Negotiation In Project Management

Conflict is inevitable. How we manage it is both an art and a science. In my work with executives, I often discuss Thomas Kilmann's five types of conflict managers: (1) The Competitor – Focuses on winning, sometimes forgetting there’s another human on the other side. (2) The Avoider – Pretends conflict doesn’t exist, hoping it disappears (spoiler: it doesn’t). (3) The Compromiser – Splits the difference, often leaving both sides feeling like nobody really wins. (4) The Accommodator – Prioritizes relationships over their own needs, sometimes at their own expense. (5) The Collaborator – Works hard to find a win-win, but it takes effort. The style we use during conflict depends on how we manage the tension between empathy and assertiveness. (a) Assertiveness: The ability to express your needs, boundaries, and interests clearly and confidently. It’s standing your ground—without steamrolling others. Competitors do this naturally, sometimes too much. Avoiders and accommodators? Not so much. (b) Empathy: The ability to recognize and consider the other person’s perspective, emotions, and needs. It’s stepping into their shoes before taking a step forward. Accommodators thrive here, sometimes at their own expense. Competitors? They might need a reminder that the other side has feelings too. Balancing both is the key to successful negotiation. Here’s how: - Know your default mode. Are you more likely to fight, flee, or fold? Self-awareness is step one. - Swap 'but' for 'and' – “I hear your concerns, and I’d like to explore a solution that works for both of us.” This keeps both voices in the conversation. - Be clear, not combative. Assertiveness isn’t aggression; it’s clarity. Replace “You’re wrong” with “I see it differently—here’s why.” - Make space for emotions. Negotiations aren’t just about logic. Acknowledge emotions (yours and theirs) so they don’t hijack the conversation. - Negotiate the process, not just the outcome. If you’re dealing with a competitor, set ground rules upfront. If it’s an avoider, create a low-stakes way to engage. Great negotiators don’t just stick to their natural style—they adapt. Which conflict style do you tend to default to? And how do you balance empathy with assertiveness? #ConflictResolution #Negotiation #Leadership #Empathy #Assertiveness #Leadership #DecisionMaking

𝐂𝐨𝐧𝐜𝐮𝐫𝐫𝐞𝐧𝐭 𝐃𝐞𝐥𝐚𝐲𝐬. “𝐃𝐨𝐦𝐢𝐧𝐚𝐧𝐭 𝐓𝐡𝐞𝐨𝐫𝐲" ("dominant cause approach") is used to resolve disputes where project delays are caused by both the employer and the contractor simultaneously. If one of two concurrent, overlapping delays is the "𝗱𝗼𝗺𝗶𝗻𝗮𝗻𝘁", that event takes precedence. The party responsible for the dominant cause bears the responsibility for the overall project delay. Effective Cause Analysis: Instead of merely identifying concurrent events, this approach looks for the most effective, "𝗱𝗼𝗺𝗶𝗻𝗮𝗻𝘁" cause of the delay to the critical path. The determination of the dominant cause is a question of fact based on common sense, forensic schedule analysis, and evidence of the critical path, rather than just the timing of the events. 𝐀𝐩𝐩𝐥𝐢𝐜𝐚𝐭𝐢𝐨𝐧: If the employer's delay is dominant, the contractor gets an extension of time (EOT) and potentially costs. If the contractor's delay is dominant, they may get no extension and be liable for damages. Other Approaches: Malmaison Approach, Apportionment, "But For" Test ... The attached figure is from Building and Civil Engineering Claims in Perspective, G. A. Hughes - - -

