Forbes
In “The Power of Declaring ‘Yes’ – Even When It’s ‘Maybe’,” Yael Chayu challenges conventional negotiation thinking by showing how confidently embracing ambiguity as a “yes” can shift the narrative and command momentum. She argues that in business and leadership, daring to move forward even without absolute certainty becomes a strategic advantage – one that transforms hesitation into opportunity and fosters progress when others stall.
Forbes
In the article “President Trump Demonstrates: Using Power as a Negotiation Tool,” Yael Chayu analyzes Donald Trump’s negotiation style — emphasizing how he leverages power dynamics, calculated inconsistency, and the ability to “walk away” to gain control and influence outcomes. She notes that while power can be an effective negotiation tool, overuse may harm credibility and trust. Chayu advises business leaders to adopt this tactic strategically: project confidence, withdraw from unfavorable deals, and maintain long-term professional relationships.
Forbes
In the article “Not Just Talk: The American Strike in Iran Is a Perfect Lesson in Leadership, Influence, and Negotiation,” Yael Chayu presents the U.S. airstrike as more than a military action — it serves as a powerful example of strategic leadership and negotiation. She explains how decisive action can redefine the rules of engagement, reshape perceptions, and force counterparts to reevaluate their stance. Chayu highlights that effective negotiation goes beyond dialogue; it requires understanding the other side’s mindset, using power with precision, and offering dignified solutions that enable all parties to reach an agreement without losing respect or authority.
Forbes
In the article “No Mood to Negotiate? What Trump’s Iran Message Reveals About Executive Strategy,” Yael Chayu argues that when Trump declared he was “not too much in the mood to negotiate,” he delivered more than a political statement — he sent a strategic signal. He used timing, tone, and context to project dominance, reframe the negotiation dynamics, and exert pressure without explicit threats. Chayu outlines how leaders can learn from this: by cultivating alliances, orchestrating the negotiation environment, signaling credibility, knowing when to adopt a “take-it-or-leave-it” stance, managing unpredictability, and treating crisis itself as part of the leverage framework.
