Negotiating on the Job, Part 2: Getting Prepared

by , March 7, 2012 — 4 Comments
Negotiating on the Job, Part 2

This week, our negotiation expert Victoria Pynchon is tackling a reader’s tricky question: Can you negotiate without leaving your current job? Check out the first part of her answer, then read on for tips on preparing for negotiation!

 

As you’ve probably guessed already, there’s considerable work to be done when it comes time to prepare for your compensation negotiation. It’s not hard work though, just work.

Here are the steps:

1. Review your current job description.

2. If you, like most employees over the past four years, have taken on new duties, make a list of them.

3. Update your job description for your own use.

4. Go to a site like Glassdoor.com or seek information from others in your industry to recharacterize what it is you’re actually doing. Is your current job title really reflective of those duties?

5. Use Glassdoor.com or your contacts in the industry (or even an anonymous question on LinkedIn) to ascertain how much your employer would have to pay a new employee to do the job you’re doing now.

6. Write down the following:

  • Your job description, including the title that best suits your current duties
  • The range of salaries and benefits people like you report earning and the range of salaries and benefits companies like your own are currently paying
  • Three or more possible promotion, benefit, and raise scenarios. These might include:
      1. The highest compensation package you could possibly rationalize
      2. A compensation package better than you actually want
      3. The compensation package you’d be satisfied with
      4. Your bottom line compensation package
  • All of the benefits your current employer is enjoying as a result of your employment. (If you’re having any trouble, check out our list from Monday of all the reasons your employer would have a harder time replacing you than you think.)
  • Any additional benefits you believe you could provide to the company that would make you even more valuable in the future

Now, without intending to ask for a raise or promotion, ask your superior out to coffee or lunch. The purpose of this meeting will be for you to learn what her greatest job challenges are, what her needs and desires are, and which of those goals your employer has prioritized in the immediate, short, and long term. Don’t ask for anything. Just listen. And afterward, write down everything you learned.

Your next step is to schedule a meeting with someone who has the authority to grant your request for a raise. If there’s more than one person with that authority, then schedule a meeting to discuss your request with the person most likely to approve it. I’d set this meeting up as a “check in” meeting rather than as an “asking for a raise” meeting because you’re still in the preparation and information gathering stage of your negotiation plan.

Begin this meeting by asking your bargaining partner about the greatest obstacles to success that your company is facing. Talk about the many ways in which you can help your company achieve those goals in the coming years. Talk about how you’ve already helped the company achieve the goals it set for itself in prior years—and use concrete examples. In other words, praise your own work as modestly as possible.

You can start the negotiation conversation then and there, or you can take the information you gained back to your advisors (your friends, co-workers, significant other) to sharpen your plan based upon the information you obtained.

The final step is the actual negotiation. This is the most difficult task for most of the women I work with. Not because it’s all that difficult, but because we’re unaccustomed to negotiating and we’re afraid that people will get angry at us if we negotiate on our own behalf.

In all likelihood, no one has ever given you a script to start a conversation about compensation that’s likely to lead to a satisfactory agreement. No one until now. So check back in on Friday, and that’s exactly what we’ll provide to you. In the meantime, start doing your prep work!

 

Send your toughest negotiation questions to negotiation@thedailymuse.com, and we’ll answer them in an upcoming column! (We’ll keep you anonymous, of course!)

 

Photo courtesy of Planet of Success.

About the Author

Victoria Pynchon is an attorney who practiced commercial litigation for 25 years. Since 2004, she has been mediating and arbitrating commercial disputes - the former with ADR Services, Inc. in Century City and the latter with the American Arbitration Association in Los Angeles. In 2010, she founded She Negotiates Consulting and Training with her business partner Lisa Gates. In 2006, Victoria earned her legal masters degree (LL.M) in Dispute Resolution. She has been teaching negotiation and providing negotiation consulting services to lawyers, executives, professionals, managers and entrepreneurs ever since. She is the author of two books, The Grownups' ABCs of Conflict Resolution (Reason Press 2010) and Success as a Mediator for Dummies (Wiley, April, 2012).

4 comments
Lisa Gates
Lisa Gates

Chiming in here in gratitude for my fab biz partner Victoria getting this train moving. This is really good V... Makes me think that we should stress that negotiation *wants to be slow*. If we rush the process, we miss nuance and opportunity. So here we are in March, and we're ahead of the curve for doing research, deepening our relationships with our managers, networking and creating strategic alliances, and by the time fall rolls around we're primed and ready to ask.

In these preparatory meetings, we counsel incessantly about asking open ended questions--those beginning with who, what, when, where, how and why. Information gathering, reporter kinda questions.

Go!

Sarah
Sarah

Thanks, Victoria, that helps!

Victoria Pynchon
Victoria Pynchon

I just recently dealt with this problem with a client - going over a direct manager's head - I recommend forming a strategic alliance with your direct manager if he/she doesn't have the authority to grant you the raise - that way - he/she can praise your work & you can praise his/her's and everyone can avoid "asking" blow-back. If your direct manager is not on board with you getting a raise, I'd first have the mutual benefit conversation with my direct manager and fix whatever stands in the way of his/her approval. This may take a little time (even, say 3-6 months) but better now than later since a direct can dash your work with the senior simply by bad-mouthing you.

Does that help? If it doesn't hit the mark, ask me more!

Sarah
Sarah

This is really helpful info, thank you! If the person who actually has the authority to grant you a raise is not your manager (say it's your manager's manager), do you go to that higher-up person, even though he or she likely isn't as familiar with your work and track record as your manager is? And what about the possibility of your direct manager possibly feeling slighted that you bypassed him or her? How would you deal with that?