Negotiation

Starting May 1, 2026, China will implement a zero-tariff policy on all products from 53 African nations with diplomatic ties (excluding Eswatini), significantly boosting market access for agricultural, mineral, and manufactured goods. This initiative aims to deepen trade relations, support industrialization, and diversify trade routes. This policy covers all products from 53 African nations, expanding upon previous duty-free access for 33 least-developed countries to include middle-income nations like South Africa. The initiative aims to boost exports of processed, value-added goods and stimulate investment in African manufacturing. China will further promote trade facilitation, such as upgrading its "green channel" for faster customs clearance and advancing trade agreements. The new policy strengthens China-Africa economic cooperation and offers African nations an alternative to higher tariffs elsewhere. It is expected to enhance trade capacity, though its success depends on overcoming non-tariff barriers, enhancing infrastructure, and fostering local industrialization. But will this deepen African productive capacity or simply accelerate raw material extraction under better branding? Trade policy alone does not create transformation. Strategy does. If this deal is to work for Africans, not just for the politicians announcing it, several things must happen: 1. Move beyond raw exports. Zero tariffs on cocoa beans or unprocessed minerals mean little if we are not exporting chocolate, batteries, and finished goods. Industrial policy must sit alongside trade policy. 2. Fix internal bottlenecks. Ports. Power. Rail. Customs efficiency within Africa. Non-tariff barriers between African countries often hurt us more than tariffs abroad. 3. Align with AfCFTA. This cannot become a substitute for intra-African trade. It should strengthen regional value chains, not fragment them. 4. Protect standards and leverage. African governments must negotiate from a position of long-term national interest, ensuring technology transfer, local job creation, and skills development. 5. Strengthen private sector capacity. SMEs and manufacturers need financing, quality certification support, and export readiness programs, otherwise only a handful of large players will benefit. Opportunity without strategy can become dependency. But opportunity with coordination, transparency, and industrial ambition? That is how continents rise. The real work now shifts from Beijing to African capitals and from political announcements to implementation discipline. #Africa #TradePolicy #Industrialization #AfCFTA #ChinaAfrica #EconomicTransformation

I used to dread negotiations early in my career... Then I realized: Being a strong negotiator isn’t about confrontation. It’s about developing the right frameworks. Here are five game-changing approaches to  negotiate every deal more effectively: 🤝 The 4 Phases Framework (h/t: Roy Lewicki) Great negotiators don’t jump straight to bargaining.  They follow a structured process: • Preparation (lay the groundwork) • Information Exchange (build mutual understanding) • Bargaining (explore potential solutions) • Commitment (secure the agreement) 💪 The BATNA Strategy (h/t: Roger Fisher & William Ury) Your power in any negotiation comes from knowing  your Best Alternative to a Negotiated Agreement (BATNA). It’s your safety net, your source of confidence.  Always define it before you start. 🎯 The Negotiation Matrix (h/t: Lewicki & Hiam) Different situations call for different strategies: • High stakes? Compete. • Building a long-term relationship? Collaborate. • Minor issue? Avoidance might be best. • The relationship is too critical? Accommodate. • Both matter equally? Compromise. 🤔 The Harvard Principled Negotiation Method (h/t: Fisher, Ury & Patton) This is a game-changer: Focus on interests, not positions. Instead of asking what they want, ask why they want it. That’s where real value creation happens. 🎯 The ZOPA Framework (h/t: Fisher & Ury) The Zone of Possible Agreement (ZOPA) is where deals get made. Understanding both sides’ limits helps you identify common ground. Everything else? It's just noise. Key takeaway: The best deals happen when both sides feel heard. And the most successful negotiators aren’t the most aggressive. They’re simply the most prepared. ♻️ Find this valuable? Repost to your network. 💡 Follow Eric Partaker for more on business & leadership.

