Alex Carter

If you've ever been in a job or a role where it was right on paper and felt deeply wrong in your guts, we've all been there. That is a sign that you've got some intangibles that are missing. So think things like, I need challenge or I need autonomy. I need respect. And then thinking for yourself, what would challenge look like for me in a role? What would autonomy or freedom look like for me?

If you've ever been in a job or a role where it was right on paper and felt deeply wrong in your guts, we've all been there. That is a sign that you've got some intangibles that are missing. So think things like, I need challenge or I need autonomy. I need respect. And then thinking for yourself, what would challenge look like for me in a role? What would autonomy or freedom look like for me?

And in the context of that, you are going to have such a complete list of needs that then when you're presented with offers, you are going to feel rock solid confidence about what works for you and what doesn't because you're already there.

And in the context of that, you are going to have such a complete list of needs that then when you're presented with offers, you are going to feel rock solid confidence about what works for you and what doesn't because you're already there.

The last thing I'll say, Ilana, that I think is really, really important, especially for people who might be lacking confidence or might be nervous going into this negotiation, I like you to ask yourself a really powerful question. It's how have I handled something like this successfully in the past?

The last thing I'll say, Ilana, that I think is really, really important, especially for people who might be lacking confidence or might be nervous going into this negotiation, I like you to ask yourself a really powerful question. It's how have I handled something like this successfully in the past?

Because too often I find that even really credentialed, brilliant professionals go in thinking, oh God, last time this didn't work or here's what I did wrong.

Because too often I find that even really credentialed, brilliant professionals go in thinking, oh God, last time this didn't work or here's what I did wrong.

And research actually shows that if you go in having thought about and written down a time when you did something similar successfully, not only is it like a power prime on your brain, so you're automatically feeling more powerful, more creative, more flexible, but it's data.

And research actually shows that if you go in having thought about and written down a time when you did something similar successfully, not only is it like a power prime on your brain, so you're automatically feeling more powerful, more creative, more flexible, but it's data.

It's going to tell you, when you write that down, Ilana, you're going to be reminded of who you are at your best as a negotiator. What are your best strategies? What are your best qualities? What can you lean into to be successful? And I've seen this question more than any other break through those psychological barriers and have people go forth and get what they need.

It's going to tell you, when you write that down, Ilana, you're going to be reminded of who you are at your best as a negotiator. What are your best strategies? What are your best qualities? What can you lean into to be successful? And I've seen this question more than any other break through those psychological barriers and have people go forth and get what they need.

Okay, so what I want you to know, first of all, is that the default is people expect you to negotiate. Even during the height of the pandemic, Ilana, I remember speaking to lots of hiring managers who were saying, I have at least 10% more and no one's asking for it. So first of all, I would say default is people expect you to negotiate.

Okay, so what I want you to know, first of all, is that the default is people expect you to negotiate. Even during the height of the pandemic, Ilana, I remember speaking to lots of hiring managers who were saying, I have at least 10% more and no one's asking for it. So first of all, I would say default is people expect you to negotiate.

Even with more salary transparency laws now in the US, there are laws in certain jurisdictions that say the band for this position is X to Y. even within there, there's room to make the case for why you're at the top of the band. So I like to start, remember, negotiation does not start with the numbers. It starts with your messages.

Even with more salary transparency laws now in the US, there are laws in certain jurisdictions that say the band for this position is X to Y. even within there, there's room to make the case for why you're at the top of the band. So I like to start, remember, negotiation does not start with the numbers. It starts with your messages.

It starts with using your words to teach people how to think about you and the value you bring long before you get to the numbers. So from the beginning, instead of just pitching myself, I'm asking the manager, Tell me about the company. Tell me about the challenges. Tell me about the opportunities you're seeing.

It starts with using your words to teach people how to think about you and the value you bring long before you get to the numbers. So from the beginning, instead of just pitching myself, I'm asking the manager, Tell me about the company. Tell me about the challenges. Tell me about the opportunities you're seeing.

I might even ask, you know, tell me the last superstar you hired and what made that person so effective. And in the course of asking all of these questions, I'm then in a position when we get to negotiation to say, you've said you're looking for this. You want somebody who can make an impact in this way. People who outperform at your company have these skill sets and we are a perfect match.

I might even ask, you know, tell me the last superstar you hired and what made that person so effective. And in the course of asking all of these questions, I'm then in a position when we get to negotiation to say, you've said you're looking for this. You want somebody who can make an impact in this way. People who outperform at your company have these skill sets and we are a perfect match.