I’d assert my leadership by calmly and directly addressing the challenge to maintain unity and focus on our client's interests. For instance, if a team member insists on a risky clause during a real estate negotiation, I'd say, "I appreciate your perspective, but our priority is minimizing client liability. This clause introduces unnecessary risk. Let’s align on protecting our client as a top priority." I’d then invite a solution that supports our overall strategy, reinforcing my authority while valuing their input.

When faced with a team member challenging your authority in contract negotiations, it is essential to handle the situation with poise and strategy. Reiterate your role, ensuring alignment with the team's goals. Engage in active listening, understanding their concerns, and validating their points before steering the conversation back to the agenda. Communicate decisively, providing clear rationale for decisions to foster respect and confidence in your leadership. Remember, effective leadership involves a combination of assertiveness and empathy. Maintaining a calm and composed demeanor, actively listening to the team member's concerns, you can effectively address the challenge and reaffirm your leadership position.

I do not believe that this should ever happen because ground rules should be in place in advance of any negotiation. It is OK to disagree with a leader but not in front of an audience. Every negotiation comes with an opportunity for breaks and that is the time to air any concerns privately amongst team members. Taking the approach will save face for everybody while giving people an opportunity to voice any concerns in a constructive manner. If this behavior occurred during a negotiation, I would suggest that it's a good time for a break. Certainly, I would take on board any constructive feedback. But I would also take the time to provide redirecting feedback to my team member.

Firstly listen, they may have a point. Understand their perspective and then make a decision, is their point of view valid, in which case have the courage to pivot. If you do not agree, explain why you do not agree.

It is always important to see things from different perspectives, as this can provide valuable insight which might have escaped your notice. In this case, encourage further communication, let your team members speak their mind, and then reconcile your point of view with theirs. At the end of the day they not only learn from you, but you also learn from them. The results might even surprise you

Depends on the circumstances and the subtext. Always have in mind the goal of the negotiations in relation to the other party and how responding to the challenge of authority influences your possibility to achieve that goal. The challenge could thus be dealt with on the spot in differing degrees of severity or ignoring it might be in order, with a follow up conversation with team member in a different setting.

Address the challenge calmly and assertively, reinforcing the importance of the agreed approach and the team's shared goals. Encourage open dialogue to understand their perspective, but reaffirm your role in guiding the negotiation to ensure a cohesive and effective strategy.

For striving conscious leadership, it is essential to rely on the entire team and recognize that each member has valuable and diverse perspectives. Then, I understand there is a high probability that I, as a human, may have overlooked something important that this team member has noticed. That’s why I express my gratitude for their input. I bring the team together to analyze the pros and cons with the goal of enriching a unified proposal. This process optimizes the project, also demonstrates that conscious leadership is about valuing everyone’s contributions, allowing the team to shine, and ensuring that every perspective is taken into account. Being a leader means guiding, recognizing their potential, embracing contributions.