Negotiating Salary Quotes

No wonder women don't negotiate as often as men. It's like trying to cross a minefield backward in high heels.

I’d prefer not to say what my current salary is because if it’s higher than what you expect to pay for this job, I wouldn’t want that to eliminate me from being considered for this job—because I might be willing to accept less for the right position—and, if it’s lower than what this job would pay, I wouldn’t want to sell myself short either— I’m sure you can understand.

While we don’t select friends because they might help us advance our careers, here’s the dirty capitalist truth: friendship has been the source of some of our biggest professional leaps. We are women for whom work is a huge part of our identity, in a way that wasn’t true for either of our mothers. Friends are how we’ve figured out the salary we deserve and how to negotiate for it. They’ve been a source of solace when our bosses shortchanged us, and they’ve been the inspiration to keep going when, having moved up, we become the bosses and feel like imposters.

By not negotiating a first salary, an individual stands to lose more than $500,000 by age sixty—and men are more than four times more likely than women to negotiate a first salary.

Women scored a salary that was 18 percent higher when they negotiated the salary for someone else. Men pretty much negotiated the same salaries whether it was for themselves or for someone else, and the levels were pretty consistent with what the women negotiated when they represented someone else. It appears that the women executives were particularly energized when they felt a sense o responsibility to represent another person's interests.

The second negotiation concerns how you will negotiate the substantive question: by soft positional bargaining, by hard positional bargaining, or by some other method. This second negotiation is a game about a game—a “meta-game.” Each move you make within a negotiation is not only a move that deals with rent, salary, or other substantive questions; it also helps structure the rules of the game you are playing. Your move may serve to keep the negotiations within an ongoing mode, or it may constitute a game-changing move.

It was the discomfort of knowing two people doing the same work at the same level were being paid differently that led us to reform how we set salaries. That’s how we ended up throwing out individual negotiations and differences in pay, and going with a simpler system.

The fact is that most women accept whatever salary they are offered, without saying a peep. Sixty percent of women never negotiate for higher pay, never ever, not even once in their entire career.1 If you are serious about building wealth, you must stop leaving money on the table.

In a recent study,4 Columbia Business School psychologists found that job applicants who named a range received significantly higher overall salaries than those who offered a number, especially if their range was a “bolstering range,” in which the low number in the range was what they actually wanted.

So you open your mouth and listen to yourself say, “I want eight thousand a day. Plus expenses.” This is the polite, industry-standard way of saying “piss off, I’m not interested.” You did the math over your morning coffee: You want to earn 100K a year, what with those bonuses you’ve been pulling on top of your salary. (Besides, a euro doesn’t buy what it used to.) There are 250 working days in a year, and a contractor works for roughly 40 per cent of the time, so you need to charge yourself out at 2.5 times your payroll rate, or 1000 a day in order to meet your target. Not interested in the job? Pitch unrealistically high. You never know… “Done,” says Mr. Pin-Stripe, staring at you expressionlessly. And it is at that point that you realize you are well and truly fucked.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

