Tactics
Specific techniques for the negotiation table.
Opening Moves
Let Them Go First (Sometimes)
When to let them anchor:
- You have incomplete information about the range
- Their number might be higher than yours
- You're in a formal process (job offers)
When to anchor first:
- You have strong market data
- You risk being anchored too low
- You want to frame the conversation
Making the First Offer
If you anchor first:
- Go high but justifiable - Ambitious, not absurd
- Use precise numbers - $103,500 sounds more researched than $100,000
- Provide rationale - "Based on [objective criteria]..."
- Pause after - Let it land
"Based on my research of comparable roles and my experience
in [specific area], I'm looking at $127,500."
[SILENCE]
Responding to Their Anchor
If they anchor first:
- Don't react visibly - No gasps, frowns, or "that's way too low"
- Don't counter near their number - It validates their anchor
- Acknowledge without accepting - "I appreciate you sharing that"
- Re-anchor with your number - Based on different criteria
Them: "We're thinking $85,000"
You: "I appreciate that starting point. Based on market data
for this role in this area, I'm looking at $110,000."
Core Techniques
The Flinch
A visible reaction to an offer signals it's unacceptable.
- Sharp intake of breath
- Raised eyebrows
- Brief silence followed by "Hmm..."
- "Wow, that's quite a bit different from what I expected"
Why it works: Social pressure. They'll often improve immediately.
The Pause
After they make an offer or ask a question:
- Count to 5 in your head
- Look thoughtful
- Say nothing
Why it works: Silence is uncomfortable. They'll often fill it with concessions or information.
The Bracket
Position your target in the middle of your anchor and their likely offer.
You want: $100,000
They'll likely offer: $85,000
Your anchor: $115,000
When you meet in the "middle," you land near your target.
Nibbling
After the main deal is agreed, ask for small additions.
"Great, I'm excited about the offer. One small thing:
could we include a signing bonus to help with relocation costs?"
Works because: They've invested in the deal and don't want to lose it over something small.
Use sparingly: Overuse damages relationships.
The Walk-Away
Sometimes real, sometimes tactical.
The real walk-away:
- "This is below my reservation point. I'll need to decline."
- Mean it. Be prepared to leave.
The tactical pause:
- "I need to think about this. Can I get back to you tomorrow?"
- Creates uncertainty. Sometimes triggers better offers.
Warning: Only works if you have a real BATNA.
The Higher Authority
"I need to check with [partner/board/committee]."
Advantages:
- Buys time to think
- Removes pressure to decide immediately
- Allows you to come back with demands
Disadvantages:
- Signals you don't have authority
- Can frustrate the other party
Counter: "What would need to happen for you to approve this yourself?"
Good Cop / Bad Cop
One person is reasonable, another is demanding.
If used on you:
- Recognize the tactic
- Negotiate only with the "good cop"
- Or insist on dealing with the "bad cop" directly
The Decoy
Pretend to care deeply about something you don't, then "concede" it for something you want.
"I really wanted an office with a window... but I could be
flexible on that if we could adjust the base salary."
Use ethically: Don't manufacture fake concerns.
Handling Their Tactics
When They Say "That's Our Final Offer"
It usually isn't.
Responses:
- "I understand. Let me think about that and get back to you."
- "That's disappointing. Is there any flexibility on [specific element]?"
- "Final on salary, but what about [signing bonus/start date/etc.]?"
When They Use Time Pressure
"We need an answer by Friday."
Responses:
- "I want to make a thoughtful decision. Can we extend to Monday?"
- "I'm very interested, but I have a personal policy of not making major decisions under pressure."
- Call the bluff (politely): "I understand. If that's truly the deadline, I may need to decline."
When They Get Emotional
- Don't match their emotion
- Acknowledge their feelings: "I can see this is frustrating"
- Redirect to interests: "Let's focus on how we can solve this"
- Take a break if needed: "Let's pause for 10 minutes"
When They Make Threats
"If you don't accept this, we'll..."
Responses:
- Stay calm. Threats often signal desperation.
- Acknowledge: "I understand the constraints you're facing."
- Redirect: "Let's see if there's a way to make this work for both of us."
- If bluffing: "I hope we can find a solution, but I understand if not."
When They Split the Difference
"Let's just split the difference, meet in the middle."
This sounds fair but often isn't. It rewards extreme anchoring.
Responses:
- "I'm not sure that's fair given [objective criteria]."
- "Let me see if I can make that work..." (then counter with different split)
- Accept if it meets your target
Question Techniques
Open-Ended Questions
Get them talking. Information is power.
- "How did you arrive at that number?"
- "What's driving the timeline?"
- "What would make this a great outcome for you?"
- "What constraints are you working with?"
Calibrated Questions (from Chris Voss)
Questions that start with "How" or "What" that get them to solve your problem.
- "How am I supposed to do that?"
- "What would you suggest?"
- "How can we make this work?"
Why it works: They feel in control while actually serving your interests.
Clarifying Questions
Ensure you understand before responding.
- "When you say [X], what exactly do you mean?"
- "Can you walk me through how that would work?"
- "What's included in that?"
The Concession Dance
How to Give Concessions
- Make them work for it - Don't give freely
- Diminish over time - Each concession smaller than the last
- Get something in return - "If I do X, would you do Y?"
- Label what you're giving up - "This is a significant move on my part"
- Appear reluctant - Concessions given easily are valued less
Concession Patterns
Bad pattern (signals more available):
$100 → $90 → $80 → $70 → $60
(Equal moves suggest more flexibility)
Good pattern (signals approaching limit):
$100 → $92 → $87 → $85 → $84.50
(Diminishing moves suggest you're near bottom)
Trading Concessions
Never give without getting.
"If I can agree to the April deadline, can we adjust
the payment terms to 50% upfront?"
Closing Techniques
The Summary Close
Recap what's been agreed.
"So we're at $105,000 salary, 20% bonus target, 4 weeks PTO,
and flexible remote work. Is that right? Should I expect
the written offer this week?"
The Assumptive Close
Act as if agreement is reached.
"Great, I'm excited to get started. What does the
onboarding process look like?"
Creating Urgency (Carefully)
If you have legitimate time constraints:
"I'm considering another opportunity with a deadline of Friday.
I'd prefer to work with you. Can we finalize by Thursday?"
Never fabricate urgency. It backfires.
After the Handshake
- Get it in writing immediately
- Confirm all details explicitly
- Don't re-negotiate after agreement (damages relationship)
- Thank them genuinely
- Deliver on your commitments