Let's start with the big question some of my clients ask. Most don't ask because they don't even know that the interview can be controlled. Confused? Let's start over. The interviewer asks you: What did you make last year? Or, what did your W-2 show last year? Or, how much money are you looking for?

What do you say?

     If you answer too much you are eliminated. If you answer too little, you are eliminated or abused. Then you really get angry when you report to the job and find that you are being paid less than someone with equal skills, or less.

     Let's get one thing clear from the beginning. You need to take control of this situation. To take control, here are a few retorts you may use to answer the question about money. Use the one you feel most comfortable with and best fits the nature of the position. Jack Chapman is an acknowledged expert in the negotiation area. Once again, I highly recommend his quick to read and high-impact book, Negotiating Your Salary: How to Make $1000 a Minute. All of us in career coaching have our own methods of delaying this question. I've condensed some of Jack's excellent recommendations and included a few of my own, as well. These are in order of my preference, but feel free to select which ones work for you. Also remember, some interviewers are smart, have been there many times, and may press you for an answer. Try to fend them off two times. I tell my clients to use #7 the first time and #10 the second time. If those fail, give a range acceptable to you. If you’ve done your homework beforehand, you already know what that position pays in that geographical area so you will be pretty safe stating a range.

1. Are you making an offer?
2. Well, I'm sure we can come to an equitable agreement in that area since I'm sure you offer a competitive plan. What is the range for this position?
3. If you don't mind, let's hold off on salary discussions until we explore the nature of the position, the responsibilities and whether or not I'm the right person for the job.
4. You also might say, "I always feel uncomfortable discussing salary, so if you don't mind…, or, I'm happy to discuss my prior salary and packages in a few minutes but if you don't mind, for right now…"
5. I'm glad you asked that. I have researched positions with comparable titles within this geographical area and I'm sure you are within this range. What is your range for this position? OR, If you don't mind, let's hold off, etc.
6. In the past, I've been paid fairly for my efforts and skills and I'm sure you will do the same. Before we talk about money, why don’t we determine if I'm right for this position and if the company is right for me?
7. I'm sure you and I can agree on a fair and equitable salary when the time comes, but right now, I would like to fully understand the responsibilities of the position and what the criteria are for meeting or exceeding company performance expectations.
8. Don't worry about salary because you and I can easily work that out. Quite frankly, the amount you pay me is not the highest criteria for whether or not I accept any offer you might make. I am more concerned whether I can exceed my own performance expectations and be happy working here. Could you tell me more about…?
9. Look. You and I are going to agree on salary. If I tell you what I want, you might eliminate me before you even begin to know my capabilities. On the other hand, if you tell me what you want to offer, I might not like it and then for a few dollars, we both lose. Why don't we postpone this area of discussion until we have a clear understanding of expectations and capabilities? Could you tell me about…?
10. Salary? Well, I expect to receive what others of comparable responsibility in this company are being paid. By the way, what is the range for this position? I'll be happy to tell you if it fits. When they respond with a range simply reply, “Well, that's what I thought and we should have no problem reaching an accord in this area."
    
    Don’t be stupid. If, after two other solid uses of Number 1-10, they still ask you for your salary, give it to them, if you sense they are upset or will be so by not getting the information.
    
    Immediately, upon acceptance of your range comeback, you must use one or more of the questions I provided earlier in the Controlling My Interviews Unit to engage them in a discussion of the responsibilities they see for this position. REMEMBER that you are trying to tell a SHARE story at every turn. This is the perfect chance to do so.

     Well, enough about that. Let me put on my recruiter hat and share my views, as well as those generally practiced by my fellow recruiters, on this subject.

     If the question of money comes from a recruiter, go ahead and discuss your past history with them. Remember, recruiters are in the business of placing you and, if you fit the criteria for the open job order, they will help sell you anyway. Also, we try to get the highest amount for you because recruiters are paid a percentage of your first year's salary. The higher your agreed upon salary, the more money recruiters make. On the other hand, please keep in mind that we have multiple candidates to provide to the company, so don't be greedy about your negotiating position.

     Your job description, especially during the interviewing and negotiation modes in your campaign, is closely akin to that of a salesperson, whether you like it or not. You are selling a product (YOU) to a corporate buyer (YOUR NEW BOSS). The universal rule any salesperson worth their salt will tell you is that he/she who speaks first loses!!!

     Therefore, if you mention money first, you lose. Remember, they are not going to get mad at you for delaying the discussion. In fact, just the opposite often happens. Respect is earned.

     Another important concept to remember is that the interviewing strategy shifts when speaking with the hiring authority. This person knows the job specifics and wants you to tell him that you have the skills needed.

     You will be working for this person and they must feel comfortable you are the right fit, have the right skills and that they are getting their money's worth by employing you.

     Now, I would like to introduce you to the term called cognitive dissonance. Basically, the theory is that if you create enough positive agreements between yourself and the interviewer and something goes wrong in the interview, using this technique effectively can salvage the interview.

     Sometimes, you may not have all the qualifications they require, however, given your experience base, you are the best qualified. Your role is to help them see that. If, for any number of reasons, things go askance, and believe me they will, using the following techniques will put you light years ahead of your competition.

     Let me give you an example. The “questions” shown below are taken from a later section of this chapter.

Question 1 + Your SHARE story + Your closing question for this particular SHARE story area is: "does this seem to be what you were describing that you wanted?" + their confirmation that it is = A reason to hire you

Question 2 + Your SHARE story + Your question "it seems that my experience here is what you were describing, yes?" + their confirmation that it is = A reason to hire you

Question 3 + Your SHARE story + Your question "does this seem to be what you were looking for?" + their confirmation that it is = A reason to hire you.

Question 4 + Your SHARE story + Your question "this experience appears to match what you were describing, don't you agree?" + their confirmation that it is = A reason to hire you

Question 5 + Your SHARE story + Your question "it seems to me that this story really reinforces what you were looking for, agreed?" + their confirmation that it is = A reason to hire you

Question 6 + Your SHARE story + Your question "does this seem to be what you were describing?" + their confirmation that it is = A reason to hire you

     Later, when you sum up your interview session, you have at least six "agreements" about why they should hire you. If you are told that you are not qualified or there is something wrong with your candidacy, you have a concrete foundation to refer back to and to build upon in your attempt to salvage the interview.

     By reminding them of all their agreements as to why you should be hired, you reinforce their positive thinking and possibly force them to rethink their objections and to be more open to exploring your candidacy further. As I said in the beginning of this chapter, communication is a two-way street, but you must guide the flow.

     Moreover, if you sail through without a hitch, then you now have a basis upon which to build for your package negotiations. Either way, you win.

     There are five major question areas you must address in exactly the following order to gain control of the interview and the negotiation sessions. They are: Personal, Job Description, Performance Measurements, Support, Career Path, and Personal and Growth Issues. There is a sixth question to be asked when all of this is done. It is, "Where do we go from here?"

     Each major question area builds toward a logical conclusion - that you are the right peson! None should be left out.

     You would do well to follow this sequence in order to have a truly great interview and negotiation session. This sequence will help you determine if you really want this position, decide if you are capable, examine the work environment, predict your chances of job and economic success or failure, and whether you have a future with the company. Another advantage of using this method is that you have a really strong method to use when negotiating your package.

     In presenting a discussion of the major issue areas, I used a summary from a coaching session with one of my recent clients, a regional sales representative with a Fortune 100 company. After reading the following questions, take time and write out your own questions in each of the major categories. This is critical to a successful interview so don’t get lazy now!