Greece can balance its books without killing democracy Alexis Tsipras | 614 words OPINION Greece changes on January 25, the day of the election. My party, Syriza, guarantees a new social contract for political stability and economic security. We offer policies that will end austerity, enhance democracy and social cohesion and put the middle class back on its feet. This is the only way to strengthen the eurozone and make the European project attractive to citizens across the continent. We must end austerity so as not to let fear kill democracy. Unless the forces of progress and democracy change Europe, it will be Marine Le Pen and her far-right allies that change it for us. We have a duty to negotiate openly, honestly and as equals with our European partners. There is no sense in each side brandishing its weapons. Let me clear up a misperception: balancing the government’s budget does not automatically require austerity. A Syriza government will respect Greece’s obligation, as a eurozone member, to maintain a balanced budget, and will commit to quantitative targets. However, it is a fundamental matter of democracy that a newly elected government decides on its own how to achieve those goals. Austerity is not part of the European treaties; democracy and the principle of popular sovereignty are. If the Greek people entrust us with their votes, implementing our economic programme will not be a “unilateral” act, but a democratic obligation. Is there any logical reason to continue with a prescription that helps the disease metastasise? Austerity has failed in Greece. It crippled the economy and left a large part of the workforce unemployed. This is a humanitarian crisis. The government has promised the country’s lenders that it will cut salaries and pensions further, and increase taxes in 2015. But those commitments only bind Antonis Samaras’s government which will, for that reason, be voted out of office on January 25. We want to bring Greece to the level of a proper, democratic European country. Our manifesto, known as the Thessaloniki programme, contains a set of fiscally balanced short-term measures to mitigate the humanitarian crisis, restart the economy and get people back to work. Unlike previous governments, we will address factors within Greece that have perpetuated the crisis. We will stand up to the tax-evading economic oligarchy. We will ensure social justice and sustainable growth, in the context of a social market economy. Public debt has risen to a staggering 177 per cent of gross domestic product. This is unsustainable; meeting the payments is very hard. On existing loans, we demand repayment terms that do not cause recession and do not push the people to more despair and poverty. We are not asking for new loans; we cannot keep adding debt to the mountain. The 1953 London Conference helped Germany achieve its postwar economic miracle by relieving the country of the burden of its own past errors. (Greece was among the international creditors who participated.) Since austerity has caused overindebtedness throughout Europe, we now call for a European debt conference, which will likewise give a strong boost to growth in Europe. This is not an exercise in creating moral hazard. It is a moral duty. We expect the European Central Bank itself to launch a full-blooded programme of quantitative easing. This is long overdue. It should be on a scale great enough to heal the eurozone and to give meaning to the phrase “whatever it takes” to save the single currency. Syriza will need time to change Greece. Only we can guarantee a break with the clientelist and kleptocratic practices of the political and economic elites. We have not been in government; we are a new force that owes no allegiance to the past. We will make the reforms that Greece actually needs. The writer is leader of Syriza, the Greek oppositionparty

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

Learning to fail is an important part of success.  I’d like everyone reading this to fail at something.  Get out there and try the impossible.  Set your sights high and do something that you’re almost certain is beyond your skill level.  Call the girl.  Meet with a millionaire.  Pitch your art project to a retail store.  Negotiate a large salary increase.  Push yourself to accomplish something enormous.  You may fail a hundred times.  But it only takes one success to completely change your life.

You want to sell, sell, sell yourself during the interview process: Over-prepare for your interview Excel in the interview Be totally tight with all of your interview answers Know more about that company than others know Provide evidence of how good you have been in the past with a brag book Bring a 30/60/90-day plan that will show how good you’re going to be in that role Provide very good references that speak to how amazing you are

Well, I have to tell you that I wouldn’t take a salary that’s less than what I’m making now. And it would have to be a significant enough jump to make it worth the change in my personal and professional life. I have a very good job, I’m very valued in my organization, and so, in order to take your position, it would have to be a solid opportunity with the potential for me to exceed my expectations in the future.

Negotiation is known as one of the most effective ways to create the life you want to live. 

And so I’m going to leave you with one request: Whether it’s in the office or around the family dinner table, don’t avoid honest, clear conflict. It will get you the best car price, the higher salary, and the largest donation. It will also save your marriage, your friendship, and your family.

An interview is either a lesson or a blessing. You either use it as practice or you get a great job.

If you just focus on being liked by them, how can you truly join a company that deserves you? You've got to have some standards. You must be assessing them, too. And if things don't work out because they're not up to your standards, then you've probably done yourself a huge favor.

It's either in writing or it's nothing.

No one is a lost cause. And it hurts seeing people get dismissed because at one point in their career they had a setback and might have not been able to stand back up. As time passes, they fall even deeper into hopelessness. It could have been anyone of us and you know it.

Before you even start to negotiate for a readjustment of your salary in your present position, or to seek employment elsewhere, Be sure that you are worth more than you now receive.

In the course of my four-year computer science degree, I never had to take a single class on anything remotely resembling ethics. None of my homework assignments were meant to help me navigate the fraught gendered and racialised dynamics of applying for jobs or negotiating salaries. And none of my textbooks explained why I should feel good about making six figures writing proprietary software for a multi-billion-dollar corporation when an increasing number of my neighbours were being made homeless.

Please remember, these homeless or long-term unemployed people were not born this way, they had an accident that brought them to where they are today. Allow them to one day tell the story of this perfect stranger who changed their life without asking for anything in return.

