Tag Archives: Women in Technology Forum

“Everything is Negotiable”: Prepare, Ask, Revise, Ask Again

Anna Beninger

Anna Beninger

Alixandra Pollack

Alixandra Pollack

Women negotiate salaries less frequently than men, leading to a persistent compensation gaps for women MBA graduates from 26 leading business schools in the United States, Canada, Europe, and Asia, reported Catalyst’s Anna Beninger and Alixandra Pollack.

Women still earn about 80 percent of their male peers’ compensation in a study of salaries in academic medicine by Harvard’s Catherine DesRoches, Sowmya Rao, Lisa Iezzoni, and Eric Campbell with Darren Zinner of Brandeis.

Catherine DesRoches

Likewise, Carnegie Mellon’s Linda Babcock reported that women MBAs earn USD $500,000 – USD $2 million less than their male classmates over their careers, and she linked this to men’s greater willingness to negotiate salary and promotions.

Babcock, with Sara Laschever, outlined precursors of these negotiation differences based on gender socialization.

Linda Babcock

They posited that many parents encourage boys to take risks, earn money, and participate in competitive team sports.
In contrast, they suggested that parents more often encourage girls to play collaboratively and value interpersonal affiliation.

These practices enable boys to negotiate, compete, and tolerate disrupted interpersonal relationships, according to Babcock and Laschever.

John List

John List

The gender-based wage gap’s association with women not negotiating salaries and preferring less competitive work roles, was also reported by University of Chicago’s John List, Andreas Leibbrandt, and Jeffrey Flory.

Their research studied respondents to two identical job ads on internet job boards with different wage structures.
One position offered hourly pay whereas the other role’s pay depended on performance compared with coworkers.
More women than men applied to the hourly wage role.

Andreas Leibbrandt

Andreas Leibbrandt

Men were 94 percent more likely than women to seek and perform well in competitive work roles in a study of nearly 7,000 job seekers across 16 large American cities.
This gender wage gap “more than doubled” as performance-linked compensation increased.
Women were significantly more likely to walk away from a competitive workplace when they had alternate employment options.

Jeffrey Flory

Jeffrey Flory

In contrast, women were more likely to apply to jobs if the performance relied on teamwork rather than individual accomplishment, or if the salary was a flat fee independent of their performance.

Men were also more likely to negotiate when there was no explicit statement that wages are negotiable.
They did not wait for an invitation or permission to negotiate.
In contrast, women negotiated as frequently as men when they were invited to ask for higher salaries and job titles.

Negotiation practices considered “acceptable” for men are often viewed as “aggressive” when women use them, according to Babcock.
To counteract this reaction, she and Laschever advised women to:

  • Consider that “everything is negotiable,”
  • Research personal “market worth” using online resources like Salary.com, Payscale.com, and Glassdoor.com,
  • Consider oneself a viable candidate for higher salaries and job roles,
  • Examine self-limiting beliefs  about negotiation,
  • Plan negotiation talking points, including, accomplishments, results, impact,
  • Practice negotiation proposal, suggest timing, set an ambitious anchor point, prepare for objections,
  • Plan counter-offers and self-regulation to maintain negotiation position and interpersonal rapport.

Collaborative negotiation enables both people to derive value from the negotiation conversation through preparation and stamina, while focusing on the negotiation goal and providing value for all parties.

Negotiation principles were summarized in the classic Getting to Yes: Negotiating without Giving In by Harvard’s Roger Fisher and William Ury.
More recently, Ohio State’s Roy Lewicki, David Saunders of Queen’s University, and Vanderbilt’s Bruce Barry of Vanderbilt detailed their research-based guide to Negotiation.

Leigh Thompson

Leigh Thompson

More than 90% of all negotiators fail to ask “diagnostic questions” that reveal the negotiation partner’s most important needs, priorities, preferences, and even fears, found Leigh Thompson of Northwestern.
Eliciting this information is associated with significantly improved negotiation outcomes.

