Negotiables and Non-Negotiables Ask Plan
Protect the minimum outcome while expanding the ways both sides can agree
- Difficulty
- Easy
- Time to result
- ~days to results
- Steps
- 6
- Confidence
- 97%
This preparation method divides a request into a protected minimum and a broad set of tradable alternatives. Begin with a specific target rather than a feeling that you deserve more, then research comparable compensation, your measurable contribution, and the value produced by your work. Define the minimum outcome you must receive as a non-negotiable, while asking above it to leave room for movement. Build a longer list of negotiables such as remote days, education, travel support, networking memberships, schedule flexibility, or different compensation combinations. Send the core evidence to the decision-maker before meeting so they can assess the request and identify missing information. More negotiable variables create more combinations through which both parties can reach an acceptable agreement.
Origin
Heather Hansen combined her advocacy practice with mediator training, where she observed that parties with more negotiable variables tended to obtain more value. Extracted from The Jasmine Star Show.
Core principles
- 01Specific requests outperform feelings of deserving more
- 02Non-negotiables define the minimum acceptable result
- 03Negotiables create room for mutual gain
- 04Research turns preferences into a credible case
- 05Preparation before the meeting improves the exchange
How to run it
- 1
Specify the target
Replace a general request for more with an exact amount, benefit, responsibility, or working arrangement.
Pro tip Write the ideal outcome and the minimum outcome separately.
Watch out A feeling that you deserve more is not an actionable proposal.
- 2
Research the case
Collect comparable market data, business results, and evidence of your contribution. Use it to establish why the request is proportionate.
Pro tip Quantify revenue, savings, output, or responsibilities where possible.
Watch out Do not rely only on effort when the decision-maker evaluates outcomes.
- 3
Set the non-negotiable
Define the minimum acceptable result before entering the conversation. Protect this threshold while leaving the opening request higher.
Pro tip Include only genuine minimum requirements in this category.
Watch out Too many non-negotiables remove the flexibility needed to reach agreement.
- 4
Expand the negotiables
Generate many alternative benefits and combinations that could create value. Consider compensation, location, schedule, development, travel, networking, and resources.
Pro tip Include options that are valuable to you but inexpensive for the employer.
Watch out Do not invent alternatives during the meeting without first considering their consequences.
- 5
Send exhibits in advance
Provide a concise memo describing the request and supporting evidence before the meeting. Give the decision-maker time to evaluate constraints and questions.
Pro tip Send it roughly a day ahead when appropriate.
Watch out Do not bury the actual request inside a long, unfocused document.
- 6
Negotiate across variables
Begin with the preferred package, listen to constraints, and trade among prepared options without falling below the real minimum.
Pro tip Look for combinations rather than debating one number repeatedly.
Watch out Do not reveal flexibility by conceding items without receiving value in return.
In the wild
An employee wants a $2,000 raise but determines that $1,000 is the minimum acceptable increase. Before meeting, they document comparable pay and their business contribution, then list remote work, paid courses, commuting support, and a professional membership as negotiables. If the full raise is unavailable, the parties can combine the minimum increase with valuable benefits.
→ The employee protects the essential result while creating several viable agreements.
Common mistakes
Negotiating from a feeling
Saying that more pay feels deserved gives the other party neither a specific request nor evidence to assess.
Having only one variable
A negotiation restricted to one number becomes a binary contest and leaves little room for mutual gain.
Surprising the decision-maker
Presenting a consequential request without advance context can force a delay and reduce the quality of the initial response.
Is it for you?
Best for
Employees and business partners preparing for compensation, benefits, workload, or opportunity negotiations.
Not ideal for
Situations where there is no acceptable fallback or the decision-maker lacks room to negotiate.
From the transcript
“I tell them to have negotiable and non-negotiables.”
“And one of the things that I found is the people who had the most negotiable rules got the most because they were willing to…”
“I recommend that people give the person that they're asking exhibits ahead of time.”
From the episode
How to Become Your Own Advocate and Get What You Want With Heather Hansen
Heather Hansen