“Most people don’t negotiate poorly because they lack leverage. They negotiate poorly because they’ve never been taught the difference between asking and justifying an ask with evidence.” — Sandeep Anand
Vikram (a director-level candidate, different from the PM Vikram above) received an offer for a senior leadership role at 12% above his current compensation. His first instinct was to accept immediately — grateful, relieved, and worried that pushing back might jeopardise the offer entirely. That instinct, common among even highly senior professionals, is precisely what leaves money on the table in the majority of negotiations.
We rebuilt his approach around a simple principle: a negotiation ask is not a request for generosity, it is a case built on evidence. Companies routinely have more room in an offer than the first number suggests — most initial offers are deliberately built with negotiation room baked in, precisely because most candidates don’t push. Vikram wasn’t asking for more money because he needed it. He was presenting market data, competing signal, and specific value he’d bring, and asking the company to close the gap between the offer and what that evidence supported.
The result was a 40% increase over his original offer — an outlier result driven by a genuinely strong market position, not a guaranteed outcome for everyone. But the framework behind it — evidence-based anchoring, a single clear ask, and calm follow-through — applies at every level, even when the realistic outcome is a more modest 10–20% improvement.
Anchor the ask in data, not feeling
- Research market compensation for your specific role, level, and location using multiple sources — LinkedIn Salary, Glassdoor, and direct conversations with recruiters in your field
- Document your specific, quantified value: what you’ve delivered, and what you’re uniquely bringing to this next role
- If you have a competing offer or strong current-role leverage, know it precisely — vague leverage (‘I might have other options’) is far weaker than specific leverage
Vague requests get vague responses
- State a specific number or range, not ‘I was hoping for more’ — specificity signals preparation and confidence
- Use a simple structure: appreciation for the offer, the specific evidence-based ask, and a clear statement that you’re ready to move forward once resolved
- Say it once, clearly, and then stop talking — resist the urge to fill silence by justifying downward
Base salary is one lever among several
- Consider sign-on bonus, equity, review timeline acceleration, and title as negotiable components alongside base
- If base is genuinely fixed on their end, ask specifically what else has flexibility before assuming the conversation is over
- Get any agreed changes in writing before final acceptance — verbal agreements during negotiation are not always what appears in the final offer letter
A counter-offer is a normal business conversation, not a conflict
- Expect a pause or a ‘let me check’ response — this is standard process, not a sign you’ve overreached
- If the answer is no on the number, ask what would need to be true for it to be reconsidered, rather than immediately dropping the ask
- Whatever the outcome, thank them professionally — the relationship continues well beyond this single conversation
Signs You’re About to Under-Negotiate Your Next Offer
Frequently Asked Questions
In the vast majority of cases, no — a calm, professional, evidence-based counter is a completely normal part of the hiring process, and most employers build negotiation room into an initial offer expecting some back-and-forth. Offers are rarely withdrawn over a reasonable, respectfully delivered ask; they’re far more often adjusted, at least partially, in the candidate’s favour.
It varies significantly by role, seniority, market conditions, and the strength of your specific leverage — a 40% outcome, as in the case study above, reflects an unusually strong negotiating position and should not be treated as a typical benchmark. A more common realistic range for a well-prepared negotiation is 10–20% above an initial offer, still a meaningful outcome most professionals leave on the table by not asking at all.
Current market compensation for your specific role, level, and location from multiple sources (LinkedIn Salary, Glassdoor, direct recruiter conversations), your own quantified value and achievements, and the specifics of any competing offer or leverage you hold. Vague research produces a vague ask; specific research produces a specific, defensible number.
The whole package. Base salary is often the least flexible lever, while sign-on bonus, equity, review timeline, and title can carry meaningful room for negotiation even when base is fixed. Asking specifically what flexibility exists elsewhere, rather than assuming the conversation ends when base is capped, frequently uncovers additional value.
Yes. The Salary Negotiation Playbook provides the complete evidence-building and scripting framework used in the case study above, and 1:1 sessions can help build the specific ask for an active offer. The free Career Diagnostic at sandeepanand.in/coaching-pivot-diagnostic/ is a useful starting point to assess your current leverage.
