Negotiation
None of this is expert advice. It's what people worked out for themselves, usually the hard way — what actually helped, and what they'd tell someone standing where you are. Take what fits and leave the rest.
If you only read a few
Ask the other party to state their price first.
It often works in your favor.
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Choose polite buyers over those offering standard or slightly higher prices.
Rude people are not worth dealing with and may not show up.
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Use the other person's name in all communications if you know it.
It can create a stronger bond with the buyer or seller.
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Know your position and what you want going into a negotiation to avoid being on the back foot when the conversation reaches critical points.
Many candidates fail because they don't know what they want until it is too late.
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Include one condition in your negotiation that you do not care about, so you can concede it to make the other party feel they won without actually losing anything.
Even minor concessions can influence the outcome.
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If you feel the other party is winning a car negotiation, throw out a very low number and offer to sign immediately.
This often causes them to restart the negotiation process.
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If you dislike an offer, remain silent and stare at the other person.
Silence is uncomfortable; they may start negotiating with themselves or apologize for low-balling.
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Maintain politeness during negotiations; acting rudely often results in worse deals due to spite.
Rudeness rarely works as a tactic.
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Read 'Never Split the Difference' by Chris Voss for practical negotiation tips applicable to most situations.
It contains useful tips and explains how anchoring works.
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- Read the book 'Getting To Yes' to learn principled negotiation techniques.1
- Read 'Getting More' by Stuart Diamond for negotiation tips ranging from office dynamics to retail transactions.1
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One approach that helped: use the 'Wish, Want, Walk' strategy to structure your negotiation goals.
one person who lived it
Recognize that refusing to negotiate can lead to significant pay disparities compared to peers who do negotiate.
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Convince yourself of your value and the reasons behind your pricing before attempting to convince others, so you can confidently articulate your worth and resist passively caving in.
Self-belief generates strong counter-arguments and prevents passive acceptance of lower offers; putting the other party on the spot forces them to provide unprepared answers.
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Show evidence of external market rates for your skill level to bolster an argument for a salary exception, highlighting the specific knowledge and benefits you bring to the company.
Demonstrating that you are underpaid compared to the market and emphasizing your unique value helps overcome rigid pay structures.
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