You know, Ahmed, I'm not looking for a job. I'm looking for fulfillment. And for me, there are only two ingredients: knowing that my work means something for others, and the company's culture.

Think of yourself as a seed, and a company culture is the soil. You won't grow in just any soil. Some soil is made for you, some isn't. And good companies are very much aware of what seed they're planting if they want to see the fruits one day.

Since time immemorial, the issue of money has been an uncomfortable one. Notice that your friends would rather talk about what they do for a living instead of how much money they make for a living, or that during family reunions and social get-togethers, your relatives — and you yourself — avoid the topic of job salaries like the plague.

if you know that you’ve been loyal to the company and have been working hard for a number of years, then you should be confident that you deserve a raise.

In other words: How much time you’ve poured into your work is a factor, but the people who deserve a raise are those who have shown their loyalty, commitment, and passion for their jobs. You cannot just stay in the company for an X number of years without making your mark and expect your “loyalty” to be rewarded with a significant raise.

It’s also about being professional and rational. As long as your reasons are valid, your chances of getting a pay raise are quite good,” he says.

The most important thing to keep in mind before you start negotiating is WHY you deserve a raise. Take a piece of paper and start jotting down the stuff you have done for the company, the things you’ve accomplished, the projects you’ve spearheaded, the tough tasks you’ve managed to hurdle through (and with flying colors), and the difficult clients you’ve managed to please. Every time a seed of doubt tries to wiggle its way into your mind, take out that list and read it. That list should act as your very own personal reminder of why you deserve a raise.

There are cases when the company can’t compensate you monetarily, so be prepared with a plan B: You may want to opt for additional vacation leave days, a bigger medical allowance, shares of the company’s stock, and other perks and benefits instead. When you approach the negotiating table, do so with an open mind and don’t focus solely on money.

What YOU Can Bring to the Company Career experts advise that on top of presenting your list of achievements, you should also lay down your future plans and goals — how you can help the company move forward and ideas that will be beneficial to the company as a whole. Don’t just dwell on what you’ve accomplished; you should also emphasize how much more you’ll deliver in the future. Remember that when you’re angling for a raise, the company will expect you to work harder and perform better.

Keep in mind that you are making a pitch, so the focus should not be on you, but on the company. Your battle plan should not be “me-centric” but should be “you-centric” — the company cares about the bottom line, and your task is to help it achieve such. And if you’re speaking to one specific boss or supervisor, you should consider how you can make his or her life easier and how you can make them look better too.  The more specific you are with your plans, the better your chances are of getting that much-coveted raise!

Another way you can give your boss the chance to say no is to simply say it. Just tell him or her that she’s welcome to say no, but that you hope he or she will listen to what you have to say and consider your points.

Try doing it and observe your supervisor’s body language — signs of relaxing (such as leaning back in the chair) will clue you in that your boss will be more ready and willing to listen to you. And, moreover, your chances of a “yes” will be higher!

Have an actual numerical figure in mind, and try to name the number before your supervisor has a chance to suggest how much the raise should be.  This way, you are setting the anchor-point from which your supervisor will negotiate down.  It’s much better than allowing him or her to low-ball you, and then have to struggle your way back up, especially if their number is far off from what you have in mind.

Remember, executives ask for more all the time. Salary. Stock options. Bonuses. Additional PTO. Extra personal hours on the company jet. A nanny who travels with you and your baby if business takes you away from home. When you work in human resources, you see firsthand how leaders carry themselves into salary negotiations—with a sense of entitlement.

Remember that there is no such thing as a salary negotiation. You should never open a negotiation with only Contentious Issues on the table. You want to make certain that you have lots of Storytelling Issues included because this will help you secure more on the Contentious and Tradeoff Issues.

The engine is never your salary; the engine is the employer's pressing business needs. The next car back has your responsibilities that will address the company's needs and goals. The next car back is filled with your differentiators that address the employer's pressing business needs. The next car back might be a bet on how your unique capabilities will address the company's needs and the performance that you will achieve. The next car back is filled with other differentiators and additional Storytelling Issues. The caboose is your salary and annual bonus. The caboose is always attached to the train and rides along, but it comes at the end of the discussion, not the beginning of the conversation.

