This book's central message - "you have to be selfish" - follows short, cogent, example-based reasons why your bargaining partner is likely to self-serve.
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We continue to equate "power" (and hence value) with physical strength long after the knowledge and consumer economy radically depressed the market value of physical prowess. Except, of course, on the football field.
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It's time to ask for a raise or start looking for better opportunities.
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The following is an excerpt from the July 1943 issue of Transportation Magazine written for male supervisors of women in the work force during World War II.
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All of this reasoning and rationalization is what often keeps us in the labyrinth of underearning.
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We love to advocate and support and raise our flags for community.
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Negotiators—whether politicians or homebuyers—begin with bold concessions which rapidly shrink the gulf between opposing sides.
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Negotiating will look good on you. And once you have the experience of asking for more, it will be in your bones and at your service forever.
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The loss of human capital cannot be rectified by replacing existing staff (with their good client relations, institutional knowledge and good team relations) with people who must be trained, brought up to speed on company or client projects and integrated into an existing work force.
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