{"id":2017,"date":"2016-07-27T12:25:23","date_gmt":"2016-07-27T06:55:23","guid":{"rendered":"https:\/\/www.jodi365.com\/singledout\/?p=2017"},"modified":"2020-10-19T17:08:12","modified_gmt":"2020-10-19T11:38:12","slug":"how-to-negotiate-higher-salary-or-better-funding-term-sheet","status":"publish","type":"post","link":"https:\/\/www.jodi365.com\/singledout\/how-to-negotiate-higher-salary-or-better-funding-term-sheet\/","title":{"rendered":"How to Negotiate a Higher Salary or a Better Funding Term Sheet"},"content":{"rendered":"<p>Last night, I came across a young woman&#8217;s post on a Facebook group relating to startups in India. \u00a0She was posting on behalf of a friend, an MBA graduate who had &#8220;14 months of work experience,&#8221; including at a startup, and was looking for new opportunities&#8230; with an &#8220;expected salary of 8+ LPA (fixed)&#8221;. \u00a0To those who count in millions and billions, and not in lakhs and crores, that&#8217;s short for eight lakh rupees or more per annum (\u20b9800,000+).<\/p>\n<h2>Median Salary Data for Fresh MBA Graduates in India<\/h2>\n<p>It didn&#8217;t seem unreasonable. \u00a0The median salary for those graduating from a top-tier Indian MBA program is likely north of\u00a0\u20b915 LPA. \u00a0Take for example, the data in the table below, which shows <em>2012\u00a0<\/em>campus placement data at <a href=\"http:\/\/www.iimahd.ernet.in\/\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">IIM Ahmedabad<\/a>:<\/p>\n<figure id=\"attachment_2018\" aria-describedby=\"caption-attachment-2018\" style=\"width: 540px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-2018\" src=\"https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/iim-ahmedabad-campus-placement-salary-data-2012.jpg\" alt=\"IIM Ahmedabad PGP Placement 2012 Salaries\" width=\"540\" height=\"303\" srcset=\"https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/iim-ahmedabad-campus-placement-salary-data-2012.jpg 540w, https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/iim-ahmedabad-campus-placement-salary-data-2012-300x168.jpg 300w\" sizes=\"auto, (max-width: 540px) 100vw, 540px\" \/><figcaption id=\"caption-attachment-2018\" class=\"wp-caption-text\">IIM Ahmedabad Post-Graduate Program\u00a0Placement: 2012 Salaries<\/figcaption><\/figure>\n<p>The median salary for fresh graduates of Tier 2 <a href=\"http:\/\/www.bschool.careers360.com\/colleges\/ranking\/2016\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">MBA programs<\/a> (Top 30) in India, if my understanding is right, is in the range of\u00a0\u20b9800,000 per year, while those graduating with an MBA\u00a0from Tier 3 programs (Top 75) receive median offers of\u00a0\u20b94\u00a0LPA.<\/p>\n<p>&nbsp;<\/p>\n<h2>The Laws of Supply and Demand<\/h2>\n<p>That young woman&#8217;s earnest post seemed to have rubbed some in the group the wrong way. \u00a0&#8220;\u20b98 LPA with only 14 months of experience?&#8221; and &#8220;He should stick to his current job&#8221; were two of the snarky comments\u00a0that I noted.<\/p>\n<p>I felt like chiming in with thoughts of my own, but unfortunately, the post seems to have been deleted. \u00a0If I could still get through to that young woman and her friend, this is what I would say:<\/p>\n<p>I am used to seeing &#8220;fixed price&#8221; beside fruits, vegetables, and household goods. \u00a0I can&#8217;t recall seeing &#8220;fixed [price]&#8221; beside a candidate&#8217;s expected salary. \u00a0My take on the situation: While the candidate may be strongly signaling what vendors do \u2013 &#8220;No bargaining&#8221;\u2013 it may help to remember that just about everything in life is negotiable. \u00a0In a free market,\u00a0the clearing price of a good or service is that which someone is willing to bear and the other is willing to accept.<\/p>\n<p>I am not passing judgment on the expected figure (it could well underestimate the candidate&#8217;s worth). \u00a0I am simply pointing out that there exist <a href=\"https:\/\/en.wikipedia.org\/wiki\/Supply_and_demand\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">laws of supply and demand<\/a>. \u00a0If there are no takers at the candidate&#8217;s asking price, then his\u00a0price will have to fall, if he wants a job.