What American Healthcare Can Learn from Italy: Three Lessons It’s easy. First, learn to live like Italians. Eat their famous Mediterranean diet, drink alcohol regularly but in moderation, use feet instead of cars, stop packing pistols and dropping drugs. Second, flatten out the class structure. Shrink the gap between high and low incomes, raise pensions and minimum wages to subsistence level, fix the tax structure to favor the ninety-nine percent. And why not redistribute lifestyle too? Give working stiffs the same freedom to have kids (maternity leave), convalesce (sick leave), and relax (proper vacations) as the rich. Finally, give everybody access to health care. Not just insurance, but actual doctors, medications, and hospitals. As I write, the future of the Affordable Care Act is uncertain, but surely the country will not fall into the abyss that came before. Once they’ve had a taste of what it’s like not to be one heart attack away from bankruptcy, Americans won’t turn back the clock. Even what is lately being called Medicare for All, considered to be on the fringe left a decade ago and slammed as “socialized medicine,” is now supported by a majority of Americans, according to some polls. In practice, there’s little hope for Italian lessons one and two—the United States is making only baby steps toward improving its lifestyle, and its income inequality is worse every year. But the third lesson is more feasible. Like Italy, we can provide universal access to treatment and medications with minimal point-of-service payments and with prices kept down by government negotiation. Financial arrangements could be single-payer like Medicare or use private insurance companies as intermediaries like Switzerland, without copying the full Italian model of doctors on government salaries. Despite the death by a thousand cuts currently being inflicted on the Affordable Care Act, I am convinced that Americans will no longer stand for leaving vast numbers of the population uninsured, or denying medical coverage to people whose only sin is to be sick. The health care genie can’t be put back in the bottle.

In a recent study,4 Columbia Business School psychologists found that job applicants who named a range received significantly higher overall salaries than those who offered a number, especially if their range was a “bolstering range,” in which the low number in the range was what they actually wanted. Understand, if you offer a range (and it’s a good idea to do so) expect them to come in at the low end.

What every businessman should know Hendrick Kganyago gives you a series of fundamental tips for any businessman looking to function successfully. The business world can be tough to cope with. Follow Hendrick Kganyago's advice to successfully navigate the psychological, practical and managerial aspects of business. 1. A 'killer' presentation 2. Negotiate salaries 3. The elevator speech 4. Give up gracefully 5. Farewell head on 6. Say only what is necessary 7. Say no 8. The handshake

How To Collect Your Achievement Stories

 Before we can write our Achievement Stories, we need to identify each and every one. This will take some work, but the payoff is employment and higher wages and salaries.

 Because I want you to look as impressive as possible, I’m going to remind you of all of the places where your achievements can be found:

 Performance Reviews 

I worked at a place where, at the end of every year, my boss had to convince his peers why I should get a raise and or a bonus. As a result, my performance reviews were a great place to find achievements I might have forgotten about.

 Awards 

Every time you receive an award, you have evidence that you are special. Depending on the number of achievements, you might want to list your awards as achievements. Usually, the reason you received the award is an achievement. 

Promotions 

Getting promoted is an achievement. Your promotion says to the hiring manager, “This woman is so good that we gave her more responsibility and a higher salary. Bosses and Coworkers If you’re wracking your brain trying to think of achievements, consider giving a list of the achievements you’ve identified to bosses and co-workers. Then ask them, “What’s missing? What have I left out?” Emails If you have access to your old emails, go through each one to see what you can find. I did this every year when my boss asked for my achievements, this gave him the ammunition he needed to negotiate for my raises. This is the ammunition you need to win over the hiring manager. LinkedIn Recommendations Just the other day, I was reading my LinkedIn recommendations and was reminded of an accomplishment I had not included in my LI profile or resume. As you read each recommendation, think about the work you did with that person. It may jog your memory and help you remember things you’ve left out.

It's pretty clear: If you don't ask, you usually don't get what you deserve.

