Yuhan He
F007HSR
Early in my career, a difficult experience as a first-time project manager fundamentally reshaped how I
approached negotiation. In 2021, I led a cross-functional team of 34 to launch my company’s first-ever
VR project. While I was excited by the scale and novelty of the initiative, my inexperience showed. I
failed to account for the internal timeline required to submit contracts to the finance team, which led to
delayed payments to our studio partner and disrupted their rent schedule. Ultimately, the studio filed a
lawsuit against our company for late payment.
In the aftermath, I attempted to negotiate a remediation plan with the finance manager. However, tensions
were already high. Our department director had publicly blamed her for the issue, and she was
understandably frustrated and defensive. I reacted poorly to her attitude, became emotionally disengaged,
and abandoned the negotiation altogether, assuming the matter should be escalated to the executive board.
At that moment, I viewed negotiation as transactional and adversarial. If alignment was not immediate,
walking away felt like the easiest option.
My perspective shifted after a conversation with my mentor. He reminded me of a principle closely
aligned with BATNA: “If this is your project, it’s your responsibility to find the best alternative for
everyone involved.” His words made me realize that I had been focused on protecting myself rather than
repairing trust or enabling collaboration.
I returned to the finance manager with a different approach. Instead of leading with solutions, I began by
acknowledging my mistake and apologizing for the situation she had been unfairly placed in. I asked for
her guidance to better understand finance workflows and proposed mock simulation sessions to rehearse
the approval process for future projects. By prioritizing empathy and accountability, I shifted the tone of
the conversation. She agreed to support me, and we conducted several practice runs before my next
project. Since then, I have never missed a payment milestone.
This experience shaped my natural approach to negotiation. I learned that effective negotiation begins not
with alternatives or leverage, but with emotional alignment. Before others can consider your solutions,
they must first feel heard and respected. The one word I would use to describe my negotiation style today
is empathetic.