<\/p>\n<figure id=\"attachment_2020\" aria-describedby=\"caption-attachment-2020\" style=\"width: 245px\" class=\"wp-caption alignnone\"><a href=\"https:\/\/www.flickr.com\/photos\/sdashiell\/3674658418\/\" target=\"_blank\" rel=\"nofollow noopener noreferrer\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-2020 size-full\" src=\"https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/law-of-demand.png\" alt=\"Law of Demand\" width=\"245\" height=\"248\" \/><\/a><figcaption id=\"caption-attachment-2020\" class=\"wp-caption-text\"><a href=\"https:\/\/en.wikipedia.org\/wiki\/Supply_and_demand\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">Supply and\u00a0Demand<\/a> | \u00a9 Steve Dashiell<\/figcaption><\/figure>\n<p>&nbsp;<\/p>\n<h2>Game of Chicken<\/h2>\n<p>In some situations, there may be merit to declaring that you will not negotiate. \u00a0A government&#8217;s signaling that it will not negotiate with terrorists in a hostage situation may result in a short-term loss (of the hostages&#8217; lives). \u00a0Yet, it may be justifiable as part of a strategy to deter terrorists and thereby to\u00a0result in fewer calamities in the long run. \u00a0In another scenario, while driving on a narrow, two-way road little\u00a0more than one vehicle wide and approaching an oncoming vehicle, yanking the steering wheel off one&#8217;s car and visibly throwing it overboard may be an effective ploy to get the oncoming driver to blink and steer his vehicle off course, to make way for you. \u00a0However, this <a href=\"https:\/\/en.wikipedia.org\/wiki\/Chicken_(game)\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">game of chicken<\/a> requires the two parties to face off in a deal-or-no-deal situation, which is not the case at hand, where potential job providers haven&#8217;t even been identified, let alone engaged in a face-off.<\/p>\n<p><iframe loading=\"lazy\" src=\"https:\/\/www.youtube.com\/embed\/Fv3YN7QJCIE?rel=0\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<p>The candidate may benefit from suggesting a high expected\u00a0salary, both as an anchoring tool in negotiations and as a signal of quality. \u00a0Stating a &#8220;no lower than&#8221; salary may help to filter out bargain hunters and save time, but I don&#8217;t see it as a way to maximize one&#8217;s salary.<\/p>\n<p>&nbsp;<\/p>\n<h2>Parallels to Startup Funding Pitches<\/h2>\n<p>I also want to point out an amusing parallel between a candidate&#8217;s fixating on a salary figure and a rookie entrepreneur&#8217;s\u00a0fixating on pre-money valuation while seeking funding for his\u00a0startup. \u00a0There are many\u00a0variables in play in a compensation and funding negotiation. \u00a0Fixate on only one at your peril.<\/p>\n<p>You may find an employer willing to offer your expected salary, but at what cost?<\/p>\n<ul>\n<li>How many hours of work will you need to put in every day?<\/li>\n<li>Would you be expected to work weekends?<\/li>\n<li>How many days of leave would\u00a0you get in a year?<\/li>\n<li>Would it be just one bucket of personal leave or would it be split between casual leave and to-use-only-when-sick sick leave?<\/li>\n<li>Would the compensation package include medical insurance?<\/li>\n<li>Would the medical insurance cover just you or your family as well? \u00a0Would it include dental and vision insurance also? \u00a0What might required co-pays and deductible limits be?<\/li>\n<li>What would your prospects be for professional growth?<\/li>\n<li>To whom would you report?<\/li>\n<li>Would you get along with your manager? \u00a0And with your boss&#8217;s boss?<\/li>\n<li>How long would your commute to work be?<\/li>\n<li>How far,\u00a0how long each time, and\u00a0how often would you be expected to travel out of town on work?<\/li>\n<li>What are likely salary increases and bonuses at the end of the year?<\/li>\n<li>Would you receive any stock options or equity in the company? \u00a0If so, on what terms?<\/li>\n<\/ul>\n<p>Similarly, entrepreneurs hung up on a pre-money valuation may fail to appreciate the impact of many other levers that an investor can adjust in a term sheet. \u00a0You may get your vanity valuation, but at what cost?<\/p>\n<ul>\n<li>How many years does the investment fund have left in its life (by which time you will need to return the invested funds, even if it means through a premature, forced sale of the business)? \u00a0A lower valuation by a fund that gives you more room in which to plan an exit may be a better outcome.<\/li>\n<li>Would the investment be in multiple tranches, conditioned upon your business&#8217;s reaching some milestones? \u00a0(What if you don&#8217;t reach those milestones?!)