The game of negotiation takes place at two levels. At one level, negotiation addresses the substance; at another, it focuses—usually implicitly—on the procedure for dealing with the substance. The first negotiation may concern your salary, the terms of a lease, or a price to be paid. The second negotiation concerns how you will negotiate the substantive question: by soft positional bargaining, by hard positional bargaining, or by some other method. This second negotiation is a game about a game—a “meta-game.” Each move you make within a negotiation is not only a move that deals with rent, salary, or other substantive questions; it also helps structure the rules of the game you are playing. Your move may serve to keep the negotiations within an ongoing mode, or it may constitute a game-changing move. This second negotiation by and large escapes notice because it seems to occur without conscious decision. Only when dealing with someone from another country, particularly someone with a markedly different cultural background, are you likely to see the necessity of establishing some accepted process for the substantive negotiations. But whether consciously or not, you are negotiating procedural rules with every move you make, even if those moves appear exclusively concerned with substance.

The interim had an interesting if musty mind; he identified as a Christian Unitarian, a dwindling, more conservative branch of the denomination rare in California. I enjoyed him, but nobody else at the AUUCC liked him very much. Or at all. To hear him tell it, the churches that he’d previously served were all in dire shape when he arrived. He’d mopped up after “negotiated settlements” and all manner of ecclesiastical and clerical dysfunction. While I thought that Sparlo had made us into a strong, sane, healthy church with a board that functioned like an intelligent, reasonable brain and an endowment the envy of many, the interim, who was used to coming in and fixing things, found deep problems where we saw none. He found it ethically objectionable, for example, that a powerful lay leader was the church’s salaried secretary. “That Belinda Bauer knows too much,” he once told me over pho. “She thinks she runs the church.

Asking for a better salary is not a crime.

1. A Rich Life means you can spend extravagantly on the things you love as long as you cut costs mercilessly on the things you don’t. 2. Focus on the Big Wins—the five to ten things that get you disproportionate results, including automating your savings and investing, finding a job you love, and negotiating your salary. Get the Big Wins right and you can order as many lattes as you want. 3. Investing should be very boring—and very profitable—over the long term. I get more excited eating tacos than checking my investment returns. 4. There’s a limit to how much you can cut, but no limit to how much you can earn. I have readers who earn $50,000/year and ones who earn $750,000/year. They both buy the same loaves of bread. Controlling spending is important, but your earnings become super-linear. 5. Your friends and family will have lots of “tips” once you begin your financial journey. Listen politely, then stick to the program. 6. Build a collection of “spending frameworks” to use when deciding on buying something. Most people default to restrictive rules (“I need to cut back on eating out . . .”), but you can flip it and decide what you’ll always spend on, like my book-buying rule: If you’re thinking about buying a book, just buy it. Don’t waste even five seconds debating it. Applying even one new idea from a book is worth it. (Like this one.) 7. Beware of the endless search for “advanced” tips. So many people seek out high-level answers to avoid the real, hard work of improving step by step. It’s easier to dream about winning the Boston Marathon than to go out for a ten-minute jog every morning. Sometimes the most advanced thing you can do is the basics, consistently. 8. You’re in control. This isn’t a Disney movie and nobody’s coming to rescue you. Fortunately, you can take control of your finances and build your Rich Life. 9. Part of creating your Rich Life is the willingness to be unapologetically different. Once money isn’t a primary constraint, you’ll have the freedom to design your own Rich Life, which will almost certainly be different from the average person’s. Embrace it. This is the fun part! 10. Live life outside the spreadsheet. Once you automate your money using the system in this book, you’ll see that the most important part of a Rich Life is outside the spreadsheet—it involves relationships, new experiences, and giving back. You earned it.

They must constantly negotiate among their own moral and spiritual instincts, the interests of their institutions, their personal concerns about their own salaries and retirement accounts, and professional and social status. In short, they must master the art of ethical compromise as a matter of vocational survival

How much is an hour of your life worth? How much money are you willing to trade for it? Keep this in mind throughout the evaluation and negotiation process. This is more than a job or a salary, it’s your time and your life energy.

This was a standard Wall Street ritual. You obtained an offer from another bank, then used that offer to try to persuade your current employer to give you a raise. It’s the only way to get ahead at an investment bank, and senior managers, though furious when you do this, will think you are a loser if you do not. It’s not uncommon for a new salesman or trader to multiply his starting salary by as much as ten times in a few years, using such negotiating tactics.

More than half of the men—57 percent—tried to negotiate their starting salaries, compared with only 7 percent of the women. The men were more than eight times as likely to negotiate as the women.

