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Negotiation Workshop An example: how to ask for a raise

Negotiation Workshop An example: how to ask for a raise. Laurie G. Jacobs, MD Professor of Clinical Medicine Vice Chairman, Department of Medicine Albert Einstein College of Medicine & Montefiore Medical Center. Types of Negotiation. Distributive (competitive):

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Negotiation Workshop An example: how to ask for a raise

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  1. Negotiation WorkshopAn example: how to ask for a raise Laurie G. Jacobs, MD Professor of Clinical Medicine Vice Chairman, Department of Medicine Albert Einstein College of Medicine & Montefiore Medical Center

  2. Types of Negotiation • Distributive (competitive): both parties want to “win”, requires persuasive skills, e.g. negotiating a price for a used car • Integrative (cooperative): both parties aim to reach agreement in which both benefit

  3. Negotiation: a four-part dance • Preparation • Information exchange • Negotiation/bargaining • Commitment

  4. Preparation • Goals:What do you want? What do they want? Learn as much as you can about the problem. What information do you need? Goals are one thing, expectations are another. • Trades (leverage):What do each of you have that can be traded? that the other wants? and are comfortable giving away? • Alternatives:How much does it matter if you fail to reach agreement? Does failure cut you out of future opportunities? What alternatives do you or they have? • Relationships:What is the history of the relationship? Should this impact the negotiation? Are there hidden issues that may influence the negotiation? How will you handle these? • Expected outcomes:What outcome is expected from this negotiation? What has happened previously? What precedents have been set?

  5. Confidence; know your “business” Power (the ability to influence) Attitude - everything is negotiablecompromise is omnipresent; “fair” is a range Communicationis critical;perception, emotion & communication are not the same Be cooperative but don’t let your guard down Actively listen Be aware of body language Negotiating Tactics

  6. Self interest & Listening Your objectives; resources you need, obstacles you face, resources you bring, your view of them Enlarged interests In concrete terms, what are we each trying to achieve? In what ways do our objectives overlap? Negotiation Enlightened interests: “The aha moment” Find and take advantage of opportunities, new ideas, creative options, innovative solutions, benefits of a collaboration

  7. Commitment • When have you completed the negotiation? • Who and how will it be documented? • Emotional closure • Implementation - its not over until it is over.

  8. Focus on interests • Your Chief: • has unmet needs of the Division • wants people (you) to meet these needs • and do it well/efficiently for new revenue • wants to then reward you with a raise using the new revenue you generated ! • What your interests should be: • identify the Division’s unmet needs • see if you can help meet some of them • meet/exceed productivity standards • as a result, earn more money

  9. Negotiating a Raise • Do your homework first • what do you do now for the Department ? • how much do you bill (wRVUs), teach ? • how much salary do you bring in grants? • comparable salaries for your peers ? • what are the Division’s needs and missions? • what might you do that’s new or additional? • Schedule the meeting • “compensation”, not “personal” • Be on time, be prepared, make your case calmly, and above all…

  10. If you are rebuffed… • Ask specifically why. Write it down and try to flesh it out more fully on the spot. • Ask “what specific Divisional goals could I fill that might get me the raise I seek?” • Explore creative solutions: • pay it as a bonus out of a new grant • propose a trial increase tied to targets • ask for names of mentors (research, clinical) • Do not make the following common mistake: You make your case, the Chief nods, takes notes, says “Yes, hmm, I see your point, yes, uh-huh.” You walk out thinking you got the raise. No, this is “active listening” behavior from the Chief showing she is paying attention. Read the documentation of the meeting.

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