SCENARIO 1: The Deal That Shouldn’t Exist
(You are Front Office – Sales Director)
Shared Context (You See This)
It’s late in the quarter.
You are working on a high-value, strategic deal with a major regional client. The relationship is important, and this transaction could significantly strengthen your position.
The deal has been shaped over several weeks, with input from multiple stakeholders. There is already internal momentum and an expectation that this will close.
The structure is customized and complex, designed to meet specific client needs.
Now, the deal requires Operations sign-off.
From your perspective:
This is a commercial opportunity
The client expects flexibility
Speed matters
You’ve seen this before—Operations raising concerns at the final stage.
Your Role: Sales Director
Your Situation
You are close to closing an important deal
Internal expectations are high
What You Care About
Revenue
Client relationship
Delivering results this quarter
What You Believe
Operations tends to slow things down
This can be managed if needed
Your Objective
Get the deal approved quickly
Your Tactics
Emphasize urgency
Position as a “one-off”
Downplay operational concerns
Hidden Pressure
Your leadership expects this to land
Winning Looks Like
Operations does not delay or block
You retain momentum with the client
SCENARIO 2: The Transformation Nobody Asked For
(You are Country Operations Head)
Shared Context (You See This)
A regional transformation initiative is being rolled out to standardize operations across APAC.
The stated goals:
Improve efficiency
Reduce risk
Create scalability
From your perspective:
Your current processes, while imperfect, allow your team to deliver
You are already managing heavy workloads
The new model introduces disruption and additional effort
There is also context:
Past initiatives have not always delivered promised benefits
Changes often feel centrally designed, with limited local input
You are now being asked to adopt this new model.
Your Role: Country Operations Head
Your Situation
Your team is under pressure
This change creates short-term pain
What You Care About
Maintaining performance
Protecting your team
Avoiding unnecessary disruption
What You Believe
This does not fully reflect local reality
Costs will be immediate; benefits uncertain
Your Objective
Delay, modify, or limit implementation
Your Tactics
Highlight practical constraints
Challenge assumptions
Push for flexibility
Hidden Truth
You are open—if it clearly helps your team
Winning Looks Like
Reduced scope, delayed rollout, or tailored implementation
SCENARIO 3: The Funding Fight
(You are Business Head / Senior Stakeholder)
Shared Context (You See This)
You are managing a portfolio of priorities with limited budget and resources.
Multiple initiatives are competing for attention:
Revenue-generating opportunities
Strategic growth projects
Technology investments
Operations has proposed an initiative focused on:
Improving efficiency
Reducing manual work
Enhancing processes
From your vantage point:
The issues are not urgent
Benefits are not immediately visible
IT resources are already stretched
You are being asked to support and fund this initiative.
Your Role: Business Head / Senior Stakeholder
Your Situation
You must prioritize limited resources
You are accountable for business outcomes
What You Care About
ROI
Strategic alignment
Speed to impact
What You Believe
Operations projects are secondary to revenue
This can likely wait
Your Objective
Challenge the proposal
Avoid committing unless convinced
Your Tactics
Push on ROI and timing
Compare against other priorities
Test the strength of the case
Hidden Pressure
You will support strong, well-framed ideas
Winning Looks Like
You only commit if it clearly drives business value