How to discuss money with management or why do careers sometimes stop?

    As promised in our recent survey about problems in negotiations , we decided to publish several materials on negotiation algorithms in different working situations. And today is the first material from this cycle.

    Exactly 10 years ago, in a Petersburg company, mysterious and amazing events occurred that affected the careers of hundreds of people and doubled the salary market in the city.

    Perhaps these events were not so surprising for experienced IT gurus (it’s not visible when one company buys 700 engineers from another), but for the author, who at that time managed a small department with 17 people, these events served as a source of numerous observations and conclusions about working with people.

    In particular, today we’ll talk about how to discuss our own salary with management, because from what you have to observe at the trainings, 90% of people make the same mistakes, getting minuses in karma and slowing down their own career (correct the answer to the question of how to do this is at the end of the article).

    At the end of May 2004, an unremarkable elderly man flew from Santa Clara to St. Petersburg in a dark suit and horn-rimmed glasses. He was accompanied by numerous assistants, and most likely at passport control they announced the purpose of the visit as a business one. An elderly man worked for more than 20 years at the Corporation, in recent years as vice president, and he really had a job.

    The task was to launch a project on open source development of world technology. The most rough estimates showed that for this, 150 people and 2 years of hard work are needed. It seemed that the team of one Russian company, which had worked successfully in projects of this technology for Another Corporation for many years, would do a good job of this task. The only thing left was to hand out the offers in St. Petersburg, Moscow and Novosibirsk to a total of 700 engineers and managers (in addition to the technology for the open-source project, there was still much interesting).

    Key people (managers and engineers) were invited to the office for the weekend, where the Vice President met one on one to hand over the offer to work at the Corporation. From the numbers in the offers, many in the soul came spring. They offered not only a salary 2 times greater than the current one, but also a bonus, from which spring began to play with even brighter colors.

    However, life is never easy. You cannot always catch our brother IT-shnik with money! Key people were divided into two camps. Some were attracted by the opportunity to change their field of activity, to write world technology from scratch in a short time, the opportunity to be in the Corporation and, to be honest, money. The others were held by an excellent team, interesting work and ... identity. Over the years, people are used to associating themselves with Another Corporation.

    The split intensified when it became known that the Other Corporation recently opened an official development center in St. Petersburg. Concern that 700 people could disappear from projects at once, resulted in over-active actions.

    The battle for engineers began, which key people began to pull in different directions. The initiative group of Another Corporation rented a pub in the office of a St. Petersburg company and began to issue offers there.

    At one point, each person had two offers on the table, the salary in each of which exceeded his current salary by 2 times. There were unique cases when a person only went to work last week, and now he has already been offered 2x to his salary. Spring has come in the soul of every engineer (which, as usual, has a bad effect on work, but a good effect on the number of conversations in smoking rooms).

    Heavy artillery was launched. The Corporation rented a cinema hall in the office building (there was no other room that could accommodate all the employees), and the Moscow authorities said for two hours that the Corporation was the only right option! Since for many engineers this was the first time they saw the Moscow authorities, the majority was skeptical. One person specified whether they would be forced to go to work in suits at the Corporation.

    The next day, Another Corporation took off the cinema, where the director of a large division emotionally and incendiaryly interacted with people, explaining that this was their choice. Director - a charming girl who made an honest and good career, was beautiful and convincing. Yes, many did not have to be convinced - people spent months and years in the offices of Another Corporation in California. Everyone knew what was happening there.

    The next day the Corporation took off the cinema again ... Well, you know, divorce is never easy.

    In this situation, a difference in the behavior of people was clearly manifested.

    Situation No. 1.
    Several people began circular tours with offers. Having received an offer from the Corporation, they went to Another Corporation with the words: “look, they give me $ 100 more there. Can we do something about this? ”Having received the increase, people went back to the Corporation:“ Look, they gave me a counter-offer, and now there is no point in going to you. Can we do something about this? ”

    There were cases when a person went back and forth 4 times. Interestingly, his career stopped for many years. Not always winning at a particular point leads to winning in the long run. At that particular moment, it was important for the management of the office to keep a person in control — this was probably a condition of the game. But can you then rely on such a person? This is a question that the manager can answer in different ways.

    Situation No. 2.
    There were cases when people immediately made a choice: “Of course, I’m going there. Why? Because my manager is going there. ”This was voiced by everyone who came across and across. After a couple of days, people were offered the manager's position in another company, and they changed the decision to the exact opposite.

    Question: how did these people begin to look in the eyes of others? Is it possible to count on them in difficult situations? Is there a guarantee that they will not change their mind if they promise? Good question…

    Situation No. 3.
    After receiving my offer, I had two conversations with managers from Another Corporation. The first conversation is right in the hallway.
    I go, I remember, so happy - to meet Sergei, director of a rather large unit. We had friendly relations with Sergey, nothing portended ...
    - Sanya, how are you?
    - Oh, give an offer?
    - What do they write?
    - Well look ... (I hold out the offer)
    - Hmm ... Is that a grade? Number 8 ... As far as I know, in the Corporation it is a grade for students. I just got a familiar student there ... But you seem to be taking on a manager. Strange ... And what is this, the bonus amount? No, Sanya, it seems like a breeder. Look, there is no signature here, no print, not even the Corporation logo. I think you're bred right now. You, of course, think for yourself, but I expressed my opinion to you.

