Integrity in Team Negotiations

He had two choices: ❌ Stay quiet, deliver late, and hope the client will understand. ✅ Own the truth, admit the gap, and offer an alternative. A CEO whom I coach recently faced a tough call. One of their biggest clients was over-promised by the sales team. The product team knew, the deadline was impossible. This CEO chose to uphold the values of Integrity & Customer Centricity. He called the client, laid out the reality, and presented a revised plan. Then he reminded his team: “Integrity means we only commit when we can truly deliver. Customer centricity means we protect long-term trust over short-term wins.” How do you think the other party must have responded? They said, “You’ve just proven why we choose to work with you. Most companies would have hidden this until the last moment.” The takeaway, Values don’t live on a website. They live in the pressure moments. When you’re forced to choose between integrity and the easy way out, your decision is your culture.

  The best negotiators don’t compromise their values. They win because of them.   Over 25 years in negotiations taught me something counterintuitive:    𝘐𝘯𝘵𝘦𝘨𝘳𝘪𝘵𝘺 𝘪𝘴 𝘺𝘰𝘶𝘳 𝘨𝘳𝘦𝘢𝘵𝘦𝘴𝘵 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦.     In high-stakes deals, it’s easy to feel pressured to 𝘣𝘦𝘯𝘥 𝘵𝘩𝘦 𝘵𝘳𝘶𝘵𝘩 or 𝘱𝘭𝘢𝘺 𝘩𝘢𝘳𝘥𝘣𝘢𝘭𝘭.    But I’ve seen this backfire too many times.    Deals that start with compromise on values often end in regret—or worse, lost partnerships.     So, I decided early on:    My values are not up for negotiation.     Here’s what I’ve learned from that decision:     1. Respect breeds trust –    ↳ When you lead with transparency, people notice.    They trust what you say, and that trust 𝘤𝘳𝘦𝘢𝘵𝘦𝘴 𝘭𝘰𝘺𝘢𝘭𝘵𝘺 that’s hard to break.     2. A clear conscience sharpens focus –    ↳ When you’re not hiding anything, you’re fully present in the negotiation.    You can think clearly, make strategic choices, and walk away feeling aligned with yourself.     3. Integrity attracts integrity –    ↳ Acting with honesty brings out honesty in others.    Over time, this means you build a reputation that 𝘥𝘳𝘢𝘸𝘴 𝘪𝘯 𝘤𝘭𝘪𝘦𝘯𝘵𝘴 𝘢𝘯𝘥 𝘱𝘢𝘳𝘵𝘯𝘦𝘳𝘴 𝘸𝘩𝘰 𝘴𝘩𝘢𝘳𝘦 𝘺𝘰𝘶𝘳 𝘷𝘢𝘭𝘶𝘦𝘴.   This isn’t about taking an ethical stance to look good; it’s about creating real, lasting results.     In every negotiation, remember:   You’re not just securing a deal.    You’re building your legacy, one conversation at a time.     Lead with integrity, and you’ll find the deals that matter most will follow.   And if you're not sure how to go all in with integrity and still win the deal, then just send me a DM and we can talk it out.   -------------------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

There is a game being played behind the scenes in every company. Nobody tells you about it during the hiring process and you won’t find it mentioned in any policy handbooks, yet it exists and is powerful. We call that game “office politics.” It’s the complex network of personal relationships, power dynamics, and social structures within a workplace, and it affects all of us. Interestingly, we tend to equate “office politics” with unscrupulousness. The term evokes thoughts of backstabbing, nepotism, and hush-hush deals. But, is it possible to play the game with integrity? Let’s look at two paths one can choose from: Normal, potentially constructive office politics: * Building professional relationships and networks * Advocating for your ideas and projects * Negotiating for more resources or support * Seeking mentorship and guidance * Collaborating across departments Office politics lacking integrity: * Hoarding information to keep power * Spreading rumors or gossip to undermine colleagues * Taking credit for others' work * Scapegoating or blaming others for failures * Engaging in favoritism or nepotism Some version of the game of office politics will always be played. The good news is that you can choose the constructive side. The bad news is that others might choose the dark side. What then? You can… 1. Maintain integrity: Stay true to both your individual and company values. Resist the temptation to "fight fire with fire" by adopting unethical tactics. 2. Document everything: Keep detailed records of your work, decisions, and interactions. This can protect you from false accusations or attempts to take credit for your work. 3. Build a strong network: Cultivate positive relationships across the organization. Having a broad base of support can counteract the influence of those playing unfairly. 4. Focus on results: Consistently deliver high-quality work and measurable outcomes. Strong performance speaks for itself and can overcome political maneuvering. 5. Increase visibility ethically: Share your team's achievements through appropriate channels. Ensure credit is given where due, including to your team members. 6. Develop political savvy: Understand the power dynamics and decision-making processes in your organization. 7. Focus on the long game: Remember that ethical behavior tends to pay off in the long run. Short-term gains from unethical tactics often lead to long-term consequences. These tips can help you succeed, but remember: Office politics isn't about winning or losing; it's about shaping an environment where ethical behavior is the norm, not the exception. By choosing integrity, you're not just protecting yourself—you're actively transforming your workplace culture. The most powerful political move in any organization is consistently demonstrating competence and character. When you combine skill with integrity, you create a form of influence that no amount of manipulation can match.