12 Executive Presence Rules to Command Any Room The hidden body language cues the top 1% swear by According to HBR, leaders are judged in milliseconds. Not just by what they say, But by everything their bodies reveal. And when the body says “uncertain,” The room judges them “unfit.” Here are 12 body language shifts that instantly signal executive presence: 1. Use soft, steady eye contact ↳ Build trust by holding eye contact for 3 seconds ↳ Glance away briefly to avoid intensity 2. Use a genuine smile ↳ Let your eyes crinkle to show warmth ↳ Avoid polite or forced grins. They feel fake 3. Relax your jaw ↳ Tension in the jaw signals stress ↳ Gently open and close your mouth 4. Roll your shoulders back ↳ Upright posture makes you look open and assured ↳ Do a quick reset before entering the room 5. Avoid shrugging your shoulders when speaking ↳ Shrugs unconsciously signal doubt ↳ Use steady, intentional gestures 6. Keep your chest open, not puffed ↳ Openness shows confidence without aggression ↳ Relax shoulders, lift gently through the chest 7. Stand symmetrically to show stability ↳ Slouching or leaning looks unsure ↳ Distribute your weight evenly 8. Smooth your forehead to show calmness ↳ A tense forehead broadcasts inner stress ↳ Relax the space between your brows 9. Let your brows move naturally ↳ Slight movement shows your engagement ↳ Frozen brows look robotic and disengaged 10. Face your palms upward when speaking ↳ Upward-facing palms invite trust ↳ Signal openness, especially in key moments 11. Don’t clasp hands low or tuck elbows ↳ This posture looks nervous or defensive ↳ Keep hands visible and relaxed 12. Use gestures that match your message ↳ Align hand movement with key ideas ↳ Don’t overuse. Less is more Executive presence isn't just seen. It's felt. Which shift will you bring into the room this week? ♻️ Repost this blueprint to empower your network. ➕ Follow me (Meera Remani) for insights and tools to lead with presence. 🔔 Get leadership upgrades delivered straight to your inbox. Subscribe to my newsletter below.

Glen Palmer, PSP, CFCC, FAACE and I are honored by AACE publishing another of our Top Ten series of papers in the Cost Engineering Journal. Resource management sits at the heart of project success—and, too often, at the root of costly construction claims. Why Focus on Resources? Most construction schedules are built on assumptions about production rates, durations, and quantities. But when resource planning falls short—whether due to unrealistic manpower peaks, lack of skilled labor, or poor coordination—projects risk delays, cost overruns, and disputes. Rather than waiting for claims to arise, Palmer and Carson argue for a proactive approach: plan, validate, and monitor your resources from day one. Key Takeaways from the Top Ten Approaches: 1. Validate Resources by Discipline: Go beyond surface-level schedule checks. Detailed resource validation—using field-experienced personnel—can identify unrealistic resource peaks and prevent unachievable schedules. 2. Formalize Punch and Warranty List Management: Avoid never-ending completion and warranty periods by developing comprehensive, early punch lists and using structured warranty management systems. 3. Check Resource Earning Curves: Ensure planned progress is actually achievable by comparing planned manpower curves and production rates to real-world constraints. 4. Manage Schedule Compression: When compressing schedules, understand the risks and costs of acceleration and recovery. Use structured analysis and documentation to avoid disputes. 5. Review General Conditions Labor: Monitor and budget field overhead costs carefully, and avoid relying on variable, hard-to-track level-of-effort activities. 6. Use Constructability Reviews: Always have experienced field experts review “fast-tracked” project schedules to spot resource and constructability problems early. 7. Address Trade Stacking and Overcrowding: Analyze crew concurrency and area usage to prevent inefficiencies from too many workers or trades in the same space. 8. Specify Resource Requirements in Schedules: Include resource histograms and percent curves in scheduling specifications to enable thorough schedule reviews. 9. Plan for Resource Availability: Evaluate the availability of skilled labor and specialty resources, especially on large or geographically constrained projects. 10. Minimize Inefficiencies from Disrupted Trade Work: Align procurement, sequencing, and trade starts to reduce disruption, and use targeted planning to ensure work is completed efficiently on the first attempt. Conclusion: Resource-related claims are often avoidable with disciplined planning, honest schedule validation, and ongoing monitoring. By following these ten approaches, project teams can dramatically reduce the risk of disputes, keep projects on track, and protect both profit and reputation.

