“Real power is in the draft nobody reads. Write the draft.”

I'd request a private meeting with my principal to respectfully surface my concerns before negotiations begin. I'd present specific data on why I believe the instructions are problematic—market conditions, legal risks, precedent issues—whatever applies. If they maintain their position after hearing me out, I follow their instructions. They have context I might lack, authority I don't, and accountability I don't bear. However, I'd document my objections in writing. Not as betrayal, but as professional diligence. The "draft nobody reads" becomes protection for everyone if things go wrong—evidence I flagged risks. Power isn't in insubordination. It's in being the person who saw it coming.

“Promise less than you can do, then exceed it visibly.”

I'd open honestly: "I appreciate the mandate I received, but I want to flag a concern before we proceed." I'd explain why I think the instructions are counterproductive—perhaps they're too rigid for this specific counterparty, or they sacrifice long-term gains for short-term wins. Then I'd propose a modified approach aligned with my persona: commit to a more conservative opening position than authorized, but structure the deal to *exceed* the original objectives through strategic concessions and creative solutions. This respects my role while protecting the negotiation. If overruled, I execute faithfully—but I've created space for better outcomes.