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    Negotiating for Yourself and Your Team

    This programme helps you practise negotiating for yourself at work, especially when the conversation is about pay, title, workload or scope. You will work on preparing your limits, making a clear ask early, responding to a no without collapsing, and trading conditions so an agreement is specific and workable. By the end, you will be better able to ask directly, stay steady under pressure, and reach outcomes you can explain and follow through on.

    You are carrying too much and you have asked for time. She has some room but won't volunteer it.

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    15Skill
    Signals
    Research Prevalence
    No. 7

    17.3%

    of the 11,359 leadership cases in our research

    Report 01, draft

    Why it's hard

    Asking for more for yourself or your team feels exposing. So the ask shrinks on the way out, and the first pushback is enough to make you fold.

    Or you go in braced for a fight, with a hostile story about the other side and no idea where your own line is.

    Negotiating well means deciding your ask, your fallback and your walk-away point before you start, and keeping the ask the size you meant it to be.

    What we look for

    Here is an example of some of the Skill Signals that we teach you how to implement and then test for as you progress with this skill

    Skill Signal Groups
    • Preparation
    • Understanding their side
    • Holding and trading
    • Closing
    Some sample Skill Signals

    1. You stated a specific ask

    2. You asked what stands in their way

    3. Any movement you made was tied to an explicit condition

    A sample of 15 Skill Signals. The assessment also looks for behaviours we don’t list.

    Try it without anyone watching

    One four-minute conversation from Negotiating for Yourself and Your Team. See your initial feedback straight away, then save your results with a free account.

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    No account to start. No card. Your employer can't see how you did.

    How your practice stays private

    Questions about this moment.

    Individual contributor: Core; First-line manager: High; Mid-level leader: High; Executive: Moderate. Low relevance means the moment is not offered at that level.

    It appears in 17.3% of 11,359 real leadership cases in draft Research Report 01.

    The assessment uses 15 observational markers across 4 groups. This page shows only a small sample, because held-out assessment depends on some behaviours remaining unseen.