Three partners of a management team of one company were working on a big project with another company. In the course of negotiations, the president of the other company got very angry with the trio because they wouldn’t do something he wanted them to do.
Two of the three partners lost sleep, worried, and fretted about the breakdown of negotiations; they wondered what they would do if the president of the other company no longer liked them. They finally called a meeting with the third partner to talk about a strategy. They were prepared to change all of their plans to appease the angry man. When the two told their third partner of their plans to “give away the store,” he just looked at them and said, “What’s the big deal? So he’s angry. What else is on the agenda?”
They all began to laugh as they saw how silly they were being. They were acting like children with an angry parent, as if their psychological survival depended on this president’s being happy.
Each of the two partners who had feared the anger of the other man came from homes where anger was used to control; the third partner had never been exposed to that tactic. As a result, the latter had good boundaries. They elected him to meet with the president of the other company. He confronted the man, saying that if he was able to get over his anger and wanted to work with them, fine. But if not, they would go somewhere else.