The WNBA is experiencing unprecedented growth. Six new expansion teams, record television ratings, and a massive new TV rights deal as part of the NBA's broader contract have fundamentally altered the league's financial landscape. But with new money comes new tension—and the current collective bargaining agreement (CBA) negotiations reveal classic negotiation dynamics that every business leader should understand.
When WNBA players' association president Nneka Ogwumike outlined their priorities before the season—including codified charter travel and increased revenue sharing—there was optimism that both sides would find common ground. That optimism has evaporated quickly.
Breanna Stewart's reaction to the WNBA's initial proposal was telling: "They kind of just ignored everything we said." Meanwhile, Satou Sabally was even more direct, calling it "a slap in the face."
These aren't just emotional responses—they reveal a fundamental negotiation dynamic that business leaders encounter regularly: When circumstances change dramatically, initial proposals based on old paradigms feel insulting rather than realistic.
The league's first offer apparently failed to acknowledge the new revenue reality, creating immediate tension and signaling a potentially lengthy negotiation process ahead.
Here's what makes this negotiation particularly complex: The WNBA isn't just experiencing gradual growth—it's experiencing a financial transformation. New TV deals, expanded markets, and increased visibility have created what negotiation experts call a "changed circumstance" scenario.
In these situations, both parties often struggle with:
The WNBA's apparent misstep offers lessons for any organization navigating negotiations during rapid change:
The league's initial proposal seemingly treated this as a routine contract renewal rather than acknowledging the fundamental shift in the business model. When revenue streams change dramatically, negotiation strategies must evolve accordingly.
Players clearly expected their priorities to be reflected in the opening proposal. When negotiators ignore explicitly stated priorities, they signal disrespect rather than strategic positioning.
Public statements like "slap in the face" and "ignored" immediately frame the negotiation as adversarial rather than collaborative. Early proposals should address key concerns even if they don't fully meet them.
What are the takeaways?
When your business experiences sudden growth, revenue increases, or market expansion, your internal negotiations—with employees, partners, or stakeholders—must reflect these new circumstances. Ignoring changed conditions breeds resentment and distrust.
You don't have to say "yes" to everything, but you must show you've heard and considered key priorities. The WNBA could have addressed charter travel or revenue sharing principles without committing to specific numbers.
RED BEAR's strategic planning approach would have prepared the league for player resistance by mapping out:
Successful negotiations in high-growth environments often require what we call "strategic concessions"—giving ground on issues that matter deeply to the counterparty while protecting your core interests.
For the WNBA, this might mean:
These moves would demonstrate good faith while maintaining negotiating room on the most expensive items.
The reports suggest WNBA players are "fully aligned" and have "an apparently tight union when it comes to reaching a consensus." This unity significantly strengthens their negotiating position and increases the potential for work stoppage.
Business leaders facing similar scenarios should:
With the 2026 season potentially at risk, both sides need to shift from positional bargaining to interest-based negotiation. This means:
For the league:
For the players:
The WNBA's negotiation challenges reflect a classic business scenario: rapid growth creates new opportunities but also new tensions. Success requires acknowledging changed realities, addressing core concerns, and finding creative ways to share the upside.
Whether you're negotiating with employees after a successful funding round, partners after market expansion, or suppliers after revenue growth, the principles remain the same. Ignore changed circumstances at your peril—and always plan for the reaction you'll get, not the one you hope for.
Ready to navigate your own high-stakes negotiations with confidence? RED BEAR's proven methodology helps business leaders achieve win-win outcomes even in complex, emotionally charged situations. Contact us today to learn more.