A Few Examples from Jack Chapman

Here are some examples to give you a flavor of what telecoaching can do. I've picked some of the more interesting people and situations I have worked with because I think you'll enjoy reading them and because you will see a few twists and turns in applying the five salary-making rules from Negotiating Your Salary: How to Make $1000 a Minute in these examples.

Public-Relations Professional

Situation: George called about a salaried public-relations position in a hospital. The hospital was losing money. In the midst of cutbacks and salary freezes, George didn't know how to get a raise. "I'll just be happy to keep my job," he said.

Telecoaching: In reviewing his boss's goals, however, we found that the addictions-treatment center was profitable and the one department on which the boss pinned his hopes for growth. George and I spotted the boss's hot button, identified a few of George's PR accomplishments especially as they related to the center, and developed the outline of a PR campaign to build the center's visibility and credibility. Although George was not able to get an immediate salary increase, he did negotiate a bonus based on the overall use of the center. We estimated the bonus could net $2,000 to $4,000 a year.

Management Consultant

Situation: A high-level international-business consultant was interviewing for an operations-management position with a nationwide food distributor. The recruiter told Frank that $115,000 was as high as the company would go.

Telecoaching: We were able to find (or find out how to find) three navigation points to guide us: a cost-of-living index, comparable salaries, and a specific trouble spot that Frank could handle with dispatch and save the company $50,000 with. He arranged to negotiate directly with the hiring decision-makers and made his case. Frank got $20,000 more plus a performance bonus of up to 50 percent of his salary.

Product Manager for High-Tech Marketing Products

Situation: Virginia's stumper was how to negotiate a lateral transfer where she thought (but wasn't sure) she would be making more than her prospective new boss.

Telecoaching: The problem here is that it usually doesn't work well when you talk to a new boss about salary and negotiate for more than the boss is getting. We had to find a way to discover the boss's real salary, then decide how much to negotiate for. We worked out a way to present the dilemma to personnel that allowed the personnel administrator to give Virginia her salary guidelines without actually revealing her boss's earnings. We also strategized a way her new boss might get a raise. She changed positions, kept her salary, and in the first month taught her boss how to negotiate a better deal for himself as well as for Virginia. Soon they were both earning more than when her negotiations began.

Marketing Manager/Sales Manager

Situation: Dave originally interviewed for a position he was overqualified for. During the interview the sales VP and the operations manager were impressed with Dave, so they called the president in to discuss upgrading the position. They did upgrade it; but just as a camel is called "a horse designed by a committee," the new position was pasted together with two conflicting sets of responsibilities. As it stood, the job was 50-percent sales, sales support, and on-site trouble-shooting, and 50-percent strategic planning. That combination had conflicting elements that would doom it to failure. Dave wanted 10-percent sales and 90-percent planning; he was also pushing for $20,000 more now and even more interesting money later. He also knew that two of the three people in on the decision would fight energetically to keep the job 50-percent sales and sales support.

Telecoaching: First, Dave needed coaching on how to avoid premature salary discussions. Even though his superiors were technically making him an offer, they hadn't really decided for which job. In our discussion it became clear that he was not on Salary-Making Rule 2 (in which the interviewer goes first), but rather on Rule 1, which in Dave's case was: Postpone salary talk until the company knows which job it wants to offer. The strategy we worked out was to concentrate on a five-year plan rather than on a present opening. By submitting a two-page outline of such a plan, Dave was able to pull the attention of all three decision makers to the big picture. He also offered an alternative way to get the 50-percent sales-and-trouble-shooting portion all done without making it half his job. Dave spent a total of twenty minutes delaying and discussing compensation. Finally, he increased the salary $20,000 ($1,000 a minute), and negotiated a profit-sharing bonus based on his five-year performance plan.

Computer Specialist

Situation: Similarly, I told Jerry to break the rules. Usually the base salary is handled first, then the bennies and perks. However, Jerry knew he would want certain pieces of computer hardware to get the results the employer wanted on the job.

Telecoaching: I coached him to say, "Salary and benefits are important, Mr. Employer, but having the tools to do the job for you is my first concern. Let's discuss the important computer investment I want to you to make and, if we can agree on that, I'm sure compensation will be no problem." While negotiating that perk, Jerry's attitude was: "Even if you offered me a huge salary, I would have to say no if the tools don't come with it." The employer was impressed with his integrity and commitment to results. Jerry got the hardware and a better compensation package to boot.

If you'd like to strategize, rehearse, or just review what you've been thinking, just contact us to set up a telecoaching session. You can mail or fax material in advance if you think it would help. Call at the appointed time and we'll have a good go at it.

And I hope you all prosper in your salary negotiations. And whether or not you decide to "bring a coach" with you, please, please, please at the very least read Negotiating Your Salary: How to Make $1000 a Minute and practice a bit with a friend so you know how to do it by yourself.

Don't leave money on the table.

- Jack Chapman

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