The following items are tagged job negotiations.
Adapted from “Putting Negotiation Training to Work,” by Max H. Bazerman (professor, Harvard Business School), first published in the Negotiation newsletter.
Many executives read books and newsletters to improve their negotiating skills. Many also take time out of their busy work lives to attend classes and training programs, including ones focused on negotiation. Their teachers pass
Hannah Riley Bowles is an Associate Professor at the Harvard Kennedy School. She conducts research on gender in negotiation and the attainment of leadership positions. She has conducted case research on leadership in crisis and the management of complex multi-party conflicts.
Kathleen L. McGinn is the Cahners-Rabb Professor of Business Administration and the Senior Associate Dean for Faculty Development at Harvard Business School. McGinn teaches courses on negotiations, power and influence, and interpersonal decision making to MBAs and Executives at the Harvard Business School and Harvard Law School’s Program on Negotiation.
Sometimes in negotiation, we’re forced to deal not only with the issues on the table but also with concerns about status. One famous instance took place in the late 1980s, when Robert Campeau, head of the Campeau Corporation, tried to acquire Federated Department Stores, the parent company of the prestigious department store Bloomingdale’s. A bidding war over Bloomingdale’s escalated between Campeau and R.H. Macy. Campeau won with an irrationally high offer—and had to declare bankruptcy shortly thereafter.
What happened the last time you faced a new leadership opportunity? Whether you were called on to head a team, a task force, a unit, a division, or a company, chances are you negotiated the compensation and perquisites of the appointment—your salary, title, vacation, and bonus. But did you look beyond these basics and negotiate for what you would need to succeed in the new role? New leaders often fail to address issues critical to their ability to perform on the job, including their fit with the role, Judith Williams, Carol Frohlinger, and I learned from interviews with more than 100 women who had taken on leadership positions.
Research shows that women—more than men—face a “compensation negotiation dilemma,” in which they have to weigh the economic benefits of negotiating for higher pay against the social risks of being perceived negatively for having negotiated. Professor Bowles will talk about her latest research on how women can overcome this compensation negotiation dilemma. She will also
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