🇷🇺 Deep dive into the components of hybrid threats: the criminality +fear mix at the heart of the hybrid warfare waged against Europe 🇪🇺 By GLOBSEC & International Centre for Counter-Terrorism (2025). The report identifies a crime–terror–information nexus, where illicit networks, coercive tactics, and influence ops are deliberately intertwined. It highlights how important info ops are to bring in the “denial” element. Take aways : 🔹Russia’s hybrid operations increasingly rely on criminal structures to project power, generate instability & maintain deniability. 🔹 Integrated hybrid architecture The nexus is reflects a deliberate state design combining: – Organised crime (smuggling, money laundering, trafficking, contract killings); – Terrorist or paramilitary methods (sabotage, targeted violence, coercion); – Information operations (disinformation, intimidation, perception management). These vectors operate in parallel to overwhelm institutional defences and blur the boundary between internal security, intelligence, and defence domains. 🔹 Use of criminal intermediaries Criminal groups and illicit facilitators serve as proxies for covert action. They provide logistics, financing, or access, while enabling plausible deniability for the Russian state. This networked approach decentralises risk while preserving strategic control through Russian intelligence services. 🔹 Information and cognitive effects The information dimension functions as an amplifier for physical or financial disruption. Each operation is supported by a narrative layer — false attribution, manipulated leaks, coordinated online amplification — intended to create confusion and distrust in European publics and institutions. These techniques belong to the domain of cognitive warfare, seeking to degrade perception, cohesion, and decision-making rather than infrastructure. 🔹 Institutional stress and legal asymmetry European states face cross-domain operations that sit at the intersection of criminal law, counter-terrorism, and national security. Legal and institutional silos hinder coherent responses. Existing mechanisms for attribution, evidence collection, and prosecution are poorly adapted to state-directed hybrid criminality. ➡️ Soviet active measures tactics multiplied by 1️⃣ Tech acceleration – cybercrime, digital finance, social platforms amplifying reach and speed. 2️⃣ Systemic integration – criminal, informational& coercive tools coordinated under a single strategic logic. 3️⃣ Expanded targeting – Europe is engaged across multiple vectors simultaneously: financial, informational, and cognitive. Russia’s crime–terror nexus is not a parallel phenomenon but a core component of state strategy, designed to exploit Europe’s openness, legal fragmentation, and trust-based institutions. ➡️persistent, low-visibility confrontation below the threshold of war.

In the U.S., you can grab coffee with a CEO in two weeks. In Europe, it might take two years to get that meeting. I ’ve spent years building relationships across both U.S. and European markets, and if there’s one thing I’ve learned, it’s this: networking looks completely different depending on where you are. The way people connect, build trust, and create opportunities is shaped by culture-and if you don’t adapt your approach, you’ll hit walls fast. So, if you're an executive expanding globally, a leader hiring across regions, or a professional trying to break into a new market-this post is for you. The U.S.: Fast, Open, and High-Volume Americans love to network. Connections are made quickly, introductions flow freely, and saying "let's grab coffee" isn’t just polite—it’s expected. - Cold outreach is normal—you can message a top executive on LinkedIn, and they just might say yes. - Speed matters. Business moves fast, so meetings, interviews, and hiring decisions happen quickly. But here’s the catch: Just because you had a great chat doesn’t mean you’ve built a deep relationship. Trust takes follow-ups, consistency, and results. I’ve seen European executives struggle with this—mistaking initial enthusiasm for long-term commitment. In the U.S., networking is about momentum—you have to keep showing up, adding value, and staying top of mind. In Europe, networking is a long game. If you don’t have an introduction, it’s much harder to get in the door. - Warm introductions matter. Cold outreach? Much tougher. Senior leaders prefer to meet through trusted referrals—someone who can vouch for you. - Fewer, deeper relationships. Once trust is built, it’s strong and lasting—but it takes time to get there. - Decisions take longer. Whether it’s hiring, partnerships, or leadership moves, things don’t happen overnight—expect a longer courtship period. I’ve seen U.S. executives enter the European market and get frustrated fast—wondering why it’s taking months (or years!) to break into leadership circles. But that’s how the market works. The key to winning in Europe? Patience, credibility, and long-term thinking. So, What Does This Mean for Global Leaders? If you’re an American executive expanding into Europe… 📌 Be patient. One meeting won’t seal the deal—you have to earn trust over time. 📌 Get introductions. A warm referral is worth more than 100 cold emails. 📌 Don’t push too hard. European business culture favors depth over speed—respect the process. If you’re a European leader entering the U.S. market… 📌 Don’t wait for permission—reach out. People expect direct outreach and initiative. 📌 Follow up fast. If you’re slow to respond, the opportunity moves on without you. 📌 Be ready to show value quickly. Americans won’t wait months to see if you’re a fit. Networking isn’t just about who you know—it’s about how you build relationships. #Networking #Leadership #ExecutiveSearch #CareerGrowth #GlobalBusiness #US #Europe

