In "Best Practices In Negotiation," the class I teach at U.C. Berkeley and UCLA Extension, as well as at international venues for various organizations, we address salary negotiation among other topics.
Inevitably, managers want more performance, and associates want more more pay. Typically, the deal they strike is framed this way:
Manager:"Let's revisit this discussion about a raise in three months, and in that time, if you show me results, then I'll support your request."
In legal terminology, this is an agreement "Subject to a condition precedent."
Something has to happen BEFORE the duty of the manager matures, to support the raise in pay.
If better performance doesn't occur, or more aptly, if a more favorable perception about the performance doesn't occur, then the duty of the boss never ripens.
Most people in the subordinate's position instantly accede to this deal.
You shouldn't, because it's only one way to reach the raise, and by far, it isn't the fastest. Plus, and this is crucial, the 90-day "waiting period" presumes that today's achievement is not sufficient to warrant the better pay.
There is a better way is to make the same basic agreement, but instead of it being subject to a condition precedent, you'll want it to be subject to a condition subsequent.
Subordinate:"I appreciate your offer, however I believe I have already enhanced my performance, meriting an acknowledgment. I suggest the raise be issued without delay, and if my performance isn't sustained at the highest level, then in 90 days, my pay can be cut back to its present amount; fair enough?"
You may get the raise. After all, you've already made these points, explicitly or implicitly: (1) My past performance justifies the raise; (2) Issuance of the raise is inevitable in 90 days; (3) Therefore, you are only giving me the benefit of receiving it, starting today. (4) Plus, I believe so strongly in the merit of my performance, and fairness of my request, that I'm putting myself on the line, willing to risk humiliation if you revoke the raise in 90 days.
If you don't get the immediate raise, the gap in your positions should lead to a very interesting and meaningful discussion as to what, specifically, constitutes performance, and what the baseline is for measuring it, and specifically, what's the goal line you need to cross to get your money.
As always, be aware of your BATNA, as it is called, the best alternative to a negotiated agreement. Are you ready to find another job within or outside of your firm? It's a good idea to get your feelers out there, and to benchmark what others are earning for contributions similar to yours.
Please reread this article. There are new strategies in it that you're unlikely to find elsewhere. "Best Practices In Negotiation" don't have to be old, frequently used, or popularly known.
Indeed, some of the very "Best of the Best Practices In Negotiation" are unheard of, and that's one reason they're so effective.
They fly under your counterpart's radar!
Dr. Gary S. Goodman has helped countless people to grow rich, based on his original ideas, techniques, and advice.
Article Source: http://EzineArticles.com/?expert=Dr._Gary_S._Goodman
Inevitably, managers want more performance, and associates want more more pay. Typically, the deal they strike is framed this way:
Manager:"Let's revisit this discussion about a raise in three months, and in that time, if you show me results, then I'll support your request."
In legal terminology, this is an agreement "Subject to a condition precedent."
Something has to happen BEFORE the duty of the manager matures, to support the raise in pay.
If better performance doesn't occur, or more aptly, if a more favorable perception about the performance doesn't occur, then the duty of the boss never ripens.
Most people in the subordinate's position instantly accede to this deal.
You shouldn't, because it's only one way to reach the raise, and by far, it isn't the fastest. Plus, and this is crucial, the 90-day "waiting period" presumes that today's achievement is not sufficient to warrant the better pay.
There is a better way is to make the same basic agreement, but instead of it being subject to a condition precedent, you'll want it to be subject to a condition subsequent.
Subordinate:"I appreciate your offer, however I believe I have already enhanced my performance, meriting an acknowledgment. I suggest the raise be issued without delay, and if my performance isn't sustained at the highest level, then in 90 days, my pay can be cut back to its present amount; fair enough?"
You may get the raise. After all, you've already made these points, explicitly or implicitly: (1) My past performance justifies the raise; (2) Issuance of the raise is inevitable in 90 days; (3) Therefore, you are only giving me the benefit of receiving it, starting today. (4) Plus, I believe so strongly in the merit of my performance, and fairness of my request, that I'm putting myself on the line, willing to risk humiliation if you revoke the raise in 90 days.
If you don't get the immediate raise, the gap in your positions should lead to a very interesting and meaningful discussion as to what, specifically, constitutes performance, and what the baseline is for measuring it, and specifically, what's the goal line you need to cross to get your money.
As always, be aware of your BATNA, as it is called, the best alternative to a negotiated agreement. Are you ready to find another job within or outside of your firm? It's a good idea to get your feelers out there, and to benchmark what others are earning for contributions similar to yours.
Please reread this article. There are new strategies in it that you're unlikely to find elsewhere. "Best Practices In Negotiation" don't have to be old, frequently used, or popularly known.
Indeed, some of the very "Best of the Best Practices In Negotiation" are unheard of, and that's one reason they're so effective.
They fly under your counterpart's radar!
Dr. Gary S. Goodman has helped countless people to grow rich, based on his original ideas, techniques, and advice.
Article Source: http://EzineArticles.com/?expert=Dr._Gary_S._Goodman
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