respects each other (Then repeat step 1) 3. 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗬𝗼𝘂𝗿 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝘀 We've all been there - in situations where we react emotionally. Only to regret it later. In tough conversations, control emotions. Remind yourself - it's imp to reach a conclusion. With emotions in control, you will be: - logical - honest - open to listening 4. 𝗟𝗶𝘀𝘁𝗲𝗻 & 𝗦𝗵𝗼𝘄 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 Enter each conversation with an open mind. Focus on listening and UNDERSTANDING others Don't listen to respond. Listen to understand. Respond. Not react. That doesn't mean you don't say what you have to. It means you still say it, but with listening and empathy. 5. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗮𝗻𝗱 𝗹𝗲𝗮𝗿𝗻 𝘁𝗼 𝗴𝗲𝘁 𝗯𝗲𝘁𝘁𝗲𝗿 It's easy to think that others need to improve their communication. But if you think logically, YOU also NEED TO CHANGE (and IMPROVE). Identify all the things you could do better next time. And then do them. ----------------------------------------------------- Let me know if you relate to such situations, and how do you tackle them?

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

If you’ve ever been in a tough conversation (like getting surprise feedback from your boss, disagreement with your partner, or a tense conversation that suddenly turns emotional), you know that feeling: your heart races, your face gets warm, and your mind blanks. The worst thing you can do at that moment is try to “push through.” Because when emotions run high, real listening and problem-solving shut down. Here’s what to do instead: 1. Step back before you react If you feel adrenaline kicking in, pause. Try saying: • “Let me gather my thoughts. Can we circle back on this?” • “Let’s pause here and revisit on Friday” You’re not avoiding the issue; you’re creating space for a better outcome. If they’re the one who’s emotional, lead with calm: “Let’s take a little breather. I’m going to grab some coffee. Let’s regroup in 10 minutes.” You’d be amazed how much tension disappears in those few quiet minutes. 2. Find common ground When you return, start with what you agree on: • “We both want this project to succeed” • “We’re on the same page about the goal” Agreement softens defensiveness and rebuilds trust. 3. Shift to next steps Once things cool down, move forward: • “What’s our next step?” • “How do we resolve this?” Focusing on solutions gets everyone out of the emotional past and back into progress. The takeaway: In emotionally charged moments, calm is your greatest communication tool. Instead of winning the argument, try to regain clarity and guide the conversation forward.

"Here's the change. You don't need to know why. Accept it. Move on. And continue to perform." Someone left this comment on one of my posts recently. "I know I'm resistant. Change has always been a struggle. However, I feel change is exponentially more difficult in the corporate world because RARELY does an organization support their employee fully through that change. It's more a message of, 'Here's the change. You don't need to know why. Accept it. Move on. And continue to perform.'" I'd call that pattern recognition, earned the hard way. In our research on what actually helps employees acknowledge and harness difficult emotions during change, one strategy outperforms everything else: regular, clear, honest communication on status, even when there's nothing new to report. This is why communication is one of the most important modules within our industry-disrupting curriculum. The leaders who do this well will tell their teams, plainly: "Nothing has changed since last week. Here's what I still know. The moment something shifts, you'll hear it from me first." That's it. Silence is what erodes trust during change. People don't need good news every week. They need to know someone's still paying attention. There's a second habit most leaders skip, and it pairs with the first. After a big change push, give people time (and more than a day), not just to recover, but to reflect: what they learned these past few weeks, what they'd do differently, what’s been lost, what's worth telling the team before everything moves again. That's how you turn burnout into continuous growth. Say something, even when you have nothing new to say. And when you give people rest afterward, make it count: time to actually sit with what they learned, time to grieve, not just recover, before the next push starts. Neither of these work alone. A weekly update with nothing in it is just noise. A day off with no reflection is just a pause before the same cycle starts again. To the person who left that comment: this is what being supported through change looks like. Most organizations haven't built the habit yet. And please know…it MUST become a habit. Repeated, intentional action. The best part is that any team can start building it this week. What would it take for your organization to begin doing this today?