The stark contrast in per-capita consumption-based carbon emissions between countries in the Global North and the Global South. This disparity underscores a fundamental inequity: nations that contribute the least to global #greenhousegasemissions often bear the brunt of #climatechange's adverse effects. The graph shows the consumption-based emissions, carbon emissions to the country where goods and services are consumed rather than where they are produced. This methodology reveals the true carbon footprint of a nation's lifestyle. Wealthier nations have higher consumption patterns, leading to more significant emissions. This is not just due to industrial activities but also because of the demand for goods and services that have high carbon footprints. Many developed countries have shifted manufacturing and production to developing nations. While this move reduces their production-based emissions, their consumption-based emissions remain high because they still consume these goods. Developed countries have historically contributed the most to cumulative global emissions due to early industrialization. This historical context adds another layer to the injustice, as past emissions continue to affect the current climate. As we lead to the next round of negotiations at #COP29 we must recognise that those who contribute most to emissions have a greater responsibility to lead in mitigation efforts and provide financial and technological aid to countries in the Global South to help them adapt to climate impacts and develop sustainably.

You're in a job interview, you get the offer—but the salary? Way lower than expected. The worst move? Accepting on the spot. The second worst? Declining outright. Here's how you can take the 'ick' out of negotiating: 1. Start with Gratitude →“Thank you for the offer.” 2. Share Excitement →“I’m really excited about the role and joining the company.” 3. Address the Salary →“Before I accept, I’d like to discuss the salary. It’s below what I believe reflects the market value for my experience.” 4. Reinforce Your Value →“I’m confident my expertise in A and B, and my contributions to C and D will drive success here.” 5. Reiterate Market Value →“Based on my research and track record, I believe a salary range of X to Y would be more in line with the industry.” Where to do research? Check salary data on sites like Glassdoor, Payscale, and LinkedIn, or ask industry peers and recruiters for real-world insights. Pro tip: Use multiple sources to get a well-rounded view and always adjust for location and years of experience. P.S. Have you ever accepted a salary because you didn't know how to negotiation? I'll go first: Yes, I have...

