Just one Due Diligence Note Every Day for a Week
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The whole family gathers around the dining room table for the big announcement. Where did your millennial decide to go to college? And then, you hear “it." The two words you’ve been dreading most: Community. College.
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The three-step approach will fuel your growth as a person and as a professional. You'll develop self compassion, resilience and the confidence to advocate for yourself.
Fear of judgement or rejection won't be an obstacle, but a nudge that helps you seek your own validation from within. You'll have your own back.
And when you make smart asks that delight your employers and clients, you'll become unstoppable.
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Use this email template to get your boss to pay for your negotiation training, or any other professional development training that's on your path of leadership development.
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In the third installment of Fearless Asking, we're getting clear on what our negotiation conversation partners want and why. Getting clear on what we want and why as well as what they want and why helps us find common ground and mutual benefit. To do this, ask open ended questions, such as "What are your desired outcomes?" "What are your concerns?" Or "How can we solve this problem so that we can both get what we want?"
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In the second installment of Fearless Asking, I talk about the Itty Bitty Sh!tty Committee, the voice of self-doubt that keeps us safe from harm but also small and resentful.
When we heed the voice of this saboteur, we are likely to encounter the 3A trap and end up in a worse situation than if we had calmly confronted the issue and asked for what we want.
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In the first installment of Fearless Asking, I review three core principles that inspire Fearless Asking and invite you to dig deeper into your higher purpose. What do you want to ask for? What purpose does it serve? How does it connect to what fulfills and brings you joy?
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You can be an ambitious, brave AND collaborative negotiator.
You can be a communicator who leads through problem-solving, value-creating conversations.
"You Go" -- name the elephant -- the single most important leadership practice for women.
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In his excellent book Never Split the Difference, former FBI hostage negotiator Chris Voss explains there are three basic types of negotiators: Assertive, Analyst and Accommodator. Each has different needs, interpretation of time and silence, strengths and weaknesses.
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I love that she loves money, has the gumption to ask for more, the gall to tell us all about it and the generosity to give it away.
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I knew no amount of social science research, gender wage gap data, or speechifying would convince her to step up and ask for more. Not until she gives up the belief that money and power are bad, rather than resources she can use for good.
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When I went to intern at Golden Seeds at age twenty-eight, I chose a feminist enterprise over a paying job where I was more often judged by the choice of my blouse than my contributions.
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Negotiation is life. Your career, your finances, your home life, your love life and your reputation all depend on your ability to negotiate.
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Racial wage gap is real: Studies found that employers award higher salaries to white candidates than black candidates, even when they had the same experience, same education and same previous salaries.
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You got questions, we got expert-tested suggestions:
- Should I negotiate over email, phone or in person?
- Should I answer the question about my current salary?
- How do I ask for a raise or better offer?
No is an opportunity to uncover objections, misunderstandings and fears so you can address them. An opportunity to pivot, reframe and ask again. An opportunity that can lead to a genuine yes and follow-through.
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Women prefer negotiating on behalf of others and we’ll do anything to avoid appearing greedy or selfish. I want to turn that thinking on its head and show you why negotiating for yourself is the least selfish thing you can do.
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Ask to be assigned to the most important projects and biggest clients. Ask for a cap on time spent on busy work that don't generate value. Ask for those who want your time to do more work.
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So the research is in: men get promoted more often on the basis of future potential, and women get promoted on the basis of past performance.
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