Guerrilla Marking for Job Hunters 2.0 - Jay Conrad Levinson [137]
—DONALD J. TRUMP, Trump: The Art of the Deal
Congratulations. You’ve been through all the interviews. You like the organization and the job—it’s a good fit. The organization likes you, too, and offers you the position, so now what? How do you make sure you get the best deal possible?
Guerrilla, you’ve been setting up the close from the first moment you walked into the employer’s office. You looked sharp, acted smart, and came off as self-assured by not talking about compensation—a real “A+ Player.” Carry that same behavior into the negotiations. Candidates who net the best results approach the negotiation process with a blend of positive attitude and preparation.
The information in this chapter is important to your financial well-being, whether you are an individual contributor or a senior executive. Some of the entitlements and strategies may not apply to your current situation, but the strategies and tactics are valid for every new hire. As you go through the chapter, think about how you can apply these techniques.
■ PROJECT A WINNING ATTITUDE
Unlike many business deals that are short-lived and transactional in nature, employment negotiations are relationship driven and can last a lifetime. It may be acceptable to thump your fist on the desk to gain a concession buying a car because you’re not likely to see the salesperson again; however, you’ll likely see the employer’s negotiator every morning at the water cooler. You may get a small special consideration, but at what cost—being labeled a horse’s ass? The uncompromising aloofness of a candidate who doesn’t give a damn bespeaks such a wealth of self-confidence that the client may figure there’s something to it, but if you don’t deliver, you’ll be dispatched with equal indifference.
In negotiations, flashy, bold, or arrogant behavior is a detriment. Approach the negotiations instead with detached enthusiasm coupled with the ability to walk away. If any old offer is acceptable, you have nothing to negotiate—but you must negotiate because you risk alienating the employer if you don’t. After all, it’s no fun for the fisherman when the fish jumps into the boat.
You don’t want to appear so excited that they offer you less than top dollar. Conversely, don’t run them off by appearing indifferent. As a headhunter, I never worry about the brash, ego-driven candidates—they’re easy to close—it’s the quiet ones I have to keep an eye on. Your leverage rests with your confidence in your ability to do the job. You don’t need to sell. The employer must sell you. But first, you need to understand what you’re buying.
■ PREPARING FOR THE OFFER AND NEGOTIATIONS
Research equates to power. That’s absolutely the case now. Before you receive an offer, you need to create a checklist of your needs and expectations. Guerrilla, if you don’t plan like this, you may find that in the rush and excitement of accepting the position, you forgot or missed important elements. Winning at this stage requires you to look beyond salary and deal with the complete package.
■ NEGOTIATE YOUR POWER BEFORE YOUR PAY
This may seem at first a little backward. Doesn’t your title determine your salary? Well, actually, no. It’s the depth of your responsibilities that determines how much an employer is willing to pay you. The greater your level of responsibility, the richer your pay packet. Therefore, it’s in your best interest to negotiate your duties and responsibilities before tackling compensation. You and the employer must have the same understanding of your responsibilities and the specific performance standards that gauge your success.
Performance standards must be observable and measurable; they can’t be subjective or your performance becomes open to