Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Senior Leaders Use the Pre-Negotiation Brief
Transcript
- Lucas: Luna, I want to talk about a tool that almost no senior leader uses, but the ones who do consistently walk away with better packages. It's called the pre-negotiation brief. Luna: I've heard the term, but I don't think I've ever actually seen one. What is it, exactly? Lucas: It's a one-page document you write before you enter any negotiation — whether it's for a new role, a promotion, or even a budget for your team. It forces you to clarify four things: your objective range, your walk-away number, your leverage inventory, and your concession ladder. Luna: And you're saying most executives don't do this? That surprises me, because they negotiate all the time. Lucas: That's exactly the problem. They're so experienced that they think they can wing it. But when I sat down with a former Fortune 500 VP — let's call her Sarah — she told me that her biggest negotiation mistake was going in without a written brief. She'd rely on her quick thinking, and she'd often leave money on the table or accept a scope she didn't really want. Luna: So what changed for her when she started using a brief? Lucas: She had a particular negotiation for a chief operating officer role at a mid-cap company. Her initial offer was $425,000 total package. She prepared a brief, and she ended up at $520,000 — a 22% increase. More importantly, she also got a board seat commitment that wasn't even on the table originally. Luna: Twenty-two percent is huge. What did her brief look like? Lucas: First, objective range: she wanted $450,000 to $500,000 base, plus equity and a performance bonus. Second, walk-away number: $400,000 total. If the total package came in below that, she would walk. Third, leverage inventory: she listed her unique assets — she had turned around two divisions, had deep industry connections, and the company was struggling with operational efficiency. Fourth, concession ladder: she ranked what she could give up — say, a signing bonus in exchange for a higher base, or a lower base in exchange for more equity. Luna: I love that she had a walk-away number. That seems so basic, but I think a lot of people don't actually decide that before they walk in. Lucas: Exactly. And if you don't know your walk-away, you can get pulled into a deal that's bad for you. Sarah told me that in her earlier negotiations, she'd get emotionally invested and accept things she later regretted. Luna: So the brief is basically a way to detach emotionally and be strategic. Lucas: Right. And it's not just about salary. For senior leaders, the scope of the role is often more important than the comp. The brief should include your must-haves for authority, team size, budget control, and reporting structure. Luna: That makes sense. If you're a VP and you're used to managing a team of 50, you don't want to step into a role where you only have 10. That would be a step back, even if the pay is higher. Lucas: Exactly. And the brief helps you articulate that before you're in the room. I've seen leaders use the brief to negotiate things like a direct line to the CEO, a seat on the executive committee, or even a budget for a specific project they want to launch. Luna: You mentioned a 'concession ladder.' Can you break that down a bit more? Lucas: Sure. It's a list of things you're willing to trade away, ranked from easiest to hardest. For example, you might be willing to give up a signing bonus to get a higher base salary. Or you might trade a slightly lower base for a guaranteed bonus pool. The idea is that you go in knowing what you can flex on, so you don't accidentally give up something that's really important to you. Luna: So it's like a pre-planned set of compromises. That way you're not making them up on the spot under pressure. Lucas: Precisely. And the research backs this up. There's a study from Harvard Business School that looked at 1,500 negotiations and found that people who prepared a written plan achieved outcomes that were, on average, 30% better than those who didn't. Luna: Thirty percent is massive. But I wonder — does the brief work differently when you're negotiating internally versus externally? Lucas: Great question. The structure is the same, but the leverage inventory changes. Internally, your leverage might include your institutional knowledge, your relationships, or the fact that replacing you would be costly and disruptive. Externally, your leverage is more about your track record, your network, and the other offers you might have. Luna: And the walk-away number? That has to be realistic. If you're not actually willing to walk, it's just a fantasy. Lucas: Right. Your walk-away has to be a number you've thought through financially and emotionally. Sarah told me she had to really think about what she could live with. For her, it wasn't just about the money — it was about the role's potential and her own career trajectory. Luna: I imagine the brief also helps you prepare for objections. Like, if they say 'we can't go that high,' you already have your concession ladder ready. Lucas: Exactly. And you also want to anticipate their constraints. In Sarah's case, she knew the company was under pressure from shareholders to improve margins, so she framed her ask around how she could deliver that. That's part of the leverage inventory — knowing what the other side needs. Luna: So the brief isn't just about you; it's also about understanding the other party's situation. Lucas: Exactly. It's a strategic document. And I'd argue that for senior leaders, it's even more important because the stakes are higher and the deals are more complex. You're not just negotiating salary; you're negotiating equity, severance, non-compete clauses, and sometimes even the terms of your departure from your current role. Luna: That's a good point. The brief could also include things like 'I need a six-month severance' or 'I need the non-compete to be limited to direct competitors only.' Lucas: Absolutely. And all of that should be on one page. If it's longer than a page, you're not prioritizing correctly. The discipline of fitting it on one page forces you to focus on what really matters. Luna: So how do you actually write one? Is there a template? Lucas: There are templates online, but I recommend starting with a blank sheet of paper and asking yourself those four questions. Write down your objective range, your walk-away number, your leverage points, and your concession ladder. Then refine it. And practice it out loud with a trusted advisor or a coach. Luna: That last part is key. You can have a great document, but if you can't deliver it naturally in conversation, it won't help. Lucas: Exactly. And that's where the other host's role comes in. If you're listening and thinking about your next negotiation, consider what's at stake. If we've helped you think through a career move or decision, it might be worth checking out buy me a coffee dot com slash fexingo. A couple of dollars a month is genuinely what keeps these going. Luna: Yeah, it really does make a difference. We keep the show ad-free, and listener support is what makes that possible. So thanks to anyone who's contributed. Lucas: Anyway, back to the brief. The other thing I want to emphasize is timing. You should write your brief at least 48 hours before the negotiation. That gives you time to sleep on it, revise it, and make sure it's solid. Luna: Why 48 hours? Is there something about the time lag? Lucas: Yes. When you write it and then step away, your subconscious processes it. You might wake up the next morning and realize that your walk-away number is too low or that you forgot a major leverage point. The brief should evolve up until the moment you walk in. Luna: That makes sense. And I suppose you should also update it after the negotiation, for next time. Lucas: Exactly. Sarah told me she now keeps a file of her briefs. She reviews them before each new negotiation to see what worked and what didn't. It's become a continuous improvement tool. Luna: So one final question: what's the single most common mistake you see executives make in negotiations? Lucas: Talking too much. They feel the need to justify their ask, so they over-explain. But in negotiation, silence is powerful. After you state your number, shut up. Let the other side respond. The brief helps you stay disciplined because you've already thought through your rationale; you don't need to keep adding to it. Luna: That's a great piece of advice. I've seen that too — people talk themselves out of a good deal. Lucas: Exactly. So, to sum up: pre-negotiation brief. One page. Four sections. Write it 48 hours ahead. Practice it. And then use it to stay calm, focused, and strategic. It's a small investment of time that can pay huge dividends. Luna: I'm going to try this myself. I have a review coming up, and I think I'll draft a brief this weekend. Lucas: Let me know how it goes. I'd love to hear if it changes the outcome. Luna: Will do. And for everyone listening, if you want to share your own negotiation story, we'd love to hear from you. Lucas: That's it for this episode. Until next time, keep preparing.