The art of ensuring credible commitment
and making renegotiation-proof agreements.

Counseling for high-stakes diplomacy

We find the right narrative that will help you to build up strong functioning relationships in the competitive jungle and to navigate the political minefield with unequivocal integrity.

Gaining predictability over the human variables

Key intelligence. Understanding how the psychosocial variables of your stakeholders (their unconscious drivers) will translate in behavior and what will be their impact in costs and risks.

Safe diplomacy. Making agreements, which stand the test of time by conveying the narratives that will create leverage & trust in the context of major capital expenditures, and uncertainty.

Our approach: we bridge your information gaps

We gather your understanding of the issue, and simultaneously, we collect mass information “outside your narrative”. We extract out of chaos the key elements your vision is missing, and we communicate them to you in a way that your mind can grasp aspects of reality it can't see.

You can get results within a few days.


When the stakes are high, resources are scarce, power is to be gained or lost, and reputations are on the line. The struggle for power is, by definition, a zero-sum game. People are designed to behave according to their self-interests, and very often these interests diverge from the organization’s interests. Our job is to rationalize, frame, appease or unlock people’s minds as part of highly complex agreements, in order to successfully help the CEO to get rid of political gridlocks:

⚜ Promote stability ⚜

⚜ Gain bargaining power ⚜

⚜ Bring clarity to shareholders ⚜

⚜ Enter the mind of your stakeholders ⚜

⚜ Understand what hides behind their words ⚜

⚜ Clear the gap between political correctness/reality ⚜

⚜ Predict the outcome of an agreement before you even signed it ⚜

⚜ Resort to speed & limitless variations without demanding drastic change ⚜

⚜ Detect your stakeholders' mental flaws, psychological weaknesses, knowledge gaps ⚜

Our understanding of human nature and how it translates in real-life situations are unmatched; we know people better than they actually know themselves: we can see in people their internal drivers, which they don’t even suspect, and how these drivers will translate into actions in the future. We put those, who rely on contract law or financial data to form their opinions, out of their depth.

✪ Benefits you get ✪


CEOs live in a state of urgency. They can't explore every conceivable opportunity and possibility, and they have to make quick decisions based on incomplete information. And usually, what they do is running an ideology in their head (unconscious mechanism) and they expel the output without question. Moreover, what rises to the top levels are usually very productive and very diligent individuals, who tend not to reflect, but who are extremely efficient at deploying ideas from subordinates, whom are just incapable to judge or value "things" outside the framework of a procedure or the authority of someone. Independent thinking is a rare cognitive ability... not a skill that can be taught/acquired by someone.

Being audacious

The CEO is the last bastion standing against herd mentality. It's easier to buy a technology than to change a behavior. Large companies are big comfort zones prone to mob mentality: they were built by genius entrepreneurs, but their spirit left the organization a long time ago. Breakthrough ideas are, by definition, offensive to people, because it sweeps their false narratives and collides their self-interests. But, if you don't "offend" people, you don't have progress: this is so foundational to understand. CEOs tend to keep truths and rational ideas away from people, because they mind their hyper emotional reactions to anything approaching the truth, which makes companies more delusional, spineless and castrated.

Gaining self-awareness

Self-awareness is one of the rarest of human commodities. Human beings are, by nature, very shallow and have little to no integrity. They just want to feel good about themselves. They unconsciously choose to believe in comfortable lies rather than painful truths and they are genuinely wrong about themselves.  Indeed, self-deception is pervasive to all cognitive mechanisms and human behavior results from unconscious patterns: even when people 'think’ they are conscious, it is their unconscious mind that is actually making their thinking for them. You cannot grasp reality, if you don't have self-awareness in the first place. And, if you can't reach truths that others are blind to, you just can't compete on a free market.

Bursting your "good-news bubble"

What you don't see is what's gonna get you! High status and priviledges leave the CEO completely insulated, because experts/subordinates are "doctors of worry": they sell immediate anxiety relief. Giving people harsh truths when they believe in comfortable delusions, makes you having no political future. But, what it costs is any genuine solutions to the CEO's real problems. Thus, the CEO makes rational decisions within the framework of a system that keeps producing self-destructing outcomes. You can't change your circumstances, if you can pay someone just to change your mind about your circumstances. People are just incapable to wake up until the disaster is upon them... unless they have more visible cues...

Uncovering the blinders of bigoted experts

CEOs have to make decisions despite unknowns and ambiguities. The challenge for a CEO is to understand how everything connects and what are the future consequences of a decision. The more you gather inputs about an issue the more you uncover its conflicting aspects, which creates dissension and paralysis. Experts have such a narrow perception of reality, that they lack the ability to see the underlying problems. The more they feel strong and confident, the more they are blind and clueless about the ambiguities of situations. Typically, companies spend fortunes on lawyers for lousy achievements & "reputable" consulting firms sell competitive wisdom on paper, but they only deliver political correctness.