Knowing Your ValueTelevision journalist Mika Brzezinski echoed Babcock and Laschever’s recommendations based on interviews with prominent women and men about the persistent gender wage gap.
She suggested a structure to guide negotiation:

  • Research,
  • Leverage,
  • Negotiate,
  • Re-negotiate.Hardball for Women
Pat Heim

Pat Heim

Women’s reluctance to negotiate may be related to gender differences in attributions of success and failure, suggested Pat Heim.
Women attribute failures to themselves (“internalizing”) whereas men identify external factors (“rationalizations”) associated with their shortcomings.
In contrast, women attribute success to external factors (“deflection of merit”). Men typically attribute their effective performance to to themselves (“self-bolstering”).

Men are often promoted because they are seen to have “potential,” whereas women are  promoted based on their results and accomplishments, noted Heim.
Even factors like attire can influence perception of authority:  Men judged women as less authoritative when wearing “business casual” attire.

Women can systematically develop skills and behaviors required to close the well-documented wage gap between professional women and men.

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

Related Posts:

©Kathryn Welds

“Birds of a Feather” brings together Silicon Valley women for Network Development

CiscoWomen of Cisco, Citrix, EMC, Intel come together on Thursday  17 January 2013 at Cisco Systems in San Jose, California, for the first of three “unconferences” to build professional relationships across technology companies. Citrix

EMCEach firm has an Employee Resource Group (ERG) focusing on career development and advancement for women in technical and non-technical roles, and each recognizes the value of building cross-organizational business networks and relationships.IntelWomen of Cisco-Citrix-EMC-Intel

Women of Intel (WIN) has been a leader by hosting annual events that bring together women from other local technology firms, and occasional efforts have brought together women from Google, Applied Materials, EMC, Intel, Yahoo, Cisco, IBM, Hewlett-Packard, Citrix, Symantec, Adobe, and other Silicon Valley technology companies.

Marylene Delbourg-Delphis

Marylene Delbourg-Delphis

In 2012, EMC and Cisco collaborated on an event designed to encourage longer-term relationships through small-group discussions of a talk by the versatile Marylene Delbourg-Delphis, serial tech entrepreneur, philosophy professor and fashion journalist.

Anna Van Rijswijk

Anna Van Rijswijk

Anna Van Rijswijk of Cisco, member of the EMC-Cisco planning team, expanded this concept to a multi-session series  and incorporated  a “Birds of a Feather” format, developed by the Internet Engineering Task Force (IETF) to denote initial meetings of members interested in a particular issue.

Olivia Shen Green

Olivia Shen Green

This  “Birds of a Feather” structure was  successfully launched in Cisco’s 2012 one-day event, Women in Technology Forum, attended by more than 1200 Cisco employees worldwide, and led by Cisco’s Olivia Shen Green, who shared principles for conducting an “unconference.”  Women In Techology Forum

The goal of the multi-company, multi-session “Birds of a Feather” networking event is to increase insight and resource-sharing on topics crucial to professional women’s career advancement in technology firms, while establishing and developing stronger cross-company resource networks.

Unconference GuidelinesDiscussion topics, facilitated by members of multiple sponsor companies, include:

  • Developing “personal brand”
  • Practicing superior communication skills,  “Executive Presence”
  • Striving toward Work – Life Balance
  • Establishing Peer Mentoring and “Greenlight Groups”
  • Developing technical skills
  • Best practices in design, innovation, and creative processes

Upcoming sessions in the spring of 2013 will hosted onsite at Citrix, EMC, and Intel, and will continue these themes.

-*How do you expand your professional network across companies in your industry and across professional roles?

Twitter:   @kathrynwelds
Google+:
Blog: – Kathryn Welds | Curated Research and Commentary 
LinkedIn Open Group Women in Technology (sponsored by EMC)
Facebook Notes

©Kathryn Welds