Navigating the Negotiation Landscape: Empowering Women to Ask for What They Deserve

Negotiation is a critical skill in professional life, yet women often face unique challenges and societal expectations that can hinder their ability to advocate for themselves effectively. From being labeled as “aggressive” for directness or “too soft” for a collaborative approach, women frequently encounter a double bind. This article explores the nuances of negotiation for women, drawing on insights from experts in leadership and industrial relations, and offering strategies to overcome barriers and achieve favorable outcomes.

The Gendered Dynamics of Negotiation

Research consistently demonstrates differences in how men and women approach negotiation. Beth Livingston, Sheets associate professor of industrial relations at the University of Iowa Tippie College of Business, highlights that “Negotiation comes up time and time again in the literature as being an issue that is differentiated between men and women, particularly in terms of the outcomes that men and women tend to negotiate and the situations under which they choose to negotiate.” Women often exhibit a more “other-concerned” or “other-centered” approach, prioritizing relationships and mutual benefit over solely maximizing their own gains. Even as this can be a strength, it can also lead to undervaluing their contributions and accepting less than they deserve.

Addressing the Post-Acceptance Negotiation

A common scenario arises when a job offer is accepted based on a certain set of expectations, only to find the reality significantly different upon starting. Cristy Tackett-Hunt, general counsel of Perfusion Solution Inc., advises, “Often people find themselves in a bit of a quandary … when they accepted a job under a certain set of expectations, and then they get there and it’s completely different than what they expected. … It’s significantly more. In those situations, I think that’s a good time to proceed back to the table and start talking about what you’re contributing and what its value is.” This requires courage and a clear articulation of one’s value proposition.

Overcoming Psychological Barriers

Psychological factors also play a significant role. Livingston points out the “relief” and “gratefulness” often felt after receiving a job offer, which can create a fear of jeopardizing the opportunity by asking for more. She emphasizes reframing the negotiation: “There can be a fear then that if I ask for more, they’re going to take it away from me or they’re going to think I’m ungrateful. There’s a psychological point to be like, ‘You are worthy of this job.’ It is not a gift. It is something that you have earned. And therefore you can ask for what you believe you deserve.” Recognizing that a job offer is a recognition of earned value, not a favor, is crucial for confident negotiation.

Strategic Negotiation Tactics

Tactically, Tackett-Hunt suggests avoiding the first offer. “I would never start the negotiation – that’s a lawyer trick. Never throw the number out first. A lot of times people will ask what you think you should make or what your goals are, and I think you can answer that question without getting into specific dollar amounts. It could be something as simple as, ‘Well, we realize what the market’s doing and what the market’s paying, and I want to be a market rate. … Talking in less concrete terms will serve you well, especially out of the box.” This allows for gathering information and anchoring the negotiation around market value.

Shifting from Zero-Sum to Collaborative Negotiation

Livingston advocates for reframing negotiation as a collaborative problem-solving exercise rather than a win-lose scenario. “With many negotiations it can feel that there are … a winner and a loser. It can feel like, ‘Well if you get more money, we as a company get less.’ There’s this idea that this is a zero sum negotiation. … I like to try to say, ‘Your employees are assets, are investments, are components of what makes your company work. … How can we be on the same page and solve a problem?’” This approach emphasizes the mutual benefits of a fair agreement and fosters a more positive negotiation environment.

About Perfusion Solution Inc.

Perfusion Solution Inc., founded in 2007, is a rapidly growing perfusion service provider in the United States. The company provides clinical services, education, and product representation to hospitals, specializing in extracorporeal innovation and customized solutions. Cristy Tackett-Hunt serves as its General Counsel.