Escaping the tyranny of consensus in decision making

Rising above partisan politics is essential. The challenge for CEOs is to reach hearts and minds, without falling into the trap of social validation and in-group preferences. Leaders unite people under their banner: they have the speech, the vision and the willingness to confront the terrible unknown. Bureaucrats are obsessed with consensus, because they have no sense of vision and are emotionally insecure. In a bureaucracy, accepting objective reality is to be professionally punished by your supporters and by tenure opportunity. But also, not resolving the difference between objective reality and social constructs always jeopardizes the economic future of the organization. Truth cannot be forced, but incentivized.

Mitigating hypo-agency & conflicts of interest among stakeholders

The bureaucracy is a system where low IQ/incompetent people can dominate high IQ/competent people. Hypo-agency is the unwillingness or inability to affect changes on the world directly; it is working through proxy agents to get things done. The vast majority of employees are dependent and reproductive thinkers: they cognitively can't produce and create value on their own like entrepreneurs, so they need to control those who have the ability to create. Sinking all together is the best possible outcome for those who don’t want to admit your/their ideological presuppositions are false: they can keep their rank longer, blame the CEO or their circumstances & avoid being held accountable for their own incompetence!

Avoiding ideological possession and collective delusions in decision making

CEOs are surrounded by people immune to objective reality. People judge and value according to their belief system, which is the product of unconscious mechanisms designed to serve their self-interest: people are immune to facts, reality, truth or virtue, if it doesn't serve their self-interests. Most people have no clue about their true unconscious drivers, because they desperately worship a positive—but completely false—image of themselves. In fact, exposing people to opinions, truths or facts that contradict their interests is likely to reinforce their false narratives. Usually, CEOs tend to misjudge their interests, because they fail to foresee the implications their decisions have on others & how it will backfire...

Aligning your political survival prospects with your organization's long-term interests

What's the point of saving the ship if you can't survive in Office? Ruling to survive as a CEO contradicts in many ways with ruling to enhance growth: the most profitable ideas are odd & risky, thus prone to create opposition. Also, promoting corporate responsibility and transparency increases the number of people having a word to say in your decision making, which makes consensus impossible to reach (conflicting agendas) and your position as a CEO challenged by rivals. Conversely, relying on a small coalition and disempowering & clustering people make life easier for you, but it diminishes competitiveness and creates organizational inefficiencies, which put the entire system at risk (declining revenue, strikes....).

Being surrounded with highly capable people without the risk of being challenged in your position

CEOs need intelligent and audacious people. HRs are non customer focused and non-market facing. They destroy competitiveness through positive discrimination and inject people in non-productive activities such as compliance, benchmarking & best practices. HRs policies through employees' manual, diversity/sensitivity trainings end up infecting the culture fundamentally. Then, because the power created by the entrepreneurs & engineers wants to be harnessed by unproductive people who prefer controlling people rather than things, CEOs end up with a culture shifting underfoot and becoming in service of equality of outcome rather than equality of opportunity, which restrain intelligence and risk-taking.

Making renegotiation-proof agreements and maximizing credible commitment among conflicting stakeholders

CEOs know the output, not the outcome... When formulating strategy decisions, CEOs have a strong understanding of the underlying financial and legal aspects. However, they have no information about the socio-psychological drivers of the people involved, and how these drivers will translate in behavior during the negotiation and the implementation: conflicts, rivalries, delays, infeasibilities... In other words, CEOs have a good idea how much a business or a decision is worth, but they don't know how much they will have to pay for it. And very often, the costs of the contingencies are way too excessive. Knowing people's vested interests, intentions and capabilities, and what others think of your own gains, are key.

"An ability for perceiving that others don’t have, have never known"


"He makes a Harvard-MBA education totally powerless"


"He achieved in 2 weeks what we did in 1 year"

Minister of Foreign Affairs

"How he discerns people is astonishing"

Major European Physical-Trader

"No face-offs without him"

CEO of a Fortune Global 100' company



Napoleon I of France

Roman heart. For centuries, the best defender of the 'Greek thought' was the Roman legionnaire. But from 200 AD, the progressive replacement of Roman-natives by people of foreign origin diluted the Roman genius and propelled its decline. Founded in 509 AD, France is the product of the Franks' ambition of bringing together the scattered elements of Rome. France is the eternal persister of the virile Roman Republic: it is a Nation of White-Catholic-West European ethnicities for whom 'the Glory of Arms' is a form of Supreme Art.

French craft. France is the State that won the largest number of battles in the world and the most successful military power in European history. It is also the State that generated the largest number of literary geniuses ever: the unique alliance of the quill & the sword. France is Roman & Catholic. French descend from fierce warriors known for their audacity & ferocity, achieve greatness through bravery, believe war is the natural continuity of politics, and they have an inexpressible ardor & Sense of Honor under the enemy fire.

"Better not to have been born
than to live without glory"

Napoleon Bonaparte

communications [at] belisarius-strategies [dot] com

Our clients identity (names and brands) remains undisclosed.

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