Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
Blood in your veins
|
“When you understand that every opinion is a vision loaded with personal history, you will begin to understand that all judgment is a confession.” – Nikola Tesla Note that sentence. Do it by hand. Yes, in a piece of paper. Have it next to your screen, desk, or whatever. Read it every day. and every time a stupid shows you his stupidity through his month. If that sentence does not make you jump out of your chair to do something productive... you simply have no blood in your veins. That's all for today.
​
PD 1: If you liked this email, don't keep it in secret and forward it to a friend. They will thank you enormously one day. PD 2: If somebody has sent you this email and you want to receive emails like this yourself, visit vicentevalencia.com PD 3: If you want unsubscribe, click the link below. |
Vicente Valencia
Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
Look. Leverage is not only what you can actually do. It is what the other side believes you can do. That matters. Especially in big infrastructure projects and SPVs. Every contractor, operator, supplier, authority and shareholder is constantly assessing two things: What can they gain? And what could they lose? Find that out, and you start negotiating properly. Not emotionally. Not aggressively. Properly. You understand what matters to them. You understand what they fear. And you use that...
Look. There are many boring industries. Infrastructure is one of them. PPPs are even worse. Long meetings. Technical reports. Risk registers. Governance papers. Contracts nobody wants to read. Very boring. Good. Boring markets are often gold mines. And you know my opinion on this too. The best PPP or major infrastructure project is usually boring too. No drama. No heroic recovery plan. No ministerial crisis. No contractor threatening to walk away. No board meeting that feels like a hostage...
The person across the table is rarely the real problem. The unresolved issue is. But once negotiations get tense, we forget that. We start blaming motives. Questioning competence. Building a case against the person. And from there, everything gets worse. Because when you turn the other side into the enemy, solving the issue becomes almost impossible. Bye, bye, partnership. The better approach is simple: Separate the person from the problem. Be hard on the issue. Clear on the facts. Direct...