Quantum Negotiation

6 Leading Is Not about the Leader

Do you remember Lina from the introduction? She was the discouraged project manager who was entrusted to spearhead the development of a new values statement for her multinational organization. This venture was part of a CEO‐driven transformation to a purpose‐driven and values‐led organization. The strong resistance and antagonistic attitudes in the organization did not bode well for success. Lina was discouraged, but not deterred. She understood that she needed a savvy approach. She recognized clearly that her success rested on her ability to negotiate agreements, endorsements, and support for a change that nobody wanted and many openly resisted. She reflected deeply on the mission on which she was about to embark. Carefully assessing the situation, she drew three key conclusions that would transform the way she approached her mission:

1. The resistance she encountered was in fact a positive sign of attachment to a values foundation that was profoundly admirable. After all, she knew from friends in other organizations that corporate values were often little more than wall decoration.
2. For this project to be successful, employees, and particularly leaders in the organization, could a get a sense of “internal colonialism” or “headquarter imposition.” The symbolic power struggle that this could create would undermine the eventual success of this project.
3. The pride of ownership of these values was exactly what the CEO wanted to tap into with his ...