At the Table: How to Talk About Salary and Terms

What is most often lost in a negotiation is not money but position. And position is built before you enter the room.

Preparation: three numbers

Walk in with three numbers, not one:

• Target — the figure you want, based on market research.
• Minimum — the line below which you will not agree. Promise it to yourself in advance.
• Ideal — 15–20% above target. The conversation starts here.

Three sources for research: acquaintances in the field, the range in job listings, industry salary reports. The first is the most accurate — and the most often skipped.

Who speaks first

The traditional advice is "never name a number first". In practice, whoever speaks first sets the frame. So:

• If your position is strong (another offer, a rare skill) — go first, with the ideal figure.
• If you do not know the market well — ask: "What is the budgeted range for this role?"

How to say the number

Four rules:

1. Give an exact figure, not a round one. "3,200" sounds more researched than "3,000".
2. Do not give a range. Say "3,000–3,500" and what is heard is 3,000.

Do not add an explanation. Say the number and stay silent. The silence is on your side.

Do not apologise. "I know it's a lot, but…" lowers the figure yourself.

Money is not the only unit

If the figure is fixed, other items remain on the table:

• The number of remote days
• Extra holiday days
• A budget for training and conferences
• The job title (it has value for the next role)
• A review date in six months — in writing
• The bonus structure and the metric that measures it

The last is the most commonly forgotten: "there is a bonus" is an empty sentence until the metric is written down.

The strongest sentence in a negotiation is not "no". It is "I will think about it and answer tomorrow".

Delaying the answer

Never accept an offer on the spot. Even a good one:

"Thank you, this offer matters to me. Let me take 24 hours and give you a precise answer."

That one sentence does two things: it gives you time to calculate, and it shows the other side that you make measured decisions.

What to do afterwards

Do not let the agreement stay verbal. Write a short email after the meeting:

"To summarise our conversation today: role — …, salary — …, start date — …, six-month review — …. Do let me know if I have noted anything incorrectly."

That email closes in advance every dispute that could arise later.

The most important part

Negotiating is not a natural talent but a rehearsed skill. Before your next one, run the conversation out loud with a friend. The first time you say the number aloud should be in a safe place, not in the room.