<\/li>\n<li>How much runway would you have, to hit your next milestone, by which time you&#8217;d have to have become profitable or lined up additional funding?<\/li>\n<li>Would the fund have enough gun powder (uninvested, uncommitted capital) left to participate in follow-on rounds of funding?<\/li>\n<li>What signaling risk might you be taking on, in the event that you choose to take an early-stage investment\u00a0from a large\u00a0fund that should be able to invest in a subsequent round of funding but decides not to?<\/li>\n<li>How much liquidity might you see in the funding event?<\/li>\n<li>How much of the business would you be giving up?<\/li>\n<li>Would the employee stock options pool be carved out pre-money or post-money?<\/li>\n<li>How much control of the business, through board seats, would you be giving?<\/li>\n<li>What downside protections, such as anti-dilution rights and liquidation preferences, would you be agreeing to and on what terms? \u00a0(This point alone could take up an entire blog post.)<\/li>\n<li>What vesting period might you have to agree to for your founder&#8217;s stock?<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<h2>Ways to Negotiate a Better\u00a0Outcome<\/h2>\n<p>The way to optimize your outcome, when multiple levers can be pushed in a negotiation, is to look at all of the\u00a0levers\u00a0together and to negotiate on the overall package.<\/p>\n<p>While keeping your cards close to your chest, decide on what elements are must-haves and what you&#8217;d be willing to concede on and to what degree. \u00a0Even better,\u00a0pick up on the elements that are your opponent&#8217;s must-haves and what they may be willing to be accommodating on.<\/p>\n<p>Look beyond your opponent&#8217;s stated positions \u2013 e.g., &#8220;I can offer only\u00a0\u20b9X\u00a0LPA&#8221;\u00a0\u2013\u00a0and understand their\u00a0underlying interests. \u00a0The insights that you gather would be invaluable to negotiating a better and yet mutually beneficial outcome. \u00a0Their interests may well be, &#8220;I want my business to remain profitable&#8221; or &#8220;I can&#8217;t have current employees or other new hires feel shortchanged.&#8221; \u00a0You could then address the underlying interests and concerns and make a case for an outcome that would satisfy your own interests.<\/p>\n<figure id=\"attachment_2032\" aria-describedby=\"caption-attachment-2032\" style=\"width: 480px\" class=\"wp-caption alignnone\"><a href=\"https:\/\/www.flickr.com\/photos\/jonnygoldstein\/4564003386\" target=\"_blank\" rel=\"nofollow noopener noreferrer\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-2032 size-full\" src=\"https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/negotiate-over-interest-not-positions.png\" alt=\"Negotiate over interests, not positions\" width=\"480\" height=\"320\" srcset=\"https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/negotiate-over-interest-not-positions.png 480w, https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/negotiate-over-interest-not-positions-300x200.png 300w, https:\/\/www.jodi365.com\/singledout\/wp-content\/uploads\/2016\/07\/negotiate-over-interest-not-positions-177x118.png 177w\" sizes=\"auto, (max-width: 480px) 100vw, 480px\" \/><\/a><figcaption id=\"caption-attachment-2032\" class=\"wp-caption-text\">Positions versus underlying interests | \u00a9 Jonny Goldstein<\/figcaption><\/figure>\n<p>Understand that negotiations don&#8217;t have to be a zero-sum game. \u00a0That is, your opponent&#8217;s losing ground doesn&#8217;t have to be the only way you carve out a bigger share\u00a0for yourself. \u00a0Look for ways in which you and your opponent can <em>increase<\/em> the size of the cake\u00a0together, before splitting it. \u00a0Here&#8217;s an example:\u00a0Let&#8217;s suppose that your employer&#8217;s offer was only\u00a0\u20b97 LPA, whereas you want\u00a0\u20b98 LPA. \u00a0It would be shortsighted to approach the negotiation as, &#8220;For me to gain\u00a0\u20b91 LPA or even\u00a0\u20b90.5\u00a0LPA (beyond \u20b97 LPA), my opponent will have to go home with that much less.&#8221; \u00a0Think about ways in which you both could improve your\u00a0outcomes together. \u00a0Recognize this: If your employer is offering\u00a0\u20b97 LPA, your perceived value to their business may be\u00a0\u20b915\u201320 LPA (after factoring in overhead). \u00a0What if, working together at the negotiation table, you and your opponent could agree on ways in which your value to their business\u00a0were to become\u00a0\u20b920\u201325 LPA. \u00a0They would make\u00a0\u20b95 LPA more. \u00a0What if you agreed on, say, a bonus of 30% on revenues you bring in beyond\u00a0\u20b920 LPA. \u00a0Your opponent would still make\u00a0\u20b93.5 LPA more, while you get to take home\u00a0\u20b91.5 LPA more.