Closing negotiation with a client
The client accepts the scope but pushes for a discount at the end of the quarter. There is room to give, but not much. You have to close without giving value away or burning the relationship.
Seven conversations your team can rehearse today.
These are the scenarios Frank ships with, grouped by the function that has to hold them. They are starting points: every company rewrites them with its own products, objections and numbers.
Every scenario carries its nature: routine, tense or conflict. It isn’t a scale, it’s the kind of conversation. What happens inside a session, from the scenario to the report, is explained on the product page.
See how a session works01
Commercial
The ones that move money. The other side wants to pay less, doubt more, or not buy at all.
Pitch to a skeptical investor
The investor questions the viability of the business model and doubts the projections. You have to hold the pitch with clarity and data, without getting defensive or folding under pressure.
02
Leadership
The ones a leader has with the team every month, and the ones they would rather never have.
Routine feedback to the team
A monthly one-on-one with someone who delivers but has two or three things to improve. The conversation has to feel close, not clinical, and leave the next steps clear without triggering defensiveness.
Delivering a hard decision to the team
You have to announce a change that will hurt: a budget cut, the cancellation of a project people care about, a reorganization. Honest without being cold, and with room for the team’s reaction.
03
People
The ones that reach HR once they can no longer be postponed and nobody wants to have.
Conflict between two team members
Two people who report to you have been clashing for weeks. Your role is to mediate: make each one feel heard, find what’s underneath the noise, and agree on a clear operating commitment.
04
High exposure
The ones you have a few times in a career and that don’t allow a second attempt.
Confrontation with a cofounder over direction
Your cofounder argues that the strategic direction you’re taking is a mistake, and the discussion heats up. Your goal is to defend your vision without destroying the partnership or giving in out of exhaustion.
Dismissal conversation
You are letting go of someone you worked with for several years, and they don’t fully see it coming. Your role is to be clear, humane and firm, without dragging the conversation out or leaving doubts.
The catalog isn’t fixed.
These seven scenarios are the ones Frank ships with. The ones your team actually uses are written from your documents, and the ones missing here, with your suppliers, your board or your key client, get written the same way.
- 01What you hand over
- The documents you already have: culture handbook, discount policy, sales playbook, CRM notes. Nothing new to write.
- 02What Frank proposes
- Conversations with your products, your objections and your numbers inside them, each with its nature and the person it’s aimed at.
- 03What you approve
- You correct and approve the ones that go in. Frank proposes; the approval is always yours.
You leave the demo with at least one scenario written for your company.