Getting a pay rise? When budgets are tight and historically, the answer has been NO...

Learn to Negotiate a PAY RISE in budget tight, redundancy fuelled times!

Ok so as we know - for sure, times are tough. People who thought about asking for a pay rise or promotion last year are kicking themselves because well, now they likely deserve and need it more than ever before. For those of you that wrote and asked about negotiation in these times. This little clip is for you and I hope it helps as a starting point.

Worried about ‘rocking the boat’ asking for a pay rise?

If you’re feeling compelled to stay quiet. For fear of ‘rocking the boat,’ being rejected or possibly even being, the next target of a re-structure and job loss, then the following will likely empower you when it comes to negotiating. 

So you’re in the workplace and have a difference of opinion when it comes to the direction of a project, or feel you deserve a promotion or flexibility in your working hours…

Helllloooooo Pay Rise Negotiation time! 

Saying “Here’s why I’m right and you’re wrong” might be effective if people were fundamentally rational. BUT - they’re not. As humans, we’re simply not. 

Here are 5 steps to get you closer to what you want!

1. OPEN ENDED QUESTIONS: Here’s possibly the biggest piece people struggle with...DO NOT ask close questions, the type that force a yes/no answer.

Good open ended questions,  show that you’re listening, an example might be, “Sounds like you’ve got a number of challenges. Tell me what concerns you have regarding, giving me a promotion?”

2. THE PAUSE: This is something, I still struggle with today (and for those of you who know me, it will not come as a surprise). In fact - I have an amazing mentor who I can thank for my progress on this: Pausing. The pause is super powerful. It can be used for emphasis, to encourage someone to open up more, feel less pressured or even defuse high level emotions. If you think about it this way - if you’re trying to broach a conversation around a pay rise with a boss who is crazy busy and seemingly angry, even on a good day - the most emotionally heavy subjects are difficult to sustain anger with, when placed in a one-sided argument scenario. With a decent pause - you’ll find the hottest of heads can usually return to a meaningful dialogue with you. In remaining silent in the right times, you can measurably move the overall negotiation process forward.

3. MINIMISE REASSURANCE: Often we feel the need to compensate and give constant reassurance that we’re listening and hear them. Don’t. A simple, “yes,” “ok,” “I hear you,” will help ensure they can continue along with their points without feeling annoyed at the disturbance of being disrupted. Mostly they just want to be heard. Simple, “ah-ha” comments create a space where they’re less likely to feel attacked. These responses will encourage them to speak freely and gradually you’ll relinquish more control of the negotiations. Odd, but true!

4. MIRRORING WITH INTENT: Past the point of listening, pausing, briefly re-assuring them...is - mirroring. A concept often mis-used. Just as we don’t want to be met with a robot, neither do they. Repeating back the last few words is enough to show you appreciate, respect and get them. For instance, when responding to your ask around a pay rise, they might say, “Budgets are really tight right now and there’s a freeze on new hires, so my hands are tied on being able to give you a promotion,” you can respond, “I hear that your hands are tied, how can I help you with this?” Notice the way the emphasis changes - it’s not you versus them, it re-frames it: you’d like something from them, yes, but you are a partner who wants to work with them (versus for or against) to achieve an outcome, that is well - favourable to you all. The important part of this that many miss (and a robot almost certainly would) is the ability for you to show that you’re trying to discover what’s really important to them and show them that this makes sense. Which is why, drum roll...this response evidences that you want to be part of the solution! If you’re going to have any hope of getting a want. Trust me, you need to be viewed favourably, aka, as a value-add - not a value-drain.

5. EMOTIONAL LABELLING: And lastly, something that - if you’ve seen any of research and works in Neuroscience, will come as no surprise: Emotional Labelling. Yep - give their feelings a name! You’re not saying they’re valid or not - you’re showing that you heard and understand them. An example might be: “You sound like you’re feeling the pressure and understandably stressed about the current company climate, with budgets being limited. It doesn’t seem fair...” This notion of justice - helps solidify that you’re on their team and get it. You’re not adding judgement into the mix, by saying something like “You shouldn’t have to stand for this injustice, how could they do this to you. You’re worth more.” This line of discussion would take away from the core of your energy which is one of, lets work together on this. This empathetic and supportive direction far more often leads to a better outcome than that which takes the energy and places it elsewhere, on blame.

It is my hope that these 5 steps positively affect your ability to successfully negotiate an outcome for you! No doubt about it - approaching this topic with your manager can be outright stressful, our post on ways to cope with this can help. I cover these in a lot more detail in my 1:1 coaching sessions and allow space for us to walk through your fears and role play through your personal scenario. As much as I love the warm and fuzzy stuff, I’m about getting you measurable success.  If you’re keen to tangibly move the needle on an upcoming negotiation then book in some coaching time. Come on over to our site: louisewithemployease.com. 

Here are 5 steps you can follow to help bring about real change:

1. Active Listening: Listen to their side and make them aware you’re listening.
2. Empathy: Explain that you are gaining an understanding of where they’re coming from and how they feel.
3. Rapport: Help build a connection based on a mutual feeling towards you. Highlight your commonalities versus differences. This helps build trust.
4. Influence: Now that they trust you, you’ve earned the right to work on problem solving with them and recommend a course of action.
5. Behavioral Change: They feel free to act without a feeling of pressure and take on your suggestions, recommendation or request.