How to Renegotiate After You've Said Yes?
You accepted a new role.
You heard the mandate, expectations and results. You were game.
You started the role with zeal only to discover a few months later that things are not what you imagined them to be.
You notice
the impossibility of achieving the target with your best efforts.
the resources that never came.
the infeasible deadline.
host of other challenges.
A part of you says that you are fearing the challenge.
There is another part of you that reminds you that failure is written on the wall inspite of you doing everything in your capacity to change it.
A leader I coached, took a senior role at a new company. She spent the first year proving the hire was right. By the end, she was burnt out because the mandate was impossible and she was carrying it alone.
When we started working together, her question was simple:
Is it too late to change this? Will I lose trust if I re-negotiate?She was worried about looking weak.
Here's what I've learned working with such leaders in this situation: renegotiating isn't weakness. It's often the only way forward.
The leaders who succeed in difficult roles aren't the ones who accept everything silently. They're the ones who speak up early, propose alternatives, and shape the mandate rather than just carry it.
Some pointers to get started:
Clarity is the core of the negotiation:
Before you walk in, know exactly what you're asking for.
You're not asking for an easier ride. You're asking for conditions that make success possible. It could be scope, resources, timeline or support.
With the intelligence provided by the actual data and work, invest your ernergy and time, develop clarity.
Understand your leverage
What is tnat you can leverage in terms of your exoertise, relationships and ecosystem that justifies what you are asking.
What makes them trust you this time?
Understand political landscape Your boss may have political capital invested in your portfolio. That's not a reason to stay quiet. It's information that shapes how you frame the conversation. Make them successful along with you.
Choose your frame
"I need help" — positions you as struggling.
"I see risks to the outcome" — positions you as strategic.
"For us to succeed together, we need to address this", usually lands best.
Have your BATNA ready
Have at least 3 different ways to achieve the mission. Do not get stuck on only one.
Do not make it a one time strategy
Re-negotiation may take a series of conversations. Do not get frustrated that your
first attempt failed.
Know when it doesn't work
All your strategies would work with dependencies and risks. Once you have a pulse, that it is not re-surrectable, then keep your management updated.
Decide whether/when you will move on.
Reflections for a leader of leaders:
What is the cost of waiting to re-negotiate?
Can you afford it?
What is uncomfortable but needs to be done for ecosystem success?
