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Gender
HOW WOMEN CAN GET WHAT THEY WANT IN A NEGOTIATION
by
* Suzanne de Janasz
and
* Beth Cabrera
by
* Suzanne de Janasz
and
* Beth Cabrera
August 17, 2018
VANDAL Photography/Getty Images
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Summary. Based on a growing body of research on gender in negotiations,
combined with burgeoning research on positivity and mindfulness, several
strategies can help women negotiate more effectively. Investing effort in
preparation for a negotiation — knowing what you...more
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Tara, an MD/PhD who works for a large public university, contacted one of us
(Suzanne) a few weeks after participating in a negotiation workshop she ran,
wanting to share some positive news about successfully negotiating an 11% pay
increase. A faculty member for six years, she had come to learn that she was not
only underpaid but also had a higher teaching and clinic load than others in her
group. She, like many women, accepted her job offer without negotiating.
How common is Tara’s situation? Research suggests that 20% of women never
negotiate at all. A woman who opts not to negotiate her starting salary upon
graduation will forgo an average of $7,000 the first year, and will lose between
$650,000 and $1 million over the course of a 45-year career. Why would women
leave money on the table? There are several factors. When selecting metaphors
for the process of negotiation, men pick “winning a ballgame,” while women pick
“going to the dentist.” Expectations drive behavior. If women see negotiation as
a chore, they either don’t negotiate or do so in ways that can hurt the outcome.
There is also the (very real) fear, backed by research, that negotiating may
come at the cost of being disliked.
The good news is that negotiating skills can be enhanced. Based on a growing
body of research on gender in negotiations, combined with burgeoning research on
positivity and mindfulness, we offer five strategies that can help women both
choose to engage and perform more effectively in negotiations. They include:
* preparing fully
* cultivating positive emotions
* boosting emotional intelligence
* negotiating communally
* negotiating a package
PREPARING FULLY
In general, people don’t like doing what they believe they’re not good at, and
often opt not to engage in activities in which failure is likely. The more we
fear something, the longer and more fervently we stay away from it, and the
greater power we give it — a vicious cycle. How many people shrink at the
thought of public speaking…and avoid it at all costs? Investing effort in
preparing for a negotiation — knowing what you want and why, thinking through
acceptable alternatives, and developing specific strategies for being persuasive
— can significantly increase your confidence and competence. Moreover, thinking
through other desirable outcomes or alternatives will give you flexibility and
comfort, knowing that you don’t have to take whatever is offered.
YOU AND YOUR TEAM SERIES
NEGOTIATING
* TWO KINDS OF PEOPLE YOU SHOULD NEVER NEGOTIATE WITH
* Judith White
HOW WOMEN CAN GET WHAT THEY WANT IN A NEGOTIATION
* Suzanne de Janasz and Beth Cabrera
THE SECRET TO NEGOTIATING IS READING PEOPLE’S FACES
* Kasia Wezowski
Once Tara started gathering salary data from Glassdoor and other reliable
sources, she began to understand her worth, and she committed to taking steps to
achieve parity. Compared with men, women are less likely to be aware of, and are
more uncomfortable expressing, their value in dollars. Tara’s preparation helped
her to overcome this barrier. Going into a salary negotiation with such data,
along with a planned and persuasive explanation of achievements and capabilities
that warrant a higher salary, can greatly increase one’s confidence in and
expectation of a successful outcome. Visualizing or practicing (by role playing,
for example) the negotiation in advance further embeds the skills and cognitive
and behavioral readiness for the negotiation, increasing the chances of success
even more.
CULTIVATING POSITIVE EMOTIONS
Positive emotions can help women negotiate more effectively by increasing their
willingness to seek mutually beneficial solutions and improving their ability to
engage in creative thinking to identify a wider range of options. People in
positive moods prefer collaboration over competition. By cultivating positive
moods, women will be more likely to work to achieve integrative gains —
asserting their needs while encouraging the other party to do the same. This
will increase the probability of reaching a mutually satisfying, optimal
agreement.
Research demonstrates that people experiencing positive affect show patterns of
thought that are more flexible, unusual, integrative, and open than those whose
affect is negative or neutral. Thinking of a joyful memory helped students
perform better on a standardized test, and boosting the moods of medical
students by giving them candy improved their accuracy and creativity. Prior to a
negotiation, women can use positive priming (thinking about something positive
or engaging in a joyful activity) to increase positive emotions, resulting in
greater creativity, openness, and willingness to collaborate, all of which are
essential to successful negotiation.
BOOSTING EMOTIONAL INTELLIGENCE
Emotional intelligence involves an awareness of one’s own emotions and the
emotions of others. Being more aware of her emotions can boost a woman’s
confidence in negotiating. It lowers the intensity of emotions and reduces
reactivity by providing a moment in which to consider how best to respond. This
emotional control can help women negotiate more successfully and give them
greater self-assurance, especially in difficult situations.
With increased confidence, women will be more likely to assert their needs.
