I really enjoy reading abt Boris the tradeoff approach towards setting organisational needs

It’s also very timely given that I’m in the late stages of a protracted negotiations with a pillar customer and I’m unconsciously, uncomfortably, and clumsily mirroring the same approach by sneaking in tradeoffs with the sourcing personnel of my customer.

I look forward when you elaborate on the last 2 sneaky strategies

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yea — sneaking them in is better than not having them articulated at all but way less good than if the client is part of the process of articulating and accepting them (which is the hard bit)

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