Here we'll attempt an analysis of what makes your supervisor tick, so to speak, and we'll outline a one-to-one strategy for success in your salary negotiation.
Now, either you are aware of your supervisor's traits or you must get to know him or her better. In that respect, you should not enter the raise negotiation "cold"! Watch out for power-game tactics that your supervisor may play, and learn how to play along. Be prepared to accept some criticism, even if it appears abusive, whimsical, or insensitive. Anticipate your supervisor's critical questions ("What have you accomplished lately"?) and statements ("You've only been here for a short time"; "You're at the top of the range now"; "You may be doing excellent work now, but once I give you a raise you'll probably relax"). Some of these arguments may sound familiar to you.
You probably won't get everything you ask for, but you can surely try!
1. Getting to Know Your Boss
Your relationship with your supervisors depends, in many ways, on how you view them. You may also wonder how they perceive you, understand you or attempt to understand you. The best way for them to get to know you is if you first understand them.
Many business pressures may be hanging over a boss's head. Your supervisor may have been informed of cost-reduction requirements, a pressure builder that must be passed down the line. He or she may be concerned about applying strategies during the salary review session that, if misunderstood, could backfire. It is essential to recognize that your supervisor is human and subject to the same frailties as you. In short, understand the responsibilities and pressures that he or she may be up against, and try a sympathetic approach. Your supervisor needs to be needed, and the reverse, it is hoped, is also true: you too are needed.
What about your supervisor's background? Have you seen his or her resume, or talked about education, business experience, sports, marital status? Is your supervisor active in professional or civic organizations? Find out what your common interests are, and record them in your activity log book .
2. Using Positive Approaches
Many bosses feel that negotiating with an employee should turn out to be a win/lose situation. Your supervisor may also have been trained in negotiation techniques, particularly in methods to get you to agree to what he or she wants you to think is reasonable. Let's look at some positive approaches that you can plan to use in a variety of situations:
- Keep your voice calm and well modulated. It's possible your super-visor may be watching whether you seem confident or nervous and may react accordingly. Watch your tone (and volume) of voice.
- Avoid confrontation. Preserve camaraderie by sticking to a "win/win" philosophy.
- Keep the discussion within your current and future period of employment; avoid being held responsible for mistakes the company made in the past.
- When questioned about future performance, ask your supervisor to apprise you of the company's or the department's future plans. Then both of you should discuss how well you fit into these plans.
- Keep the discussion lively and relevant; a dull or wandering session can end disastrously without much accomplished. Stick to the subject of your salary needs; don't be sidetracked.
- When asked a question, think before you respond; never fear a moment of silence.
Be prepared, when reacting to your supervisor, to avoid open resentment or hostility. Let him or her talk! Perhaps your supervisor needs a sympathetic ear or a chance to blow off steam as a result of mounting pressures. Examine the situation for positive movements that may lead you into a "yes, but . . ." routine, in which you basically agree but do not totally acquiesce. If you like what you hear, give an affirmative response, but don't overdo it; few bosses appreciate yes-men or apple polishers.
Some supervisors with weak personalities may apply power tactics in an attempt to conceal insecurities. These people are not as powerful as they pretend they are, but you must play along with them. Never "bad-mouth" your supervisor!
By remaining firm and cool, you show flexibility and poise. You should seriously consider transferring to another department or even leaving the firm, however, if your supervisor stubbornly avoids responding to a request, whether it concerns salary or a promotion. Recognize delaying tactics; if requested to wait for a reasonable period, agree only when promised you will have a definite answer at the end of the waiting time. Always recognize that your supervisor should also expect a promotion or a raise in the immediate future, and be ready to help him or her get that advancement. As your supervisor moves up the corporate ladder, you will find an empty rung above you.
Dr. Tessa Warschaw, in her book Winning by Negotiation, identifies "The Power Game-and How to Play It with Each Stylist." Brief descriptions of the various stylists are provided below to assist you in classifying your supervisor. By recognizing the various types she describes, you may better understand how to cope with how your boss wields power.
"Jungle fighters" love power and can be savage and merciless in pursuing their objectives, but can be handled. Avoid being intimidated, and don't let them think you fear them.
"Dictators" must be in control and will treat you as a follower. Avoid being used; but if you cooperate with and stick by them, you can provide valuable support to their egos.
"Silhouettes" are secretive about themselves and their motivations. Thus you may be required to draw upon outside sources for information about them. They may provide opinions but approach things quietly. Don't be afraid of silence, but answer questions directly and fully to hold their attention.
"Big mammas and daddies" control with love and approval and avoid power confrontations. Watch out lest you be treated like a child, for they may want to manipulate you into their way of thinking.
"Soothers" project a message that they need your help, but they don't like to listen to your side of the story. They will deviate from the subject, so you must guide them back on track.
4. Anticipating What Your Supervisor May be Willing to Give
Salary administration in a company consists of a formal program that provides management not only with job-evaluation methods but also with data on employee performance and salary statistics. Such a salary administration program defines acceptable performance measurements and attempts to recognize that better performers are entitled to higher pay. Salaries are distributed within certain ranges. The company's policy may include both automatic raises, which are given in steps, and merit raises, which are generally initiated by supervisors. Progression through ranges can be automatic, meritorious, or a combination of both, depending on the employee's skill and experience. Merit raises are based on the idea that wage increases should be earned through increased proficiency or quality of performance and viewed as incentives for future performance. Many managers, however, perceive all raises as identical and regard money in general as an incentive for future performance rather than as a reward for past achievement.
Pay raises within each salary range may be considered to hinge on the individual employee's performance, pay history, current position within the range, experience, time elapsed since the last raise, the amount of that raise, the salaries of others holding similar positions, labor market considerations, and, most important, the company's financial condition.
So what can you expect from your supervisor? Will cost of living and any related salary adjustments be ignored? Will your supervisor blindly follow salary administration techniques or guidelines? Let's face it-your supervisor will prefer to offer you a salary in accordance with the going rate in a competitive market rather than meet what you feel you need for survival in inflationary times.
OK, boss-you've reached the end of your rope, and you've run out of excuses for not providing a better raise. Let's go one step further! How about a promotion and the increase that accompanies it? A promotion certainly would open up a new rate range, as well as provide recognition for outstanding performance. But what about that "no opening for a promotion" response? If you can't get a satisfactory reply, you might plan to ask your supervisor to move you to another area or another department of the company that may provide an opportunity for advancement. But be cautious; avoid a threat to leave the company. An ultimatum may land you in the unemployment office. Nevertheless, your strategy should include a refusal to take a negative response as a final answer!