Confidence may also reduce anxiety about negotiating, which women experience to
a greater degree than men. This can increase the likelihood that women choose to
enter a negotiation to begin with. And a greater awareness of the emotions of
others during a negotiation can help women better understand their needs and
interests, which can make it easier to find integrative solutions.
Emotional intelligence can be developed through mindfulness. Mindfulness is
paying attention to the present moment — what’s going on in the world around
you, as well as your thoughts and feelings. Being mindful can, therefore,
increase your emotional awareness. One of the best ways for women to become more
mindful is to practice meditation. Focusing your attention on something like
your breath, and bringing it back each time your mind wanders, even for a few
minutes a day, builds your ability to stay focused. It has also been shown to
decrease the emotional reactivity of the amygdala, which is activated when
facing situations perceived to be dangerous, overwhelming, or threatening.
NEGOTIATING COMMUNALLY
While male (or masculine) negotiators may win the battle but lose the war
because of their competitiveness and unsympathetic approach to relationships,
women may suffer on both accounts — issues and relationships — because focusing
on their own needs causes others to view them as bossy and aggressive. One way
to overcome this challenge is to reframe a negotiation as though you are
negotiating on behalf of a group or other individuals. For example, a woman who
negotiates for increased resources to enhance the quality or the productivity of
a department that has been stretched by downsizing and low morale will be seen
as collaborative, not aggressive. Research demonstrates that women who adopt a
“relational” or “I-we” strategy, in which they show concern for the other
person’s perspective, can minimize the social cost of negotiation.
The ability to reframe the negotiation — even one with the goal of increasing
one’s total compensation — into one where the other party also benefits is
particularly important for women. The collaborative or communal mindset —
enhanced by preparation and a positive mood — can help a woman find an I-we
strategy that is good not just for her but also for the company or for some
larger cause that she and the other party both believe in. Women would do well
to consider the interests of the other party and suggest integrative solutions.
For example, instead of saying, “Getting an MBA is important for my development
as a manager,” frame your ask as a win-win: “With the additional financial and
managerial skills I’ll gain in an MBA program, I’ll be able to assist in or lead
more complex tasks or projects, enabling you to focus on more strategic and
high-level priorities.”
NEGOTIATING A PACKAGE
People from other cultures negotiate differently. Whereas Americans and Germans
prefer a linear, one-issue-at-a-time approach, the French prefer a more holistic
approach, and will move back and forth on issues that other negotiators may have
believed were long since settled. While the latter approach might appear
confusing or chaotic to some, the multi-issue or package approach to negotiating
enables women to be viewed as less competitive or aggressive. When there is one
issue, the negotiation is more likely to be seen as adversarial: win or lose.
However, when multiple issues are considered, women can be more collaborative
and problem-solving: “If I give you this, then you can give me that.” This will
help them to be seen in a more positive way.
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In the case of salary negotiation, women would help themselves by looking at the
total compensation package, which might include paid time off, the hiring of an
assistant, or a commuting allowance — all of which have monetary value — as
opposed to salary alone. Whereas a package offers opportunities to trade off
issues that may have different value to each party, a singular salary focus can
lead to an impasse (neither party budges), win/lose distributiveness (one party
outmaneuvers the other), or compromise (both parties give up some of what they
want). In some situations, salary ranges can be fixed, whereas performance
bonuses, housing allowances, and other forms of compensation are not. Rather
than saying, “My minimum salary expectation is $120,000,” try, “I’d be willing
to consider a salary that is below my minimum if we can agree on the total
compensation package. In addition to my eligibility for year-end bonuses, I’d
like to discuss administrative support, relocation assistance, and the
possibility of two months’ rental in a furnished apartment, given my 800-mile
relocation.” Ideally, this request is backed up by some data gathering of norms
in the industry, the region, or, better still, the company.
Whether negotiating salary, company resources, or complex, multiyear contracts,
women need to overcome challenges with respect to their motivation, confidence,
and the expectations of others. By preparing effectively and enhancing their
negotiation skills, they’ll increase their ability to come up with creative
solutions that work better for everyone involved.
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Read more on Gender or related topic Negotiation strategies
* SJ
Suzanne de Janasz is Professor of Management and Conflict Analysis &
Resolution at George Mason University. For the past 25 years, she’s been
teaching negotiation to students and executives on five continents, including
programs designed specifically for women negotiators. In addition to
publishing dozens of practitioner articles on negotiation, Dr. de Janasz is
co-author of the text Negotiation and Dispute Resolution.
* BC
Beth Cabrera is the author of Beyond Happy: Women, Work, and Well-Being, and
is a senior scholar at George Mason University’s Center for the Advancement
of Well-Being. Follow her on twitter at @bethcabrera.
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RECOMMENDED FOR YOU
3 OF THE MOST COMMON CHALLENGES WOMEN FACE IN NEGOTIATIONS
TWO KINDS OF PEOPLE YOU SHOULD NEVER NEGOTIATE WITH
THE SECRET TO NEGOTIATING IS READING PEOPLE'S FACES
RESEARCH: SIMPLE PROMPTS CAN GET WOMEN TO NEGOTIATE MORE LIKE MEN, AND VICE
VERSA
PARTNER CENTER
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