Latest / Interview Prep with Fexingo: Behavioral Questions, Case Studies, and Hiring Manager Insights / The Salary Question No One Answers Well
Transcript
- Lucas: There's one question in almost every interview that makes otherwise confident candidates trip over themselves. Luna: Let me guess — 'What are your salary expectations?' Lucas: Exactly. And the way most people answer it, they either leave money on the table or they price themselves out of the running before they've even had a chance to prove their value. Luna: I've seen both sides. I had a friend who gave a number too early in the process, and the recruiter just said 'thanks' and moved on. She never even got to the case study round. Lucas: Right. And the opposite happens too — someone says a number way below market, and the hiring manager thinks either they don't know their worth or they're desperate. Neither is a good signal. Lucas: So today I want to walk through a specific framework I call 'range plus context.' It's a way to answer the salary question that actually moves the conversation forward. Luna: Okay, I'm curious. What's the core idea? Lucas: The core idea is that you never give a single number. You give a range — but not just any range. You give a range anchored in research, and then you immediately follow it with context about what you're optimizing for in your next role. Luna: Give me an example. Say I'm interviewing for a marketing manager role in tech. Lucas: Great example. So let's say you've done your research — you've looked at Levels.fyi, Glassdoor, talked to a couple of former colleagues. You know the typical base salary for that role in your city is between one hundred ten and one hundred thirty thousand dollars. Lucas: When the recruiter asks your expectation, you say: 'Based on my research and experience, I'm targeting roles in the range of one hundred ten to one hundred thirty thousand in base salary. But I'm also looking at total compensation — equity, bonus, benefits — because I'm really focused on finding a place where I can grow and contribute long-term.' Luna: That's smart. You're not saying 'I want one thirty,' which might be too high. And you're not saying 'I'll take one ten,' which might be too low. You're giving a window. Lucas: Exactly. And the context part is critical. By saying you're focused on total comp and long-term growth, you signal that you're not just shopping for the highest base number. You're thinking like someone who wants to stay and build. Luna: But what if the recruiter pushes back and says, 'Just give me a number — we need something to put in the system.' Lucas: That happens all the time. And the key is not to fold. You can say, 'I understand you need a number for the system. Based on market data, a reasonable starting point for this role is one twenty. But I'd love to revisit this once we've both had a chance to assess fit — I want to make sure the number matches the scope.' Luna: So you give a midpoint but keep the door open. Lucas: Exactly. You're not being difficult. You're being collaborative. And that actually builds trust with a good hiring manager. Lucas: I want to be really clear about something though. This only works if you've done the research. If you throw out a range without knowing the market, it's just a guess and it shows. Luna: Where do you recommend people do that research? Because a lot of the online data is noisy. Lucas: I use three sources. First, Levels.fyi for tech companies — it's very granular by role and level. Second, I talk to three people in similar roles at similar companies. Not recruiters, actual practitioners. Third, I look at the company's own job postings for similar roles if they have them. Some companies are surprisingly transparent now. Luna: And you always think about total comp, not just base? Lucas: Absolutely. Because a hundred and ten base with a twenty percent bonus and ten thousand in equity might be worth more than a hundred and thirty base with no bonus. You need to know what the whole package looks like. Luna: I've seen candidates get fixated on base and then realize later they left significant equity on the table. Lucas: It's a common mistake. And the range plus context framework helps avoid that because you're signaling that you care about the whole picture. Lucas: Before we go deeper, I want to mention something quickly. If today's episode was useful to you and you want to keep it ad-free, buy me a coffee dot com slash fexingo helps. That's literally what funds these conversations. Luna: Yeah, it really does. A handful of listeners chipping in keeps us independent and accessible. So if it's worth something to you, that's the place. Lucas: Now back to the salary question. Another scenario: what if you're early in the process and you don't even know if you want the job yet? Do you talk salary then? Luna: I think some people try to avoid it, hoping they can get an offer first and then negotiate. Lucas: That can backfire. If you dodge the question, the recruiter might assume you're not serious or that your expectations are unrealistic. Better to give a wide range early — like ninety to one thirty — and say it depends on the role and level. That buys you time. Luna: A wide range doesn't lock you in, but it shows you're aware of the market. Lucas: Exactly. And as you learn more about the role, you can tighten the range. By the time you get an offer, you've both agreed on a framework. Luna: What about the moment when the hiring manager says, 'That's above our budget' — how do you handle that? Lucas: First, don't panic. Ask a clarifying question: 'Can you share what the budgeted range is for this level? I want to understand if there's flexibility or if this is firm.' Sometimes the range is soft. Sometimes it's not. But you don't know until you ask. Lucas: If it's firm and below your range, you have a decision to make. But at least you made it with real information. Luna: And you haven't burned the bridge by being confrontational. Lucas: Right. The goal is to keep the conversation professional and data-driven. That's the whole point of range plus context — it turns salary from a hurdle into a joint problem to solve. Luna: I like that framing. One last thing — what about people who are switching industries or taking a step back for growth? Their range might be lower than market. Lucas: That's a great point. In that case, you can still use the framework, but you lead with context: 'I'm transitioning from X to Y, so I'm flexible on base in exchange for strong learning opportunities and a clear growth path. Based on my research, a range of eighty to one hundred seems fair for someone with my transferable skills.' Luna: So you're still anchoring with data, but you're transparent about why you're flexible. Lucas: Exactly. Honesty works when it's backed by research. And most hiring managers respect that. Lucas: So to wrap up: the salary question isn't a trap — it's a signal. How you handle it tells the employer a lot about how you'll handle difficult conversations on the job. Luna: And the framework is simple: research, range, context. Don't wing it. Lucas: Next episode we'll talk about something that trips people up even more: the 'why do you want to leave your current job' question. Luna: Looking forward to that one.