I had assertiveness backwards for years. Most people do. I spent years waiting to feel ready before I spoke up. Ready to push back in a meeting. Ready to set a boundary. Ready to say what I actually thought instead of what felt safe. The feeling never arrived on its own. Confidence isn't a prerequisite for assertiveness. It's a byproduct of it. Every time you say what you mean, hold a position under pressure, or name something clearly — you deposit something into your own credibility. In your eyes first. Then in others'. Here's what I've seen actually build it — one small moment at a time: 𝟭/ 𝗦𝘁𝗮𝘁𝗲 𝘆𝗼𝘂𝗿 𝗻𝗲𝗲𝗱𝘀 𝗰𝗹𝗲𝗮𝗿𝗹𝘆 Not hints. Not hoping someone picks up on it. Direct and specific: "I need X to deliver Y." That clarity isn't demanding — it's respectful. It gives others something real to respond to. 𝟮/ 𝗨𝘀𝗲 "𝗜" 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 "𝘆𝗼𝘂" "I have concerns about this approach" lands very differently than "you're missing the point." One opens a conversation. The other closes it. Owning your perspective takes the defensiveness out of the room. 𝟯/ 𝗟𝗶𝘀𝘁𝗲𝗻 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗽𝘂𝘀𝗵 𝗯𝗮𝗰𝗸 Assertiveness isn't a monologue. Ask how they got there before you tell them why you disagree. You will learn something. And if your view doesn't change, you'll deliver it with far more credibility. 𝟰/ 𝗢𝗳𝗳𝗲𝗿 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻 "I don't think this works, but here's what might" is assertive and collaborative. It shows you're invested in the outcome — not just in being right. 𝟱/ 𝗚𝗲𝘁 𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝘀𝗮𝘆𝗶𝗻𝗴 𝗻𝗼 Not defensively. Not apologetically. Clearly: "I don't have capacity for this right now." A clean no protects your yes. And people respect the boundary far more than the resentful yes they'd get otherwise. Confidence doesn't unlock assertiveness. Assertiveness unlocks confidence. Which one of these is hardest for you to practice? --- Follow me, tap the (🔔) Omar Halabieh for Leadership and Career posts.

You walked out of that meeting thinking it went well. But three days later, the deal fell through. Here’s what happened: You were listening to their words. They were showing you the truth with their body. Research on nonverbal communication shows we transmit a significant amount of our emotional meaning through body language — the micro-expressions, the posture shifts, the way someone angles their chair when they’re actually ready to leave. Yet most of us are walking around half-blind. We catch the obvious signs — crossed arms, eye rolls — but miss the subtle ones that tell the real story. The three cues I watch for in any high-stakes conversation: The Lean Test. When someone is genuinely interested, their body follows their attention. They lean in. Their feet point toward you. If they’re saying yes but angling toward the door, believe the body. The Eyebrow Flash. It’s involuntary — a quick lift that signals recognition and interest. Ethologist Irenaus Eibl-Eibesfeldt documented this across every culture he studied. In the first 2 seconds of meeting someone, this micro-expression tells you if they’re open to connection. The Self-Soothe. When someone touches their neck, plays with their hair, or adjusts their collar repeatedly, their nervous system is seeking comfort. They’re feeling uncertain, even if their words sound confident. Reading people isn’t about becoming a human lie detector. It’s about closing the gap between what someone says and what they feel — so you can respond to the actual conversation happening beneath the surface. What body language cue have you learned to trust over time?

I’ve trained in rooms where people speak English, but think in Marathi, Hindi, Bengali, Tamil Same company, same goals, but completely different communication styles. We love patting ourselves on the back for being diverse. But when a South Indian team feels a North Indian manager is "too aggressive," or a Gen Z employee thinks their Gen X boss is "dismissive", we call it a "communication gap." When really it's India's invisible boardroom barrier. Because while communicating, you’re navigating: 🔹 Cultural nuances 🔹 Generational gaps 🔹 Language preferences 🔹 Urban vs regional perspectives And if you're not adapting, you’re alienating. Here's my 3A’s of Cross-cultural communication framework: 1. Awareness: Recognize that your communication style is shaped by region, generation, and upbringing. It's not universal. 2. Adaptation: Match your message to your audience. One style doesn't fit all rooms. 3. Ask: When in doubt, clarify: What does yes mean here? How do you prefer feedback? What's the protocol for disagreement? India's diversity is incredible. But if we are not actively learning to communicate across cultures, not just languages, we're wasting it. P.S. What's your biggest cross-cultural communication struggle? #CrossCulturalCommunication #AwarenessAdaptationAsk #3AsFramework #Awareness #Adaptation #Ask #CommunicationGaps

