GET THE IN­SIDE SCOOP

Finweek English Edition - - MANAGEMENT -

Anas­ta­sia had a year left on her con­tract with a San Fran­cisco-based tech com­pany when her man­ager asked if she would con­sider a salaried job. Three years ear­lier, af­ter hav­ing her f irst child, she be­came a con­trac­tor be­cause she wanted part-time work and a f lex­i­ble sched­ule. But she was ready for more and told her boss she would be in­ter­ested, de­pend­ing on the of­fer.

Her job de­scrip­tion wouldn’t change – she would just change to full-time. She felt she was in a good ne­go­ti­at­ing po­si­tion be­cause she had al­ready proven her­self and was well liked by her group and the lead­er­ship team. But she still an­tic­i­pated a low of­fer.

“I knew that my salary would go down be­cause I would be get­ting other ben­e­fits like va­ca­tion and health­care,” she says. But the salary that Karen, the com­pany’s chief op­er­at­ing off icer, pro­vided was much lower than ex­pected, and Anas­ta­sia was dis­ap­pointed. Karen ex­plained that her last full-time po­si­tion in­volved man­ag­ing a team, and this was more of an in­di­vid­ual con­trib­u­tor role. Anas­ta­sia asked for time to think about it.

She then sought the ad­vice of the com­pany’s chief in­for­ma­tion of­fi­cer, Ted. “I hadn’t worked with him di­rectly, but he had a rep­u­ta­tion for be­ing a good, up­stand­ing guy. He was a st ra i ght shooter, and I knew he re­spected me,” she says.

He told her that f irst she needed to take the emo­tion out of it and fo­cus on what the com­pany needs. He ad­vised her to stay away from “I” state­ments so she wouldn’t come off as de­mand­ing. He also gave her the in­side scoop that they really wanted her for the po­si­tion, and Karen would likely work with her if she had rea­son­able re­quests.

Anas­ta­sia took this in­for­ma­tion to heart and came up with a num­ber that she felt she could l i ve with. It was $10 000 more than the ini­tial of­fer. She pro­posed this num­ber to Karen and ex­plained t hat while t he j ob didn’t in­clude man­ag­ing oth­ers, she was adding more value now than she had be­fore.

There were also parts of the of­fer that

didn’t mat­ter to her. For ex­am­ple, she was al­ready re­ceiv­ing health­care benef its through her hus­band. She made it clear to Karen that th­ese were not perks. Karen agreed to take th­ese un­der con­sid­er­a­tion and get back to her.

Within two days, Anas­ta­sia’s boss told her that her counter-of­fer was ac­cepted.

While the f inal num­ber was lower than what she’d ini­tially wanted, it was a num­ber she felt com­fort­able with. “I was will­ing to make some com­pro­mises for job se­cu­rity. I knew they could ter­mi­nate my con­tract at any time,” she says.

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