Why are negotiation chats so tough?
Curated insights from what has worked for leaders negotiate a compensation of upto 80L - 1Cr. Sharing the advice you didn't know you needed.
One milestone at a time, together
Here’s a precious moment captured in the #resume-building subculture, some folks got together last week to discuss the best practices around resumes, soundboard with each other and build their resumes.
The first task when you start the job search process is usually getting a solid resume in place. There are hundreds of questions in your head and almost no place to go to. The #resume-building channel is your place for discussions, getting feedback and sharing insights on everything related to resumes.
Getting to today’s topic, a tough one indeed.
First off, hope you had a good Diwali break and celebration with your loved ones. Wishing you great success and joy in whatever you choose to do next. Now, let’s get started.
The salary negotiation advice you get out there is usually based on what worked for one person during the process, but you need more. The framework, articulation and your confidence make or break this part of the interview process. First things first: Why does this even matter?
Here’s the thing about negotiation - it’s no longer about getting “what you’re worth” in the traditional sense. Instead, it’s about anchoring your role as a key contributor to the company’s mission. The goal isn’t just to come away with the best package but to set up a framework that says, “I’m here to create value, and I’m aligned with where this company is heading.” Your negotiation strategy can play a huge role in building trust and establishing you as someone confident of what value they add.
Let’s break down the approach in a way that builds credibility, makes it easier for you, and helps you get what you deserve.
But before we get to it, here’s why you should treat this as an effective strategy and advice, the next time you negotiate an offer.
And there are hundreds of more fam-win stories where members have negotiated an offer that they are happy with confidently. It comes down to what makes you happy and not what others want/ think you should earn. Your only benchmark is your own compensation and wealth goals, with no market standards or limiting salary bands.
1/ Start with reflections to get clarity
Every meaningful negotiation starts far before you discuss compensation. It begins with a clear view of your broader career goals, writing it down. Think about what truly matters beyond the compensation: Where do I want to be in five years? What does this role contribute to that journey? Does this help me build depth of craft?
Reflect on what’s your non-negotiable
Role dynamics: Are you seeking a specific title or scope of responsibility?
Skills/ projects: Will this role allow you to learn and lead in ways that align with your goals?
Company culture: How important is it for you to work in a culture that resonates with your values and leadership style?
By writing this down, you know exactly what your priorities are and the unique strengths you bring to the role. This will help you evaluate the fitment of the role.
Additionally, the negotiation conversations start from the first time you talk to them, it’s not the last conversation where numbers are discussed. Having clarity on your goals, your non-negotiable will ensure you communicate effectively from day 1. Focus on building leverage and creating micro-delight moments for the interviewers throughout the process. You can do this by - joining well before time, showing up with great energy and excitement, adding value and sharing insights beyond what they expect, sharing recommendations and your proof of work over email that can help them, asking thoughtful questions and understanding the problem statements at the org, and more.
2/ There’s more beyond the % hikes
At the leadership level, traditional percentage increases are only part of the picture. Focus on what truly matters to you: exposure to new challenges, building specific skills, or working in a mentorship-rich environment. This approach allows you to discuss what adds genuine value to your growth.
Key elements to focus on:
Responsibility: Does the team you’ll lead serve as a stepping stone toward future aspirations?
Learning: Are there opportunities to build in-demand skills or lead impactful projects?
Industry alignment: If working in a specific sector excites you, align your negotiations with companies that bring out that passion.
Knowing what matters most can help you frame your compensation requests in terms that emphasize shared goals over standard raises, adding substance to each term you negotiate.
3/ Avoid the trap of a “perfect” offer
Often, the search for a “perfect” offer can lead to endless comparison. Instead of focusing only on numbers, ask yourself if the offer aligns with your long-term vision and career milestones.
Anchor your decisions with clear questions:
Does this role offer meaningful opportunities that contribute to my long-term goals?
Will it allow me to grow and thrive in a culture that aligns with my values?
Is there potential for skill-building and career momentum?
Choosing roles that resonate with your goals—rather than holding out for the highest offer—creates space for professional fulfilment and progression.
4/ Lead with vision
Think of your compensation as a three-legged stool: base salary, equity, and incentives. Before diving into the specifics, start by sharing your vision for the role and how you intend to create value within the organization. This positions you as an invested leader focused on the company’s growth, not just your paycheck.
How to approach the conversation:
For this Head of Product role, I’m excited to lead our roadmap to enhance user experience and drive customer engagement. To do so effectively, having a package that aligns with both my impact and the company’s growth is essential.
Beginning with your vision reframes the negotiation as a partnership, establishing you as a leader with clear, impactful goals.
5/ Structure the compensation well
Particularly in startups, demonstrating an “ownership mentality” by valuing equity can signal a long-term commitment. For startups in earlier phases, structuring your equity discussions to match the company’s growth shows strategic thinking.
Equity and bonus:
Vesting: Standard four-year vesting? Or explore milestone-based vesting if you’ll be driving specific targets.
Milestones: Consider additional grants tied to specific company or personal performance targets.
Buyback: Clarify how your equity will be handled in case of acquisition, IPO, or merger cases.
Such questions show your awareness of the startup journey and your commitment to its success while setting a solid foundation for your role.
6/ Frame past success as context
Your past performance sets the context at a senior level, but the emphasis should be on what’s next. Use previous wins to highlight your impact while keeping the discussion focused on the future. For example, you can say -
My previous role saw measurable growth in user engagement from X to Y, and I’m excited to bring this momentum to [Company Name] as we work toward [company goal].
Balancing past achievements with forward-focused goals creates a vision of success rooted in past impact and future potential.
7/ Get clarity around appraisals
Leadership roles often come with bonuses tied to performance. Specific metrics and review schedules ensure you’re set up to meet—and exceed—expectations.
Questions to clarify bonus structure:
What are the KPIs tied to this bonus—revenue, engagement, customer growth?
Will performance reviews be quarterly, bi-annual, or annual?
Are bonuses linked to team or individual performance metrics?
“To align on goals from day one, I’d appreciate clarity on the metrics for bonus eligibility. This will let me prioritize key areas effectively.”
This not only sets you up for a fair evaluation but also positions you as a results-focused leader ready to deliver on key objectives.
Putting it all together
Career transitions are personal and compensations related decisions should be ideally based on what your individual priorities are. There’s no right or wrong answer to this, it comes down to what your career goals are.
Try to answer this and then figure the right role/ company for you.
What is non-negotiable for you in the next role?
Pick one and optimize for that - Role title, team, leader/mentor, learning/projects, company, industry, salary.Don’t put a number or think about % hikes, that’s how 90 out of 100 people approach this phase. Someone else in your place could be making 10X more or 1/10th as well.
Especially as you go from early > mid-senior > leader what matters is - having clarity on what is the financial outcome you are looking for based on your needs + lifestyle + aspirations. Working backwards from there to then figure what takes you closer to these goals is an approach that helps you compound.
The loop of - is there a better place/ better offer is unending - it never stops. What you have to personally understand and answer for yourself is - what are you aiming for in your career and accordingly pick bets that take you closer to it.
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Crisp and actionable. Love it.