<div class="sim-label">Lead With Impact Simulation</div>
<h2>Leadership Trade-Off Scenarios</h2>
<p>
This experience presents real leadership dilemmas where there is no perfect answer.
Each option represents a different trade-off.
</p>
<p>
Select the option that best reflects what you would do.
</p>
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<h2>The New Client Conflict</h2>
<p>
A major global player wants a customized version of your product suite.
However the client competes directly with another business unit.
There is no formal rule preventing the deal, but internal conflict is sensitive.
</p>
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<h3>Option A</h3>
<p>Engage directly with the other business unit leadership before proceeding.</p>
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<h3>Trade-Offs</h3>
<ul>
<li>Drive Business: +1</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: +2</li>
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<h3>Option B</h3>
<p>Proceed but modify the offering to reduce overlap.</p>
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<h3>Trade-Offs</h3>
<ul>
<li>Drive Business: +2</li>
<li>Enable People: 0</li>
<li>Commit to Culture: -1</li>
<li>Personal Leadership: +1</li>
</ul>
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<h3>Option C</h3>
<p>Pause and escalate the decision to leadership.</p>
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<h3>Trade-Offs</h3>
<ul>
<li>Drive Business: 0</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: 0</li>
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<h3>Option D</h3>
<p>Decline the opportunity due to internal conflict.</p>
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<h3>Trade-Offs</h3>
<ul>
<li>Drive Business: -1</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: +1</li>
</ul>
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--><h2>Option A Results</h2>
<h3>Positives</h3>
<p>
Models peer collaboration and cross-business respect.
</p>
<h3>Risks</h3>
<p>
May delay the opportunity or create friction internally.
</p>
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<h3>Leadership Dimensions</h3>
<ul>
<li>Drive Business: +1</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: +2</li>
</ul><h2>Option B Results</h2>
<h3>Positives</h3>
<p>
Allows you to pursue the commercial opportunity while attempting to reduce internal conflict between business units.
</p>
<h3>Risks</h3>
<p>
Even with modifications, the deal may still be seen as competing with another unit’s strategy.
This could create internal tension or perceptions of misalignment.
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<h3>Leadership Dimensions</h3>
<ul>
<li>Drive Business: +2</li>
<li>Enable People: 0</li>
<li>Commit to Culture: -1</li>
<li>Personal Leadership: +1</li>
</ul><h2>Option C Results</h2>
<h3>Positives</h3>
<p>
Escalating the decision ensures alignment with group leadership and avoids unilateral decisions that could affect other units.
</p>
<h3>Risks</h3>
<p>
Escalation may slow down the opportunity and signal limited ownership of the decision at your level.
</p>
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<h3>Leadership Dimensions</h3>
<ul>
<li>Drive Business: 0</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: 0</li>
</ul><h2>Option D Results</h2>
<h3>Positives</h3>
<p>
Protects internal alignment and avoids potential conflict between business units.
</p>
<h3>Risks</h3>
<p>
Declining the opportunity may mean losing a strategically valuable client and limiting growth potential.
</p>
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<h3>Leadership Dimensions</h3>
<ul>
<li>Drive Business: -1</li>
<li>Enable People: +1</li>
<li>Commit to Culture: +2</li>
<li>Personal Leadership: +1</li>
</ul>