    After this dialogue, spring in my soul died away. Three cups of coffee as a dope to somehow improve nerves. And then a call comes from my direct American boss Vadim:
    - Sasha, how are you?
    - Vadim, hello! Yes, they give offers.
    - What do they write?
    - Well ... (voicing the numbers)
    - (after a short pause) Well, I want to congratulate you. Such opportunities happen once in a lifetime; it would be foolish not to use it. Let's agree this way: when I come to St. Petersburg, you take me to a good restaurant. And leaving, hand over all the affairs, ok?
    - Vadim, of course, not a question.

    Pay attention - both managers wanted to keep the employee (me). Both in fact did not work. But one got a minus in karma from me, and the other a plus. With one I will do joint projects, if life brings together (and then it brought together a couple of times - the IT world is very small), with the other - it is unlikely.

    Case "They give 1.5 times more"

    A lot of time has passed since then, for 6 years we have been professionally engaged in teaching smart people how to work with other smart people. One of the cases we often give during trainings is exactly about this.

    Some corporation opens a development office in your city. And it lures your engineers into salaries 1.5 times more than yours. You have some authority, the employee has aggravating circumstances (mortgage, spouse wants a car, etc.) And then the employee comes to the manager to talk about money. What is not happening here.

    And here people begin to apply:

    Volatile Behaviors

    1. The manager convinces to stay, frightening that the company is worse, everything will fall apart soon

    "Where are you going? What are you! Yes, they have it ... Yes, they just opened up ... How long it will last is incomprehensible ... And you have a mortgage ... ”

    This is an intuitive behavior model, and it is not very stable for two reasons.

    Firstly, it provokes a person to defend a new place of work: “Come on, the company is normal ... Everything is fine with them.” The fact is that in communications we pass all incoming information through a post of criticism (there is such a thing in our heads). This post allows us to filter the incoming stream and does not allow us to completely clog the brain.

    Moreover, what we ourselves say does not go through a post of criticism. This principle is used, in particular, by the technique of active listening - when we return to a person what he has voiced to make sure - that is what he had in mind or not.

    So, when we begin to scold another company, a person begins to defend it. This information does not pass through his post of criticism - thereby he begins to convince himself even more, which is good there.

    As part of this conversation, we do not need to discuss how good it is there - we would discuss how good it is for us to stay.

    Secondly, let's say the manager managed to scare a person by leaving him here. And the other colleague was not afraid, went to a new place of work, received his 50% of the salary, and lo and behold! That company did not fall apart, and a colleague is doing well. You know this, and begin to think at this moment: “Why did I obey the manager - all this nonsense about the company falling apart, etc.” And then the manager, who then kept the person, could get his postponed minus in karma.

    This model of behavior can be perceived as manipulative, therefore we attribute it to unacceptable methods of communication .

    2. The manager gives money to a person without an offer.

    Sometimes a manager has the authority to give money. And he, a kind soul, gives them - even to a person who does not have an offer in his hands. The man just heard that employees are being poached, went to discuss this topic, and went out with a salary increase. Sometimes this is reinforced by another mistake:

    3. The manager gives money without burdening with work.

    This behavior pattern can be unstable, again for two reasons.

    Firstly, the employee who received the increase can go into the smoking room and share the experience of receiving the increase: “Guys, I’m telling you. You go to the manager, say these words to him ... He hesitates there, squeezes, but then gives an increase. ”And let not the people's path grow to the manager.

    Secondly, at some point the director may call him and explain to him that it is not necessary to give money to those who do not have an offer. Because if so give 10 people an increase, then the director was left without a new jeep.

    In addition, let's say a good new project with a toothy customer enters the company. Question: will the director give this project to such a manager, who squander the company's money left and right? Question…

    Interestingly, the employee who received the increase is too early to rejoice here ... We are all inclined to look for those to blame for the situation outside. At that moment, when the director will inform the manager of the feedback that you don’t need to give money to anyone who gets there, will the attitude of the manager towards the employee who received money so cleverly change. It is not clear ... Maybe it will not change, but maybe it will change. But the employee no longer controls this opinion, and here his career may stop.

    4. The manager promises the impossible (new project)

    Sometimes in an attempt to keep a person in control, the manager promises mountains of gold, new projects and other attributes of engineering happiness, which are not the fact that they will. What could happen next? A new project may not happen.

    The manager will come to the director for a new project - but there is no project. Or he was already given to a neighboring manager. And then what will the engineer think who has just refused to work at + 50% of his salary. How long will he work? What will happen to his loyalty to the company and specifically to his boss?

