QUICK TIPS: 3 Primary Steps to Negotiation

Episode Summary:
Negotiation doesn’t have to feel like a battle. In this episode, Dr. Jeremy Pollack walks you through three essential steps to negotiating effectively—without tension or confusion. Whether you're aiming for a raise, a promotion, or a clearer role at work, this framework will help you approach the conversation with confidence, clarity, and respect. Through a relatable scenario, Dr. Pollack shows how to define your ideal outcome, prepare with data, and co-create a plan that works for everyone involved.

What You’ll Learn:
 ✅ How to clarify your best-case scenario before a negotiation
 ✅ Why realistic expectations—and data to back them up—build credibility
 ✅ How to negotiate not just for now, but for a future outcome
 ✅ What to say when your ideal can’t be met immediately
 ✅ Tools and phrases to use in the moment to keep conversations collaborative

Key Takeaways:

1. Know what “great” looks like—and name it clearly.
2. Anticipate what’s fair and reasonable for both parties.
3. Negotiate for details and progress, not just decisions.

Scenario Highlighted:
Follow along with “Jordan,” a mid-level marketing manager seeking a promotion, as each step of the negotiation process is illustrated in real time with practical dialogue and decision-making.

Useful Tools:

• Outcome Mapping: “Ideal vs. Reasonable”
  
  
• Evidence Prep Sheet: Metrics & Results
  
  
• Collaborative Phrasing for Productive Dialogue

Perfect For:

• Professionals preparing for performance reviews or salary talks
  
  
• Team leads navigating new responsibilities or role shifts
  
  
• Managers looking to coach others through negotiation
  
  
• Anyone wanting to feel more grounded in high-stakes conversations

Connect with Me

🌐 Website: PollackPeacebuilding.com

🌐 Dr. Pollack’s Courses: peacefulleadersacademy.com/courses/
📧 Email: [e-mail]
📱 LinkedIn: Jeremy Pollack  

📣 Subscribe & Share:
If you enjoyed this episode, share it with a coworker or team leader. And don’t forget to follow Peacebuilding with Dr. Pollack on your favorite podcast platform so you never miss an episode.

#Negotiation #Collaboration #Peacebuilding #Leadership #ConflictResolution #WorkNegotiation #Psychology

Host: Dr. Jeremy Pollack from Pollack Peacebuilding Systems

More from Dr. Pollack:

• Peaceful Leaders Academy
• Conflict Resolution Playbook: Practical Communication Skills for Preventing, Managing, and Resolving Conflict
• FREE e-book: The Ultimate 12-Step Guide to Coworker Mediation: Free Ebook - Pollack Peacebuilding Systems

Connect with Dr. Pollack on social media: Facebook | Twitter | YouTube | LinkedIn

Episode Transcript

(00:00):
Welcome to Peace Building withDr.
Pollock.
This is a Quick Tips episodewhere I explore the strategies,
psychology and interpersonaltools that help you build better
relationships at work andbeyond.
I'm Dr.
Jeremy Pollock.
I'm a social organizationalpsychologist with a specialty in
peace and complex psychology.
I'm also the CEO of PollockPeace Building Systems.
A workplace conflict management,consulting, and training firm.

(00:23):
Today we're diving into a skillthat can completely shift how
you advocate for yourself andcollaborate with others.
Negotiation.
Now, I know that negotiationsometimes gets a bad wrap.
You know, for many people,negotiation feels like a, a tug
of war.
Someone wins and someone loses,but it doesn't have to be that

(00:44):
way.
Today, I'll share three simpleyet powerful steps.
That can turn negotiation from apower struggle into a
respectful, intentionalconversation.
One where everyone can walkaway, hopefully feeling heard
and satisfied.
To bring this to life, I'll alsorun a hypothetical example
through the steps.

(01:07):
Step one.
Define the best case scenariofor yourself.
Let's take Jordan as an example,who is a mid-level marketing
manager.
He's been putting in long hours.
He launched two successfulcampaigns recently and he's even
mentored a new hire this year.
He's feeling ready to move up toa senior role with a salary

(01:28):
increase and more say instrategy before Jordan talks to
his boss.
He should ask himself what's mybest case scenario?
In Jordan's case, it might besomething like a promotion to a
senior marketing strategist or a15% salary increase, and maybe a
seat in quarterly strategicmeetings, something like that.

(01:51):
This isn't about beingunrealistic.
It's about getting really clearon what it is you want, what
would be your, um, idealoutcome.
So defining your ideal helps youunderstand what you're aiming
for.
It sharpens your focus.
It gives you a compass tonavigate the conversation.
And just a tip, I would writethis down.
I would be very serious aboutthis.

(02:12):
Very intentional.
Put your dream outcome on paper.
When you're clear with yourself,you're gonna communicate this
more confidently with others.
Okay.
Step two in negotiation,identify what's reasonable and
prepare to justify it withevidence.
So it is time to balance thatideal, that dream scenario.