More than half of the men—57 percent—tried to negotiate their starting salaries, compared with only 7 percent of the women. The men were more than eight times as likely to negotiate as the women. The students who did negotiate (mostly men) improved their salaries by an average of 7.4 percent, enough to account for the gender gap. The

In negotiations, for example, when asked what the highest amount is that we’re willing to pay, we can respond by asking “Is there a number you had in mind?” Or when asked in an interview what the salary of our last position was, we can respond by asking “Can you share a bit more detail about the salary range for this position?

Imagine the future of work when brain monitoring becomes more ubiquitous if these laws and norms are not in place. After a banner year at the company, division manager Sue calls employee Pat to offer her a contract renewal with a 2 percent pay raise. Sue knows the company could easily afford and would be willing to pay up to 10 percent to retain her but hopes Pat will take less. Pat takes Sue’s call using her company-issued in-ear EEG earbuds. Pat keeps her voice even throughout the call so as not to give away her emotions and promises to follow up with Sue the next day. All the while, Sue has been watching Pat’s brain activity and decoding her emotional reaction to the news. Pat’s brain activity revealed joyfulness upon learning of the 2 percent pay raise and remained joyful throughout the day.97 The next day, Pat calls Sue and says that she was hoping for a bigger raise. But Sue can’t be bluffed; she knows that Pat was happy with the 2 percent raise; moreover, she now sees that Pat is fearful as she makes her request for a bigger one. Sue responds that 2 percent is the best the company can do, and Pat accepts the offer. Pat’s attempt to negotiate a better salary was over before it began. Even the staunchest freedom-of-contract libertarian would question the fairness of this negotiation.

If a prospective employer tells you your compensation is above their budget, it’s not your problem. Your above-average pay is a validation that you are an above-average performer. Don’t apologize for being the best talent. You have reached there with hard work and determination. Don’t undersell. Mediocre salaries will only get them mediocre talent.

Nadella quickly recanted his comments and, unlike most public figures facing public backlash, who say they were misunderstood, said he was wrong and that women should ask for a raise when they feel they deserve it. In their book Women Don’t Ask , researchers Linda Babock and Sara Leschever report that in the USA men initiate salary negotiations four times as often as women do and women systematically ask for less. That women don’t ask for raises, together with the bias against women, contributes to the great disparity between women’s and men’s salaries.

Since Bush was going to say yes to anything at that moment, luckily for New York, Chuck’s natural aggressiveness meant he could ask for what seemed like an astronomical sum (at the time) with a straight face. This ended up being a really useful lesson: Always ask for as much as you can. That’s true whether you’re trying to help New York City recover from a terrorist attack or negotiating your salary for a new job, or if you’re a startup founder negotiating your company’s valuation with venture capitalists. The worst that happens is they say no and you retreat. But more often than you’d think, they say yes. The less shame you have, the better.

If you repeated what you did today 365 more times will you be where you want to be next year? The best time to negotiate your salary

It was a moment where I realized that if we can back down that easily and we can get intimidated, then U.S. Soccer has the upper hand on us at all points in time because it didn’t take that much,” she adds. “We had the courage to say we were going to go on strike, and then, within a few days, we decided, no, we’ll get on the plane and play in Portugal.” During the Algarve Cup, discussions within the team continued and Langel met with U.S. Soccer for negotiations while the players were out of the country. By the time they got back, they were close to a deal with U.S. Soccer that would cover them both in the NWSL and in case the league folded. Striking was still on the table, but the players no longer felt it was necessary. Asked about a strike, U.S. Soccer president Sunil Gulati says he was never made aware that the team was considering it. In the end, the contract the two sides agreed to offered large increases in compensation for the national team. If the NWSL couldn’t get off the ground, salaries would go up between $13,000 and $31,000, depending on each player’s tier. But with the new league in place, salaries would stay almost the same while players would get an extra $50,000 NWSL salary. On top of their guaranteed income, more money than ever was available through performance bonuses and a $1.20 cut of every national team game ticket sold that would be put into a team pool. In the end, the biggest sticking point, however, wasn’t the compensation—it was locking the players into the NWSL. It became a requirement in their national team contract, and there was no backing out if the players didn’t like their club teams.

