So many (most, actually) of the CEO's, management teams and bankers I work with get it right, and they get it right effortlessly, because it comes naturally to them. Getting it right means that we step back from trying to sell things to each other, we put the facts on the table and discuss them dispassionately. No one forgets that an investment or deal is on the table with the facts, but everyone silently agrees that the "investment thesis" can wait while we air out what is real and unquestioned, where the business plan is weak or broken, how we can handicap the assumptions and what alternate routes forward should be considered. After adjusting for our differing points of view we can discuss whether a relationship makes sense -- either now or maybe in the future.
Relationships established this way -- rather than through a hard, promotional, scripted "sell" -- work long-term. We often take our positions in companies we like years after first meeting them, prompting a "So we finally have you as a shareholder! What changed?" at the next meeting.
In reality, nothing changed. The green flags were there from the beginning.