I worked with an executive who lost a $500k/yr job offer after bad advice from an overpriced coach. All hope seemed lost—until we turned it around. The key? Authenticity and Ownership. Instead of using aggressive tactics, I advised a candid, collaborative conversation with the hiring team. No games. No posturing. By owning their missteps and communicating transparently, the executive showcased integrity and leadership. The result? The rescinded offer was revived. Negotiation isn’t about scripts or rigid frameworks. It’s about trust, human connection, and clear communication. When you lead with authenticity, you create space for real problem-solving and meaningful outcomes. These are the qualities of a true leader. And these qualities are what keep you in the door you were once so desperately trying to get in. P.S. Executives, your most powerful negotiation tool isn't your resume ... it's your authenticity. Wield it wisely.

Saying "no" to a deal or opportunity can be one of a leader's hardest decisions—especially when the numbers are enticing, the business context or subject matter compelling, and the pressure to close is high. However, when values are misaligned, or a potential client or partner fails to recognise (or resists taking steps to develop shared) interests that underpin a successful relationship, declining a deal can be the wisest choice. In a recent coaching session with a senior executive, we explored an actual circumstance where walking away was the best option. The party with whom the executive was engaged approached the negotiation with a disproportionately positional mindset—focused solely on winning immediate terms rather than understanding the broader, long-term interests both parties shared. The party was bargaining for short-term gains, neglecting the strategic alignment, trust, and shared vision essential for a fruitful business relationship. From a leadership perspective, this type of negotiation highlights a fundamental tension between short-term wins and long-term success. Closing the deal might have looked good on paper, but the misalignment of values and a lack of shared understanding would have (on balance) eroded the relationship over time, creating more friction and conflict than collaboration. The decision to say "no" may be difficult but is often ultimately beneficial. It preserved the company’s integrity, protected its long-term interests, and left space to pursue opportunities that align more closely with its core values. As leaders, we must recognise that not all deals are worth doing. Positional (or limited scope) bargaining often signals a narrow, transactional approach incompatible with building relationships grounded in mutual respect and understanding. Saying no isn’t always a loss—it’s a strategic choice that clears the path for better, more aligned opportunities. Ultimately, it’s the ability to balance the need for short-term goals and longer-term gains that defines leadership and builds long-lasting, successful business relationships. There is no one-size-fits-all solution for these decisions, which always involve emotional, psychological, and rational elements. I have always appreciated and learned a great deal by being able to bounce my thoughts off those I trust, who have provided a mature, objective perspective. This is why all high-performing leaders need a confidential sounding board. Optima Board Services Group. #leadership #decisionmaking #CEO #Executivecoach

What do you do when your ethics are put to the test? Let me show you how I handled it in my career. Ethics aren’t just guidelines; they’re the backbone of every decision we make in business and our lives. They keep us aligned with what’s right, especially when navigating the complexities of contracts, procurement, and accounting. Transparency, fairness, and integrity aren’t optional. They’re the foundation for trust, and trust is what drives success. But let’s be honest, standing up for what is right isn’t always easy. Early in my career, I was negotiating with a vendor when they challenged my expertise in front of a room full of leaders. The vendor said I hadn’t been in the industry long enough to have the experience to understand. It was a clear attempt to dismiss my credibility. I could have let it go, but I didn’t. Instead, I calmly reminded them to keep the discussion professional and highlighted my years of experience and knowledge. That moment wasn’t just about defending myself; it was about ensuring the negotiation remained respectful and fair. At a different point in my, I faced a more significant ethical dilemma. I discovered that certain practices in my organization weren’t just incorrect, they were out of line with the law. When I brought it up, my leader was resistant to change. Each conversation was met with unpleasant reactions. I could have let it drop, but I couldn’t ignore it. It took persistence, and yes, it was uncomfortable, but eventually, the issue was corrected. These moments taught me something critical: standing up for what is right isn’t just about the immediate problem. It’s about setting a standard for how you operate, earning trust from those around you, and respecting yourself enough to do what’s right. In procurement and contracts, this commitment to ethics becomes even more important. Every negotiation, every clause, and every agreement has the potential to impact lives and livelihoods. Upholding ethical principles ensures fair outcomes, builds stronger partnerships, and protects both your organization and its stakeholders. But ethics also have a ripple effect. When you model integrity in your decisions, you set the tone for your team. You encourage transparency, foster accountability, and create a culture where people feel safe to speak up and do what’s right. This is how trust is built, not through one big action but through countless small, consistent decisions. So, what do you do when faced with an ethical challenge? Do you take the easy route, or do you stand firm for what’s right? Remember, trust isn’t given. It’s earned, and it starts with you. #EthicsInBusiness #Procurement #Contracts #Leadership #Trust #Integrity #Transparency Follow me for more insights on procurement, contract management, and leadership or reach out to me if you need help.