Tag Archives: Accenture

Have You Agreed to Every Bad Deal You’ve Gotten?

Facebook COO Sheryl Sandberg wasn’t inclined to negotiate her proposed salary until she was emphatically urged by her late husband and brother-in-law.



In contrast, most respondents to Accenture’s 2016 online survey of 4,100 business executive women and men across 33 countries said they had asked for a pay increase.

Almost as many women as men asked for more salary, and the number of women who negotiated increased by 10% from earlier surveys.
These negotiation efforts were effective: Four out of five respondents who negotiated said they received a pay increase, confirming the mantra “Just Ask” while being prepared for “No.”

Linda Babcock

Linda Babcock

This result is more encouraging than Linda Babcock’s earlier finding that women tend not to ask for raises, and are less likely to receive salary increases when they do ask.

The Accenture study also found that nearly half of women and men respondents reported asking for a promotion to greater job responsibility, suggesting willingness to advocate for themselves to achieve monetary rewards.

Emily Amanatullah

Emily Amanatullah

Gender differences in negotiations reflect women’s “contextually contingent impression management strategies,argued University of Texas’s Emily Amanatullah and Michael Morris of Columbia University.
Translated, this means that women’s assertive bargaining behavior is judged as congruent with female gender roles in some contexts.

As a result, many women consider this “contextual variation” and potential “backlash” against perceived incongruity when negotiating.
They adjust bargaining behavior to manage social impressions in contexts where assertive bargaining behavior is seen as incongruent with female gender roles.

Michael Morris

Michael Morris

Women who advocated for themselves reduced assertive behaviors and competing tactics, resulting in poorer negotiation outcomes.
In contrast, women advocated for others achieved better outcomes because they did not reduce assertive behaviors or engage in “hedging.”

Margaret Neale

Margaret Neale

Negotiation is interdependent process – every bad deal you’ve gotten, you’ve agreed to,” argued Margaret Neale of Stanford Graduate School of Business.
If true, this outcome can be counteracted by adopting a mindset that “everything is negotiable.

Her empirical research informed her recommended structure to achieve more effective negotiation outcomes, summarized by the acronym APAP:

–          What are the Alternatives or fall-backs to negotiating?

–          What are the Aspirational goals for the best possible outcomes?

-How realistic are these goals?
-What’s the “walk-away bottom line“?

–          Assess: How much influence do you have?
– How might the benefits of negotiating outweigh the costs?

–          Prepare: What are your interests (not positions, or proposed outcome)?
– What are the other person’s interests?

–          Ask: Propose a solution that packages issues with benefits to the other, the group, and you
Share information.

–          Package:  Avoid issue-by-issue negotiation by trading among issues.
Use If-then statements for counter-proposals,
Bundle alternative proposals.

Deborah Kolb

Deborah Kolb

An alternate model of three types of negotiation maneuvers was proposed by Simmons College’s Deborah Kolb and Carol Frohlinger of Negotiating Women, Inc.:

Power Moves attract others to participate in negotiation discussions:

  • Offer incentives,
  • Raise the cost of not negotiating,
  • Enlist support.

      Process Moves structure the negotiation interaction:

  • Take control of the agenda,
  • Seed ideas.

    Appreciative Moves
     enable the negotiation conversation to continue:
  • Solicit new perspectives,
  • Enable the conversation to continue,
  • Help others “save face.
Carol Frohlinger

Carol Frohlinger

Kolb and Frohlinger advocated:

-Skill building (including mutual inquiry to co-construct solutions to replace traditional Distributive Exchange and Integrative Exchange models),

-Organizational development to overcome structural barriers to women’s advancement.
These interventions may also reduce unconscious bias that excludes women from developmental assignments and advancement.

A counterpoint argument is that women can control their self-development, but they have less control over their organization’s willingness to transform its culture, practices, and awareness of bias.

-*How likely are you to ask for a salary increase or promotion?

-*What factors do you consider before making a request for more money or an expanded role?

-*What is the best negotiation pitch you’ve heard for a job-related salary increase or role promotion?

-*How did the person overcome objections?

-*How did the person manage the relationship with the negotiating partner?

-*How do you ask for what you want at work?

-*What power tactics do you employ to influence your negotiation outcomes?

-*How do you prepare for negotiations and overcome objections during negotiations?



What Do (Executive) Women (and Men) Want? Accenture Uncovers Priorities

Martha Bernays Freud-Sigmund Freud

Martha Bernays Freud-Sigmund Freud

Accenture’s online survey of 4,100 business executive women and men born between 1946 and 1994 from medium to large organizations across 33 countries sought to answer the updated version of Sigmund Freud’s question: “What do women want?”

Conducted in November 2012, the survey’s margin of error is +/-2 percent, with at least 100 respondents from each country, except Denmark, Finland, Norway and Sweden where the combined number totaled 200.

It provides some answers:  Women’s – and men’s top priorities in defining career success are:

  • Work-life balance
  • Money
  • Recognition
  • Autonomy
Frederick Herzberg

Frederick Herzberg

This finding contradicts Frederick Herzberg’s theory that people are less motivated by “hygiene factors” like work-life balance and money than “motivation factors” like recognition and autonomy.

In contrast to Yahoo’s much-publicized ban on working remotely, 80 percent of male and female respondents reported that having flexibility in their work schedule is extremely or very important to work-life balance and more than three-quarters (78 percent) agree technology enables them to be more flexible with their schedules.

This is an important value statement in light of landmark findings that lack of flexibility and control in work environments has been associated with poorer health indicators and status than roles with greater flexibility

Hannah Kuper

Hannah Kuper

Hannah Kuper and Michael Marmot of University College London analyzed health outcomes of British civil service workers in the Whitehall I and II studies and found employees with least control over their work lives, typically associated with lower employment grade and lower social class, consistently had the poorest well-being and the highest mortality rates.

Michael Marmot

Michael Marmot

Marmot with other researchers who analyzed Whitehall study data, including Geoffrey Rose, surmise that not having discretion over how a task is accomplished, underutilizing skills, lack of clarity and predictability in job role can lead to job stress and physical indicators like abnormal heart rate and blood pressure, increased blood cortisol.

Erin Kelly

Erin Kelly

Phyllis Moen

Phyllis Moen

More than half of all respondents said they declined a job due to concerns about its impact on work-life balance, also reported by Erin Kelly and Phyllis Moen of University of Minnesota, suggesting that Yahoo’s policy could lead to significant attrition over time.

To realize monetary goals, the majority of respondents – 49 percent of women and 57 percent of men – had asked for or negotiated a pay raise, and four out of five respondents who negotiated a pay raise received one.

These rates represent a substantial increase over the year before in which 44 percent of women and 48 percent of men reported asking for a pay increase.
Notably, the percentage of men requesting more money increased considerably more than the percentage of women in that year period.

Linda Babcock

Linda Babcock

This result is more encouraging than Linda Babcock’s finding that women tend not to ask for raises, and tend not to receive them when they do ask.

Sheryl Sandberg

Sheryl Sandberg

Even Sheryl Sandberg wasn’t inclined to negotiate for her salary when offered the role as COO of Facebook until she forcefully urged by her husband and brother-in-law, she revealed on 60 Minutes while promoting Lean In.

The Accenture study may demonstrate a changing trend for the better:  Almost half of all respondents reported that they had asked for a promotion, suggesting greater willingness to advocate for themselves to achieve the second priority, monetary reward.

-*How well do Accenture’s findings reflect your career priorities?

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