Here's how you can navigate negotiations for a promotion or salary increase as a mid-career executive.

Recuerdo un momento decisivo en mi carrera cuando decidí pedir un ascenso. Antes de la reunión, hice un inventario de mis logros y habilidades, reflexionando sobre cómo había liderado un proyecto clave que resultó en un aumento del 20% en las ventas. Al cuantificar mis contribuciones y articular claramente cómo alineaban con los objetivos de la empresa, me sentí más seguro al abordar la conversación. Cuando finalmente expuse mis razones, no solo pedía un aumento, sino que estaba demostrando el valor que aportaba al equipo. Esa preparación no solo me dio confianza, sino que cimentó la base para una negociación exitosa.

The cornerstone of any successful negotiation is thorough preparation, beginning with a comprehensive self-assessment. As a mid-career executive, it is crucial to evaluate your accomplishments, skills, and the value you bring to the organization. Document specific achievements, such as successful projects, leadership roles, and contributions to the company's growth. This portfolio of evidence will serve as a foundation for justifying your request. Additionally, research industry standards and salary benchmarks for your role and experience level. Understanding the market rate for your position will empower you with realistic expectations and provide leverage during negotiations.

Choosing the right time to initiate negotiations is critical. Ideally, this should coincide with performance reviews, fiscal year-end evaluations, or after the successful completion of a significant project. Timing your request during these periods can increase the likelihood of a favorable outcome, as these are moments when your performance and contributions are already under review. When approaching your superior, request a formal meeting to discuss your career progression. This signals that you take the matter seriously and allows for a focused, uninterrupted conversation. During the meeting, maintain a professional demeanor, and be prepared to articulate your case clearly and confidently.

Once armed with self-assessment and market data, the next step is to build a compelling business case. Frame your request in terms of the value you bring to the organization and how your continued growth will benefit the company. Highlight specific instances where your contributions have led to measurable improvements, such as increased revenue, cost savings, or enhanced team performance. When constructing your business case, align your goals with the company's strategic objectives. Demonstrating how your promotion or salary increase will support the organization's long-term vision can make your request more persuasive. This approach shows that you are not merely seeking personal gain but are invested in the company's success.

While rehearsing builds confidence, communicating your value with data-driven examples and quantifiable achievements is the most impactful way to influence salary negotiations.

The most valuable piece of advice I have received on the front of managing promotions and salary adjustments is to have a discussion about how you can add value into the organization. Asking your manager "what is the most difficult challenge you're trying to solve now", and volonteering to help to work on this is a strategic way to prove your value to the company and subsequently steer the conversation towards a promotion or a salary adjustment, to a mutual benefit.

Active listening and collaborative communication are key but don't forget to showcase your achievements and the unique value you bring. Quantifying your contributions can make a strong case for a higher salary.

Understand that “no” may not mean “no”, it may just mean “not now.” Seek to understand and ask the fact finding questions if they answer is not what you’re expecting. Maybe it’s a matter of timing, maybe more information is needed, maybe it is really no and that tells you all you need to know. Assumptions can be disastrous and knowing the truth is always beneficial. It is easy to be immediately discouraged or defensive. If the answer is not what you’re expecting, what most leaders are looking for in next level leaders is calm, collective, inquisitive, and strategic. Be prepared with your next level proposal or inquiry in case it does not go as you had hoped so, you can continue to progress.

As former HR director I had probably 300 conversations about “promotion” Here’s 3 things you need to convey and one you surely need to avoid - focus on the value your create - provide granular evidence and concrete examples - demonstrate that you are a team player eg by helping colleagues and sharing information Avoid - compare yourself with others eg criticizing a colleague or challenging decisions Then follow up to see the results