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🦀 ClawHub

Negotiation One Sheet Generator

by @quochungto

Build a complete Negotiation One Sheet — a five-section preparation document that covers your aspirational goal, a counterpart-validating situation summary,...

Versionv1.0.0

#crypto-defi #legal #automation #communication

⚡ When to Use

Trigger	Action
The Negotiation One Sheet is a five-section preparation document. It takes the place of a script (which makes you rigid) and replaces it with prepared tools (which make you adaptive). When pressure hits, you do not rise to the occasion — you fall to your highest level of preparation. This document is that level.
Use this skill to build the full one sheet. Use the Level 0 skills listed in `depends-on` when you want deep, standalone output for any individual section. The hub works in two modes:
- Standalone mode: Each section uses a simplified inline process. Produces a complete one sheet without invoking any other skill.
- Integrated mode: For sections where a Level 0 skill is available and loaded, invoke it to get deeper output, then copy the relevant artifact into the one sheet.
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💡 Examples

Example 1: Salary Negotiation

Scenario: A senior engineer preparing to negotiate a 25% raise with their current employer. They know budget constraints exist but also know their work has driven significant retention impact. They have 30 minutes before the conversation.

Trigger: "Help me build a complete one sheet for my salary negotiation this afternoon."

Process:

Section I: Aspirational goal set at 25% raise (above market mid-range for the role). Walk-away at 15%. Written and stated to a friend.

Section II: Summary written from manager's perspective — acknowledges budget cycle pressure and that raises are being evaluated against team-wide equity, not just individual performance.

Section III: Three labels prepared — strongest first: "It seems like any raise right now creates a precedent problem with the rest of the team." Second: "It sounds like the timing isn't great given what the budget situation looks like." Third: "It seems like you want to reward good work but you're constrained by what's possible."

Section IV: Two value-revealing questions (What does retention of high performers cost us relative to a raise?), one stakeholder question (How are decisions like this usually made — is it just you or does HR need to sign off?), one deal-killer question (What happens if this conversation doesn't go anywhere today?).

Section V: Noncash items identified — earlier performance review cycle in exchange for lower raise increment now; remote work flexibility; professional development budget for conference attendance.

Output: negotiation-one-sheet.md with all five sections filled, goal set at 25%, two-sentence summary written from manager's perspective, three sequenced labels, four calibrated questions with follow-up labels, and two noncash alternatives as final-stage creative options.

Example 2: Vendor Contract Renewal

Scenario: A procurement manager renewing a SaaS contract. The vendor has sent a 30% price increase. The procurement manager wants to hold price flat and secure a 2-year term.

Trigger: "I have a contract renewal meeting tomorrow. The vendor wants 30% more. Build me a one sheet."

Process:

Section I: Goal — hold price flat or max 5% increase, lock in 2-year term with price protection. Walk-away at 15% increase maximum.

counterpart-style-profiler invoked — vendor account manager classified as Assertive. Adaptation: lead with label before counter-position. Get to the point quickly. Do not over-explain rationale.

Section II: Summary from vendor's perspective — they need to justify pricing to their own leadership and have been under margin pressure. The account relationship has been stable but the procurement manager has not been vocal about value internally.

accusation-audit-generator invoked — three labels prepared: strongest first: "It seems like you're in a position where you can't bring a flat renewal back to your team and have it look like a win." Second: "It sounds like the pricing increase is tied to something that happened at the platform cost level, not just a negotiating position." Third: "It seems like locking in a longer term creates some of its own complications for you internally."

Section IV: Three questions — What would a 2-year commitment change about how you think about the pricing? How does this account fit into your team's goals for retention this year? What happens to the pricing structure if we decide to go to market?

Section V: Noncash items — offer a public case study, agree to introductory reference calls for two new prospects, offer a multi-year term with annual increases capped at CPI.

Output: Complete negotiation-one-sheet.md integrating counterpart-profile and accusation-audit outputs, with Assertive-adapted delivery notes and a noncash offer structured around reference value rather than cash.

Example 3: Partnership Deal with a Larger Company

Scenario: A startup founder negotiating a distribution partnership with a much larger company. Power asymmetry is significant. The larger company's champion is enthusiastic but internal approval is uncertain.

Trigger: "I'm meeting their VP next week. There's a real deal here but I don't know who else needs to approve this. Build me a one sheet."

Process:

black-swan-discovery invoked — key hypothesis: the champion does not have final authority and there is an internal stakeholder (legal or procurement) who has not been surfaced. A second hypothesis: the larger company is evaluating two alternatives simultaneously and is using the meeting to gather competitive information.

Section I: Goal — signed letter of intent with exclusivity clause, revenue share above 20%, and implementation timeline under 90 days. Walk-away: any deal without exclusivity protection.

Section II: Summary from VP's perspective — their team needs a credible distribution solution before the end of the quarter. This partnership solves a problem they have already identified internally. The risk for them is picking a partner who underdelivers and creating an embarrassment.

Section III: Three labels — strongest: "It seems like the real concern is what happens if this partnership doesn't work and your team has publicly backed it." Second: "It sounds like there are people not in this meeting whose buy-in you need before anything can move." Third: "It seems like the timeline is being driven by something on your side that we haven't fully talked about yet."

Section IV: Value-revealing (What does success look like for your team 12 months from now?), stakeholder (How on board are the people who would actually implement this?), deal-killer (What would have to be true for this not to move forward?).

commitment-verifier noted for post-meeting use — any "yes" from the VP in this meeting should be analyzed before treating as a commitment.

Output: negotiation-one-sheet.md with Black Swan hypotheses in Section VI, stakeholder-focused questions dominating Section IV, labels targeting the political risk of public backing, and a post-meeting action item to run commitment-verifier on the VP's responses.

View on ClawHub

TERMINAL

clawhub install bookforge-negotiation-one-sheet-generator