And the more you talk about non-salary terms, the more likely you are to hear the full range of their options. If they can’t meet your non-salary requests, they may even counter with more money, like they did with a French-born American former student of mine. She kept asking—with a big smile—for an extra week of vacation beyond what the company normally gave. She was “French,” she said, and that’s what French people did. The hiring company was completely handcuffed on the vacation issue, but because she was so darned delightful, and because she introduced a non-monetary variable into the notion of her value, they countered by increasing her salary offer.

Chances are, if you’ve learned something, there’s probably a good portion of your community that would find value in learning that same thing from you, even if you aren’t the world’s leading authority on the subject. And if you’re regularly learning, then you’ll always have regular content to contribute to the community. This can become a nice flywheel over time, as teaching often becomes the best way to drive your own curiosity and inspiration to learn more yourself. And when you learn publicly, your students will have questions that force you to learn even more stuff to teach them. You don’t have to teach everything you learn. In fact, a narrower core focus can be better. For example, Patrick McKenzie, a writer, entrepreneur, and software business expert who is best known for a 2012 post on salary negotiation that has since become a cult classic in the software engineering space, believes that the best personal brands exist at the intersection of two topics. He now works for Stripe, where he continues to write and advise software engineers and software entrepreneurs about how to start and scale their businesses, speaking from real experience as a creator and business owner himself. If you’re learning every day, which you probably are, you’ll have something to share every day. Meanwhile, you’ll build your skills and experience, learn to speak the language, and grow your community, all essential ingredients when you eventually have a product you are ready to sell. Unfortunately, as you probably already know, there are no shortcuts. As you think about what you’re creating now and how that might lead to a business in the future, look to the communities you’re already a part of. You’ve invested time and energy there, so perhaps you already have an idea of how to proceed. If you don’t, keep going, and continue using your time to get strong, to learn how to paint, to learn how to code, to learn how to write, or to learn whatever else you are into, teaching what you’re learning along the way.

Cook didn’t let his romanticism interfere with negotiations. Before accepting the job, he insisted that Apple commit to paying him the salary and options he was forgoing at Compaq. The total was more than $1 million, greater than anything Apple had offered an executive to that point. Jobs exploded when he heard the demand. “There’s no way Apple can do this!” he screamed at executive recruiter Rick Devine, who had found Cook. “What are you thinking? Do you understand math?

It is not illegal to negotiate effectively.

In each case, the answer is the same: we clergy (I speak as part of the problem) are caught in a tangled web of conflicts of interest, most (if not all) involving money. Because of my years in parish ministry, I feel the pain on all sides. I understand why a large percentage of our pastors become the kinds of company men we considered in the previous chapter. They must constantly negotiate among their own moral and spiritual instincts, the interests of their institutions, their personal concerns about their own salaries and retirement accounts, and professional and social status.

Avoid discussing salary—he who gives a number first loses negotiating power. If backed into a corner, give a salary range rather than a finite number. Base your range on competitive data.

4. Be ready to handle the subject of salary. If the subject of salary comes up during the interview, the general rule is to try and avoid it until an offer has been made. This is because the greatest leverage you have is after the job offer but before acceptance. However, you may have no choice but to discuss salary when asked about your salary requirements or salary history. You must know, in advance, the salary range for the job you are seeking and then provide a realistic range; “I would expect the job to pay between $30,000 and $40,000, and I believe, based on my value to your company, we can agree to an amicable number.” Or “Over the past five years, my salary has been between $80,000 and $93,000. I plan to make a significant contribution to your sales efforts, so my starting salary is less important than the ability to demonstrate to you that I can produce results. And I am sure when you see the results I can produce, my salary will reflect those contributions.” Once again, I emphasize that if you know your value and how you can contribute in a notable way, you’ll feel in control when negotiating a win-win compensation arrangement.

The first thing to say about money is that if the salary range is stated in the job ad, and is not enough for you, then don’t apply. You should not plan to get an offer and then start negotiating. As the hiring firm sees it, those negotiations were concluded when you applied for the job. You’d be livid if they dropped the salary offer after putting it into the ad, so why do the same thing to them in reverse?

You will only speak of your salary expectations, not your salary history.

Information. What do you know about the salesman’s needs or the store’s needs? Is the salesman on salary, commission, or a combination of both? You don’t know.

Do not negotiate compensation based on needs, fairness, living conditions, inflation, or even cost of living. Instead, negotiate based on the revenue you generate.