<\/p>\n<p>Be prepared to walk away from the negotiation, and signal that in clear terms, if you are simply not able to get the outcome you desire. \u00a0Walk the talk, though. \u00a0Don&#8217;t have your opponent call your bluff.<\/p>\n<p>Walking away is easy to do in either\u00a0of these two cases: You have nothing to lose (as when you&#8217;re content with\u00a0what you have) or you have a competing offer.<\/p>\n<p>It is why professionals who are gainfully employed can demand more\u00a0when recruiters and companies come calling about new opportunities. \u00a0If you are open to new opportunities,\u00a0don&#8217;t wait until\u00a0you&#8217;re out of work and have recurring monthly bills\u00a0that will need to be paid.<\/p>\n<p>It is also why startups that court multiple venture capital firms in a coordinated fashion and are able to get competing\u00a0term sheets end up raising money on better terms. \u00a0Rather than an\u00a0entrepreneur who is running out of cash and has to put himself out there, with a begging bowl, before VCs, be the entrepreneur who can demonstrate traction and a viable business model.<\/p>\n<p>Lastly, be open to being courted, but focus on doing well what you do. \u00a0(Expand your horizons to do other things if you must.) \u00a0The better you are at what you do, the more the number of likely suitors and the better their proposed offers. \u00a0Go about life and become as compelling a prospect\u00a0as you can. \u00a0You won&#8217;t have to distract yourself as much as when you&#8217;re an aggressive chaser of the next opportunity.<\/p>\n<p>&nbsp;<\/p>\n<p>PS:<\/p>\n<p>This blog post brought back fond memories of my own MBA program at <a href=\"http:\/\/www.chicagobooth.edu\/\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">Chicago Booth<\/a>. \u00a0I am grateful to many of the professors there for their lessons on negotiation, managerial decision making, entrepreneurship, and venture capital: Eugene Caruso, Linda Ginzel, John Sylla, George Wu, Scott Meadow, James Schrager, Waverly Deutsch, Ellen Rudnick, Steven Kaplan, Sam Guren, and Ira Weiss. \u00a0I have also benefited from observing the negotiating and decision making styles of many colleagues and managers over the years, including\u00a0David Gray, Bruce Hutchison,\u00a0the late Duane Laible, Rick Strong, and Peggy Noethlich.<\/p>\n<p><em>Featured image courtesy of <a href=\"https:\/\/www.flickr.com\/photos\/aigle_dore\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">Moyan Brenn<\/a>.<\/em><\/p>\n<p><em><a href=\"http:\/\/www.anil-kumar.com\/\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">Anil Kumar<\/a> is the founder and CEO of <a href=\"http:\/\/www.jodi365.com\" target=\"_blank\" rel=\"noopener noreferrer\">Jodi365.com<\/a>. \u00a0He was previously the first lead associate at <a href=\"http:\/\/www.hydeparkangels.com\/\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">Hyde Park Angels<\/a>. \u00a0He is based in Chennai and tweets, occasionally, <a href=\"http:\/\/www.twitter.com\/aktxt\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">@aktxt<\/a>.<\/em><\/p>\n<div style=\"margin-top: 0px; margin-bottom: 0px;\" class=\"sharethis-inline-share-buttons\" ><\/div>","protected":false},"excerpt":{"rendered":"<p>Last night, I came across a young woman&#8217;s post on a Facebook group relating to startups in India. \u00a0She was posting on behalf of a friend, an MBA graduate who had &#8220;14 months of work experience,&#8221; including at a startup, and was looking for new opportunities&#8230; with an &#8220;expected salary of 8+ LPA (fixed)&#8221;. \u00a0To [&hellip;]<\/p>\n","protected":false},"author":25,"featured_media":2033,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[4],"tags":[],"class_list":["post-2017","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.3.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Negotiate a Higher Salary or a Better Funding Term Sheet | SingledOut by Jodi365.com<\/title>\n<meta name=\"description\" content=\"Want to land a high-paying job or secure startup funding? 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