By Jeff Altman, The Big Game Hunter
Negotiation has always been a balancing act between what you want and how the employer values you. While the principles haven’t changed much in 25 years, the job market certainly has. Pay transparency laws, online salary data, and shifting workplace norms mean that how you negotiate matters more than ever.
There are still two primary approaches to negotiation, and each has its place.
1. The Direct Approach
This is the straightforward style: you openly state what you want.
The advantage of this method is clarity. Employers know exactly where you stand, and you can quickly gauge whether they’re serious about meeting your requirements. This approach works especially well in senior-level positions where your value is clear, your track record is established, and the company is courting you.
But it can also corner you. Once you’ve shown your hand, you may leave money on the table if they would have offered more, or you may price yourself out before they get to see the full extent of your value.
2. The “Best Offer” Approach
The second method is more guarded. Instead of naming a number, you say something like:
This puts pressure back on the employer. They’re forced to reveal how much they value you, rather than anchoring the negotiation to your number. It can create anxiety on their end—and leverage for you.
However, it’s a risk. Some employers may interpret this as evasive or uncooperative, especially in roles where teamwork and transparency are valued. For highly specialized, senior, or hard-to-fill roles, though, this can be a very effective tactic.
Which Approach Works Best?
It depends on the role, the organization, and your leverage.
Specialized talent pools (think AI researchers, aerospace engineers, or top software architects) can use the “best offer” strategy effectively. Employers know the market is thin and are prepared to compete.
Broad talent pools (accounting, operations, mid-level management) tend to favor the direct approach. Companies often have multiple qualified candidates, and appearing too guarded can backfire.
Your accomplishments also play a huge role. The stronger and more visible your achievements, the more negotiating power you carry.
A Real-World Example
Years ago, a candidate I worked with applied to the Jet Propulsion Laboratory. Out of 6,000 applicants, he was the one chosen. His résumé told the story of a career marked by consistent excellence.
Because the talent pool for his skills was so narrow, he had significant leverage in negotiations. JPL knew what they needed, and they knew the cost of missing out. That dynamic hasn’t changed today—if anything, it’s more pronounced in certain industries where the demand for highly skilled talent far outstrips supply.
Contrast that with broader fields like accounting or general management. Employers there may be balancing dozens of strong candidates. Their goal is to hire the best person for the least risk and cost, while ensuring that person doesn’t quickly leave for a competitor.
The Recruiter’s Advantage
When you’re represented by a recruiter, the entire dynamic shifts. A good recruiter absorbs the tension of negotiation, shielding both sides from bruised egos.
You don’t have to risk souring a new relationship with your future boss.
The recruiter can push harder without damaging trust.
Both sides stay focused on fit and opportunity instead of fixating on dollars.
When you negotiate directly, you carry the responsibility of balancing assertiveness with diplomacy. Push too hard, and you risk resentment later. Too soft, and you undervalue yourself.
The “Phil” Example
I once represented a candidate—let’s call him Phil—who refused to disclose what he wanted. We knew his current salary, but whenever asked about expectations, he said, “Tell them to make a good offer and I’ll consider it.”
It was maddening for me as his recruiter. Employers wanted a number, and we had nothing to give. Eventually, one client made an offer about $25,000 higher than his current pay. His response? “Good starting point. Here’s what it will take.”
That was his style—he wanted to make sure they were serious before revealing his real expectations. Risky, but in his case, it worked.
Negotiation in Today’s Market
Here’s what’s different now compared to when I first wrote about this decades ago:
Pay Transparency: More states and countries now require employers to post salary ranges. This gives you more data and leverage—but also less wiggle room if the posted range is narrow.
Online Salary Data: Tools like Glassdoor, Levels.fyi, and Payscale have taken much of the mystery out of compensation. Employers know you’ve done your homework. You should assume they’ve done theirs too.
Remote Work: Geographic pay differences are still evolving. Some firms pay San Francisco rates no matter where you live; others discount for lower-cost markets. Be prepared to address this if remote work is on the table.
Multiple Offers: In a competitive market, the strongest candidates often juggle multiple offers. That’s leverage—if you handle it gracefully. If you use it clumsily, it can look like arrogance.
The Bottom Line
There’s no single “right” way to negotiate. The right method depends on:
Your leverage (specialized skills, strong track record, competing offers).
The employer’s needs (urgent hire vs. “nice to have”).
The context (salary transparency, market competition, company culture).
No matter which path you choose, remember: the goal isn’t to “win.” It’s to create a deal where both you and the employer feel good moving forward. If the negotiation leaves one side resentful, the relationship is already off to a shaky start.
Ⓒ The Big Game Hunter, Inc., Asheville, NC 2025
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