Shadowing Pack 2｜交渉・衝突・面接（圧のある会話に耐える）

Given the scope, we can’t go below this price. The margin is already tight.

Understood. Just to confirm, your constraint is margin, not timeline—right?

Correct. If anything changes, it would be scope.

Okay. If we reduce scope by 15%, can you reduce the price by 10% and keep the delivery date?

Possibly. We’d need a longer contract term.

Got it. So: scope down 15%, price down 10%, delivery unchanged, and we extend the term. Let’s put that in writing.

This is not acceptable. We’ve already slipped twice. Why should we trust this plan?

I hear you. Let me own the risk and be specific. The reason we slipped is vendor approval. Here’s what changes today.

I don’t want excuses. I want a guarantee.

Fair. What I can guarantee is process: daily checkpoints, a clear owner, and escalation if we miss any milestone. If you want a date guarantee, we need to either cut scope or add resources—your call.

Tell me about a time you influenced without authority.

Sure—just to confirm, you mean influencing cross-functionally when I didn’t manage the team, correct?

Exactly. Keep it concise.

Situation: vendor risk. Task: align teams. Action: I reframed the goal, set a decision deadline, and clarified owners. Result: we shipped on time and reduced rework by 20%.

So you’re saying your team won’t deliver anything this month.

Not exactly. Let me clarify. We will deliver the core feature this month. The optional items move to next month. I may not have been clear.

Okay—so core this month, optional next month.

Correct. I’ll send a written recap with dates and owners.