Negotiating with your boss is an art. You’re persuading someone in authority to see things from your perspective—and then to take action. Your negotiations may focus on tasks such as overseeing projects, securing resources, winning assignments, or getting buy-in or approval for new ideas. Or they may concern issues of personal satisfaction such as work/life balance or flexible scheduling. Either way, you’ll need to:
• Establish your credibility
• Identify priorities
• Communicate strategically
Negotiation is most effective when the other party respects your judgment. If you can, lay the groundwork before negotiations begin so your reputation precedes you. But whether or not you have that opportunity, it’s wise to gently but confidently establish your credibility by emphasizing your trustworthiness and expertise.
Here are some tips for earning your manger’s trust in a negotiation:
• Be sincere. Express your conviction that your proposal is worth your boss’s time and attention, and explicitly state your commitment to it. You might say, “I really believe in this, and here’s why . . .”
• Highlight your track record. Remind your boss of commitments you’ve previously honored—and of the positive results that ensued.
• Welcome suggestions. Listen to your manager’s concerns and consider how you might account for them in your proposed plan.
• Put your boss’s interests first. When your manager knows that you care about her goals and needs, she’ll be more likely to trust your ideas.
• Be candid. Own up to your proposal’s limitations. By showing that you’re aware of them, you’ll demonstrate that you’re realistic and thinking about how to avoid problems.
To establish your expertise:
• Present your research. Gather as much information as you can about the idea you’re proposing, but summarize it succinctly. Back it up with your most compelling data. Lay out counterarguments to show that you’ve considered potential objections.
• Gain firsthand experience. Participate in pilot projects to deepen your knowledge; join cross functional teams to broaden it. Share what you’ve learned with your boss, either in writing or during check-ins.
• Cite trusted sources. Name the people you’ve spoken with about your ideas, recount their reactions and experiences, and refer your manager to them when that’s feasible. Testimonials from folks your boss respects will go a long way.
• Offer proof of concept. Initiate your own tests, particularly if you’re not able to gain firsthand experience in an existing forum. For example, you might run a mini-experiment with your own direct reports before suggesting that your manager try it with you and others who report to her.
With trust and expertise in your arsenal, you’re more likely to succeed in any negotiation you under take.
Topics for negotiation with a manager cover a wide field, but a common one is how to prioritize your assignments: what tasks to accomplish, in what order, and when.
You should certainly manage your time as independently as you can (you may irritate your boss if you require a lot of oversight). But when you deviate from established routine—as problems arise, for example, or as you take on new responsibilities—you may have to renegotiate due dates, time allotments, and related details with your boss. Never wait until you’re about to miss a deadline to reprioritize your tasks with your supervisor. Demonstrate foresight, and preempt problems by proposing alternatives, as discussed earlier.
In negotiating with your manager about work priorities:
• Show that you are aware of all the projects for which you’re responsible. Even if part of your proposal is to delegate a particular task to someone else, don’t speak about that task dismissively.
• Specify clearly what you can and cannot do in the time you have. Propose more than one option for reconfiguring what’s on your plate. And be open to alternatives that your manager suggests.
• Ask for help setting deadlines for new work to avoid slowing down other projects. Put together simple charts that show where competing schedules overlap; they can be fabulous visual aids as you plot out the new trajectories.
• Follow up with an e-mail to seal the deal. Putting the results of your negotiation in writing gives you and your manager a handy reference point as you implement changes.
Your manager understands the importance of priorities. After all, as a manager, she must reassess them all the time. Showing her that you, too, can think ahead will facilitate your negotiations because she’ll see that you know where she’s coming from.
Communicate strategically
In negotiations, persuasion is paramount. So the way you package your message is as important as the message itself. A few pointers can help:
• Avoid “you”-centered language. Use words like “I,” “we,” and “both” so you won’t sound accusatory. For example, say “I’m not clear about this point” rather than “You didn’t make that clear.” Or “Can we can meet that schedule?” rather than “Do you think your schedule is feasible?”
• Take a win-win approach. Indicate how your ideas will benefit your manager and the organization, not just you. Zero in on performance. For instance, say “Delegating these reports will free me up to spend more time pitching to clients.”
• Collaborate. Don’t just “dump” a problem on your manager and ask her what to do about it. Offer to set up a meeting so you can think through it together: Pick her brain, and share ideas of your own.
When negotiating with your manager, don’t think of it as arguing for something you want. Instead, view it as searching for a solution that works for both of you. The aim is not tit-for-tat compromise—it’s mutual benefit.