Negotiation is one of the most consequential yet misunderstood leadership skills. It shapes deals, partnerships, and careers, yet even seasoned professionals still debate what truly defines a good negotiator.
For decades, conventional wisdom has suggested a familiar trade-off: You can either claim value or build relationships, but not both. Push too hard and you damage trust; prioritize harmony and you lose ground on substance. Classic frameworks such as Getting to Yes have reinforced this tension, contrasting “hard” positional bargaining with “soft” approaches that aim to preserve goodwill. Our research shows this is a false choice.
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