(02:32):
With a little grounded realism,let's say Jordan, while he's
preparing for this conversation,he takes a step back and he
asks.
What's fair and realistic forboth sides?
Maybe the company is in a hiringfreeze.
Maybe salaries are capped thisquarter.
Maybe the company grew at lowerthan a projected rate last year.

(02:54):
All of these need to beconsidered when making an ask,
and this doesn't mean you downfrom your ideal necessarily, it
just means you get smart andprepare for what might be more
reasonable or doable in theconversation.
So Jordan might think maybe a10% raise is more realistic
right now in the immediate, ormaybe the promotion would come

(03:16):
with a three month ramp up plan.
He could start by sitting in onone strategic meeting per month
and most importantly, whateverconclusion he comes to in terms
of what is reasonable relativeto his ideal, he needs to be
able to justify it.
He should be able to saysomething like, in the last six
months I've led two campaignsthat increased inbound leads by

(03:36):
38%.
I also trained our new hire,freeing up leadership time and
improving team efficiency.
See what's happening here isJordan isn't just hoping for the
best outcome.
He's backing up his request withmeasurable results.
Be as measurable, as you can tohelp justify your ask, and I
would even suggest coming upwith a plan to get there if

(03:58):
necessary.
So here's a tool for you to usein this step.
You might wanna make a shortcase sheet.
In other words, making a casefor your ask include metrics,
examples, the impact of yourcontributions.
You don't need to write adissertation, just clear and
concise evidence that supportswhy your current ask is actually

(04:20):
reasonable.
Now, step three.
Negotiate the details, includingpotentially a plan to reach your
ideal.
So this is when the conversationhappens.
Jordan schedules a meeting withhis manager.
He opens up with something like,I'd love to talk about my future
here.
I've been thinking about how Ican grow into more
responsibility and leadership,and I'd love to share my

(04:41):
thoughts with you.
And he might outline his idea,but he also stays flexible.
He could say, you know, ideallyI'd love to take on a senior
strategist role with a salaryadjustment and begin
contributing at the strategylevel.
And maybe his manager sayssomething like.
Uh, look, I've seen the progressyou've made, and I agree there's
potential, but that role isn'tavailable right now.

(05:02):
It's something we could worktoward.
That is actually a great openingto this conversation.
Here's where the negotiationhappens.
It's not just in terms of, youknow, getting a yes or a no.
It's about co-creating a plan toget everybody's needs met so
Jordan could respond withsomething like.
Would it be possible to outlinea roadmap for that transition?

(05:24):
I'd love to know what benchmarksI could hit to make that
transition in the next three tosix months.
What would have to happen for usto get there?
And they might sketch out a planwith milestones like complete a
new campaign or mentor two teammembers and a check-in date, you
know, 90 days from now, 60 daysfrom now.
And of course, some measurablegoals.
We wanna increase engagement by25%.

(05:45):
If we hit these milestones alongthe plan, that will help both
sides feel really justified ingetting to the ideal.
And even if the ideal isn'tgranted today, Jordan walks away
with a plan and a timeline thathe co-created with his boss, and
hopefully a path forward thatfeels fair to both sides.

(06:05):
So here's a mindset tip for you.
When you start a negotiation, goin prepared for collaboration,
not combat.
Go in prepared for win-win, notwin-lose.
Ask open-ended questions like,what would make this possible?
How could we get there?
What would success look likefrom your perspective?
Can we build a plan to revisitthis in 60 days or six months?

(06:30):
Here's the bottom line.
Good negotiation is not aboutwinning.
It's about aligning on solutionsthat work for everyone.
When we walk into negotiationswith clarity, with empathy, when
we're prepared, we createopportunities for real
sustainable agreements thatbenefit both sides.
So let's do a quick review,three steps to successful

(06:53):
negotiation.
Define the best case scenariofor yourself.
Know what great looks like,identify what's reasonable,
think practically, and prepareyour evidence to support your
initial ask.
And then negotiate the detailsand you should be collaborating
on a plan that feels fair andalso forward thinking.
And remember, it's okay if youdon't get everything today.

(07:15):
If you can walk away with ashared understanding and maybe a
plan, that's a huge win.
Okay.
Thanks for tuning into PeaceBuilding with Dr.
Pollock.
If this episode helped you andyou think it can help others,
please share it.
For ongoing learning and toreally master your workplace
conflict resolution skills,consider joining my Peaceful
Leaders Club Club members getaccess to exclusive content

(07:37):
coaching with me and my expert,conflict coaches, and my entire
online course library.
You [e-mail]
slash club, or click on the linkin the show notes.
And if your company needsconflict resolution training or
conflict intervention ormediation, visit
[e-mail] tolearn more about our services.

(07:58):
Until next time, be kind, becurious, and keep peace
building.