There I was, standing on the edge of a deal that was going to make or break my career. After months of negotiations, we had reached the final stages of closing a significant real estate development project. Everything seemed to be in place — until it wasn’t.
An unexpected and costly expense arose. No one involved in the deal — the buyer, the seller (me), the utility provider, or the municipality — foresaw this issue, and no one wanted to take responsibility for it. The argument quickly escalated, and before long, it became clear that the entire deal was at risk of collapsing.
In my heart, I felt it was unfair for me, as the seller, to bear this expense. I had every justification to stand firm. But as the tension mounted, I took a deep breath and paused.
I found myself thinking about the trees on my property in Jamaica. When storms roll through the island, two types of trees reveal themselves: those that bend and those that break. The stiff, unyielding trees often snap under the pressure of the wind and are washed away. But the flexible ones — those willing to sway and adapt — survive the storm and thrive afterward.
In that moment, I decided to be like the flexible tree. I made the tough call to absorb the cost, even though it felt unjust. I “bent” for the sake of the deal, choosing survival and forward momentum over the risk of complete loss.
The outcome? The deal closed successfully, opening doors to new opportunities and setting the foundation for the career I enjoy today. That one moment of strategic flexibility became the cornerstone of my professional growth.
This experience taught me an invaluable lesson; knowing when to hold firm and when to bend is a skill every leader needs. Here are some takeaways for middle-market business executives navigating similar challenges.
1. Assess the long-term impact. When faced with an immediate challenge, step back and consider the broader implications. Will holding your ground jeopardize a valuable relationship or a critical opportunity? If so, flexibility might be the better path.
2. Understand the cost of stubbornness. Being rigid can feel righteous in the moment, but it often comes at a price. Ask yourself if the principle worth more than the potential outcome.
3. Communicate your decision strategically. Flexibility doesn’t mean weakness. Frame your concession as a choice for the greater good. In my case, I made it clear that I was absorbing the cost to keep the deal alive and that I valued the collaboration enough to make the sacrifice.
4. Learn from every storm. Just as I’ve learned from the trees in Jamaica, find lessons in every challenge. Flexibility is a muscle; the more you use it wisely, the stronger it becomes.
In business, as in nature, storms are inevitable. But survival and success often depend on our ability to adapt. Remember, bending doesn’t mean breaking — it means living to see another day and growing stronger for the experience.
Sam is a seasoned real estate developer and founder/owner of the largest privately held home-building company in Cleveland. He has decades of experience navigating complex deals and fostering win-win outcomes.
