Negotiation

Anchoring = stating the first number in a negotiation. Research shows anchors move the final deal 15–30% toward the anchor. If you want $100k, anchor at $110k; if employer wants to pay $80k, they'll anchor at $70k. Whoever goes first wins. Counter: Research your BATNA (best alternative) first, then anchor 15–20% higher than your target — you're selling confidence + data. Never react emotionally to a lowball offer; pause, take a breath, say 'I appreciate the offer, I was expecting closer to $[anchor].' Silence is your weapon — let them respond.

BATNA = Best Alternative to Negotiated Agreement. It's your walk-away point. If negotiating salary: BATNA might be 'stay in current role at $85k' or 'other offer at $90k'. Build BATNA first: create 2–3 competing offers, get other offers in writing, or know your financial runway. Having a strong BATNA is a superpower — you negotiated with lower desperation, employers sense your confidence, and you're willing to walk. If you have no BATNA, every offer feels like the only one. Create the fiction of options even if you don't have them — 'I have another offer pending, can you expedite decision?' (ethically).

Research first: Levels.fyi + Blind + Glassdoor for your role/level/company. Then: (1) Never name a number first — ask 'What's your range?' Most companies have 15–30% salary band width. (2) If they lowball, say 'I was expecting closer to $[X]' using your research. (3) If they ask your expectation, say 'I'm looking for fair market value for this role and level. Based on [source], that's typically $[X]–$[Y]. Where does your offer sit?' (4) Anchor to research, not emotion. (5) Get a competing offer if possible — it's the ultimate anchor without sounding greedy.

Always negotiate. Most vendor contracts have 10–40% wiggle room. Tactics: (1) Itemize the contract — break costs into labor, setup, ongoing support — negotiate each line. (2) Extend payment terms (net-60 vs net-30 = you hold cash longer). (3) Negotiate volume discounts ('If we do 3 projects, can you drop per-project rate?'). (4) Get competing bids — vendor knows if you're comparing. (5) Pause before accepting — silence makes them sweaty and willing to drop price. (6) Trade non-monetary terms: 'Can you include training if I sign annual?' Contracts are always flexible; take-it-or-leave-it = rarely true.

Walk if: (1) The offer is below your BATNA (you have a better alternative), (2) They keep moving goalposts — every agreement becomes a new demand, (3) They're disrespectful or acting in bad faith, (4) Your non-negotiable terms are off the table (equity, title, flexibility). Script: 'I appreciate the offer, but it doesn't meet my needs. I'm walking to my best alternative.' Then actually walk — don't threaten it. Once you walk, they often call back with a better offer. Staying shows desperation; walking shows you have options.

Always get written. Verbal agreements = he-said-she-said. When you negotiate (salary, vendor contract, partnership), confirm: (1) Email recap: 'Per our discussion, we agreed on $X, equity Y, start date Z. Please confirm.' (2) Draft a simple contract for big deals (>$10k vendor contracts, equity grants). (3) Never resign/sign without an offer letter in writing. (4) Verbal is faster for trust-based relationships, but you're 3x more likely to have a dispute. Written = protection for both sides.

Multi-party = harder. Tactics: (1) Identify decision-maker first — negotiate with them, not committee. (2) Build coalition before big ask — get hiring manager to advocate for you internally. (3) Each party has different motivations: hiring manager wants you hired (happy), CEO cares about budget (tight), board wants top talent (willing to overpay). (4) Use anchor strategically — if hiring manager has budget authority, anchor with them first (they'll defend your number to CEO). (5) Separate interests from positions — CEO's position is 'can't exceed budget', interest is 'hire the right person'. Show how you're worth the stretch. (6) If blocked by one stakeholder, ask: 'What would need to change to make this work?' Opens door to creative solutions (equity, bonus, title, flexibility).