T

he negotiation phase of my client’s merger with a larger organization was drawing to a close. This consolidation was going to be big news, and everyone was looking forward to getting it done. I sat with my client through a long week of agreeing to terms, and then it happened: The other CEO’s attitude was truly revealed.

“The way this merger is going to work is: If you do your part, then I will do my part,” proclaimed the CEO. “But if you don’t do your part—if you think you will screw with me—take note that I will screw with you even more. Treat me fairly and I will treat you fairly.”

I looked at my client, hoping to glimpse his thoughts, but his face registered no emotion. Everyone then left the room.

“This merger cannot go through,” I said, facing my client.

“I know,” he said.

You might be thinking that the CEO’s passionate announcement was fair. After all, as long as my client treated him fairly, then all would be well. If my client treated him unfairly, however, the war would be on.

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