85% of employees encounter workplace conflicts, but most leaders avoid addressing them. This used to be one of my weaknesses too, till I learnt the Thomas Kilmann Conflict Model. This categorizes all forms of conflict resolution into five distinct strategies, based on a balance between assertiveness and cooperation. Here are the 5 strategies it teaches you, and when to use each: 1. Competing You push your agenda with authority or strong arguments. It’s great for quick decisions but might strain relationships. Example: A project manager insists on a specific vendor, though the team doesn't like working with them, leading to resentment but meeting tight deadlines. 2. Accommodating You put others’ needs first to keep the peace. Best for when harmony matters more than the issue itself. Example: A team leader agrees to extend a colleague’s project deadline, even if it delays their own work, to maintain team morale. 3. Avoiding Sidestepping conflict altogether, ignoring the problem for the time being. This can be helpful when the issue is minor, but often leads to unresolved tensions. Example: An employee is unhappy with a project they’re assigned, but it’s only for 2 months, so they avoid raising concerns. 4. Collaborating You and the other party work together, investing time and resources to find a solution that satisfies everyone. Perfect for complex problems. Example: Two team leads work together to split resources between projects, ensuring both teams meet their goals without sacrificing quality. 5. Compromising You both give up something to reach an agreement. It’s a middle ground between competing and accommodating. Example: Two managers agree to split the budget increase, each getting half of what they initially wanted to support their projects. - The Thomas-Kilmann Model isn’t just a theory - it’s a practical tool you can apply daily. Consciously finding the right type of conflict handling style to use is a game changer for leaders - and will lead to a stronger team. #companyculture #leadership #strategies

When negotiating, do you think the big wins happen at the table? They don't! The real magic happens before the first word is spoken. Success in 80% of negotiations is due to preparation. It's taking small steps to control the process, foresee challenges, and set small goals. I coached a procurement manager stuck in a deadlock with a supplier. Both sides had drawn firm lines: • The supplier demanded upfront payments. • The procurement team refused. • They feared cash flow issues. For weeks, the talk had gone in circles. It made no progress. When I stepped in, I asked one question: “𝙒𝙝𝙖𝙩 𝙙𝙤𝙚𝙨 𝙩𝙝𝙚 𝙨𝙪𝙥𝙥𝙡𝙞𝙚𝙧 𝙧𝙚𝙖𝙡𝙡𝙮 𝙣𝙚𝙚𝙙?” The team realized the supplier's main concern wasn't money. It was to reduce delivery risks. By focusing on interests, not positions, we found a solution: 𝗔 𝘀𝗺𝗮𝗹𝗹 𝘂𝗽𝗳𝗿𝗼𝗻𝘁 𝗽𝗮𝘆𝗺𝗲𝗻𝘁, 𝗽𝗹𝘂𝘀 𝗺𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲 𝗽𝗮𝘆𝗺𝗲𝗻𝘁𝘀 𝘁𝗶𝗲𝗱 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗵𝗮𝘀𝗲𝘀. The result? The deal closed in two days, with terms that worked for both sides. That negotiation taught me this: →  Preparation isn't just logical. → It's also strategic and emotional. I'm happy to share here how I prepare for a negotiation: 𝗦𝗲𝘁 𝗦𝗠𝗔𝗥𝗧 𝗴𝗼𝗮𝗹𝘀 𝗳𝗼𝗿 𝗲𝘃𝗲𝗿𝘆 𝘀𝘁𝗮𝗴𝗲. • Be Specific, Measurable, Achievable, Relevant, and Time-bound. • No vague goals like “get the best deal,” aim for concrete outcomes: → Add a long-term partnership clause → Reduce delivery timelines by 10% → Secure flexible payment terms 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝗶𝗻𝘁𝗲𝗿𝗲𝘀𝘁𝘀, 𝗻𝗼𝘁 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀. • Ask, why does the other side want this? • When you negotiate based on interests, you create options that meet both parties’ needs. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗠𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝗼𝗳𝗳𝗲𝗿𝘀 (𝗠𝗘𝗦𝗢𝘀) • Successful comes with always having options ready. For example: → Offer A: A 5% discount for upfront payments. → Offer B: Standard payment terms and extended service coverage. If you present choices, you reduce deadlock and keep control of the conversation. 𝗨𝘀𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗼𝗻 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗹𝗼𝗴𝗶𝗰—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻. • Practice self-awareness to stay composed under pressure. • Show empathy to build trust. • Use "Feel, Felt, Found" on objections, and it'll guide decisions. Negotiation is like a dance. Both sides need to move in sync, adjusting their steps as they go, to create a harmonious outcome. And the best dances are choreographed long before the music starts. So, what’s been your biggest negotiation breakthrough? Have you ever unlocked a deal by shifting focus from demands to solutions? Found success by preparing better than your counterpart? Drop your story in the comments—I’d love to hear it. Or DM me if this resonates with a challenge you’re navigating. Let’s talk about what works.