I’ve had 4 legal battles since starting my business. Could I have avoided them? Probably. But to be honest, I didn't have the funds to pay a proper lawyer, or the network of founders to ask the right questions to. I don't want that to happen to you. Here are 5 clauses I put in my contracts that might help you protect your work, your business and most importantly.. your sanity ↓ #1 Non-cancellable, non-refundable contracts. This shouldn’t even be an issue if you qualify your clients properly. BUT if someone signs, onboards, and then ghosts? We still get paid. And so should you 🤗 #2 Immediate or short payment terms Most businesses accept 30-to 90-day payment terms. I don’t. You wouldn’t work for 3 months without pay—so why should your business? Cash flow is your business’s lifeline. Protect it. #3 While we’re on payment terms… Your contract should include: → Interest on late invoices. → A clause that stops work if invoices aren’t cleared. → A guarantee that if a client delays the project, you still get paid. Your time isn’t free! #4 Your IP stays YOURS. Anything we bring into the agreement at Klowt stays ours. Anything we create for you is yours. Simple. I once ran a training session, and the client recorded it—then tried to sell it behind a paywall. Now, our contract states a £10,000 fine per breach. (And for that particular case, per breach = per view. 😅) #5 Don't work with d*ckheads. This isn't a legal clause, more legal... advice? 🤣 If someone is giving you red flags in any way at the beginning of your relationship, do not work with them. This could include but not limited to: - Focusing on immediate ROI. - Cost or discounts being a primary concern. - Pushing for work to kick off before contracts or payments. - Reaching out at inappropriate times - or in inappropriate ways. - Delaying initial payments. Legally binding contracts are a good insurance policy, but they're lengthy and expensive to implement if you actually have to go to court. So the best LEGAL advice I can give you as a 2x founder is, don't work with d*ckheads. And learn from my mistakes. It's a lot cheaper than learning from your own... trust me 😂. Was this helpful? 💜 I write a 2x weekly newsletter for founders and freelancers on topics like this. Join us here: https://lnkd.in/ejDbD94R

This mistake cost me lacs in revenue when I started out as a freelancer. Not negotiating with the client. Negotiation is one of the hardest skills to learn, regardless of whether you are self employed or working a 9-5. But here are a few things I have learnt about negotiation which ca help you get the right deal from the client! 1. Know your worth: Before even entering a negotiation with a potential, research and determine your market value.  Consider factors such as your experience, skill set and expertise. Just because you are newbie freelancer doesn't mean you already don't have the required skills - you might have picked up the skills at your previous job for instance. 2. Define your scope of work: Clearly define the scope of work you'll be providing to the client. Include the deliverables, timelines, and any other specifics related to the project.  This is extremely important when you freelance because a lot of clients try and blur the lines between a freelancer and a full time employee. Negotiate the price for the services and what extra charges would come in if the scope were to expand. 3. Communicate clearly: Effective communication is essential when negotiating. Be clear and concise in your communication, and make sure you fully understand the client's needs and expectations. The better you understand what drives them to take a decision the better you will be able to negotiate the price.  For instance: If you think that for a client, time is of essence by speeding up the output you can negotiate a better deal! In conclusion, negotiation, like any other skill can be acquired over time! Just try to get better with every client deal! What are some of the best negotiation practices you follow? Let's discuss in the comments below! #linkedinstrategy #linkedincreator #freelancingtips #freelancinglife #linkedinforcreators

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

Italy’s proposal to strip carbon costs from wholesale electricity prices is shaping up to be one of the most consequential energy policy debates in Europe this year. As reported in the Financial Times, the Italian government wants to shift the cost of EU carbon permits for gas-fired power plants away from wholesale power prices and on to consumers directly. The argument is that gas often sets the marginal price in the electricity market, meaning carbon costs are embedded in all power prices, including renewables. The political logic is clear. Italian industry faces electricity prices well above the EU average, and competitiveness concerns are real. Industrial output has already declined over the past two years. High power costs are a serious issue that policymakers cannot ignore. But the implications of this proposal go far beyond Italy. The EU Emissions Trading System is a central pillar of Europe’s climate framework. Removing or neutralising its impact in the power sector at national level would weaken price signals that are designed to shift investment from fossil fuels to renewables. It could also reduce revenues for clean power producers and create distortions in cross-border electricity trade. If approved, the move would likely set a precedent. Other member states facing industrial pressure could follow. That risks fragmenting the single market and undermining the coherence of the EU’s climate architecture. There is a legitimate debate to be had about electricity market design, industrial competitiveness and the distributional effects of carbon pricing. But reforms of this magnitude are difficult to manage effectively at member state level. Energy markets and carbon pricing in Europe are deeply integrated. Unilateral interventions can quickly spill across borders. The coming months will test how resilient Europe’s climate framework is under economic and political pressure. The outcome will matter not just for Italy, but for the credibility of the EU’s decarbonisation strategy as a whole. UK