    In this communication, of course, not only the manager makes mistakes. There is also an underwater rake for an employee.

    5. An employee walks around the bush.

    “Something sausage has risen in price ... The labor market has begun to move ...” This model of behavior can create the manager a feeling of “muddy” employee, who in case of problems does not speak directly, but hides something. Is it worth building a long-term relationship with such a person? How will he behave in case of problems on the project? Will talk about problems, or will hide until the last?

    These are the questions. that may arise in the head of a manager - and these are not good questions. Not good - because he will not voice them, but will find the answer himself in his head. What will be the answer - God knows him.

    6. The employee presses the increase, blackmailing the manager

    Sometimes an employee starts to press the manager on a feeling of fear: “I’ll take the team with me ...” Or, to put it more mildly: “You understand that if a key employee leaves, then the rest of the guys ...”

    According to psychologists, emotion lives in the body up to 12 minutes. If it is heated, it can last longer. And suppose we managed to squeeze the increase out of the manager. We pinched his fingers on the door, scared him, gave birth to the cherished “Ahhh, everything is gone!” In his head, but what will happen next?

    The conversation will end, the manager will return the ability to think logically, and not on emotions, and most likely he will understand that he succumbed to blackmail. How will his attitude towards the employee change at this moment?

    Some managers honestly immediately say: “I will look for a replacement for him.” Sometimes it’s not so tough, but the employee’s career at this moment will stop with a probability close to 100%.

    7. The manager gives unexpectedly a lot.

    Sometimes anecdotal cases occur. At one of our Moscow trainings in a case two very diverse characters came together. The manager is an active fighting girl, fire! Employee - quiet calm employee, programmer. Manager on the doorstep:
    - We decided to raise your salary by 50%
    - And for what? ..
    - And they decided to give you a new project for management
    - And I will pull? ..
    - Pull!

    In the end, we usually ask people to voice what they will do after this conversation. The employee voices:
    - I'll probably quit ...
    - Why? !!! After all, an increase. a new project ...
    - Obviously, they are slipping some kind of deadbull ...

    Why it happened in his head - God knows. Apparently, there was some relevant experience. But the manager didn’t choose the most successful manner.

    Perhaps you recognize yourself in the situations described in the article. Perhaps you behaved like that, and everything was fine. It's quite normal. It just happened that time. And next time it may not work out. In our opinion, there are more stable patterns of behavior in the discussion of salaries.

    But before we get to them, let's discuss more:

    General considerations

    1. The management decision must be sustainable. It should not cause crowds to come for money.

    2. The manager is a bonded person. For each penny spent, the director will ask him. And if it turns out that, in the director’s opinion, the penny was spent in the wrong way, the manager will be informed of feedback and / or his own career may stop. Who will he blame? We do not know.

    3. Parting with a person can also be a sustainable solution.if people agree to disperse so that the project does not slip. Have you ever had such a thing that having already quit, you still went to the previous job to help? Or consulted the remaining guys remotely? Why did you do this? Most likely, because they dispersed correctly and correctly.

    The manager’s problem is not that people are mortal, but that they are suddenly mortal. If the dismissals, motivation, de-motivation of people could be predicted and laid down in the plan - it would be much easier to live! Therefore, if a person’s departure does not lead to instability of the project (the person transfers things, helps, etc.), this is not always bad.

    4. The expectations of the manager - in his head.Periodically, in response to the question “What would you like to change as a result of the training”, we receive answers from customers: “We want people to become more responsible.” An excellent answer from which no conclusions can be drawn at all until you ask a clarifying question: “How do you understand that they have become more responsible?” And then the main thing is to listen and have time to record. Because everyone has their own understanding of responsibility. For someone, this is when a person does not pass by problems, but immediately begins to solve them. For someone - when he initiates a discussion of problems with the customer. For someone, when he doesn’t bother managing questions at all, he does everything himself. Until you understand what a person wants, all you do is try to guess what the customer has in mind.

    Also with managers. By what criteria do they rate the work? What is good for them and what is bad? Is it good or bad to suggest ideas? Or first you need to put things in order? Or is God with him in order, the main thing is not to disturb him, and at the same time the project margin will grow? Everything that is written about managers in books is limited by the experience of the author. And it would be nice to clarify the expectations of a particular leader.

    Employee Behavior Algorithm

    The correct question is asked by the employee: what can I do at this place in order to earn Y money in the future X months / years (become a manager, etc.)?

    An ambitious statement of the question: what feat do I need to complete to become a manager this year? (get a bonus of five hundred miles?)

    Thus, a person shows:
    • Willingness to spend some more substantial time in this company (“I won’t leave immediately”)
    • Willingness to work in this company

    If you have already received an offer, then the question is not changed: “I confess, I am sinful - I went to an interview. When I went, I no longer repent. :) That's what they offer. Can we do something to make comparable money? ”

    Manager Behavior Algorithm

    The main task of the manager is to keep the project in a stable state. Therefore, the general outline of communication is approximately the following:

    - What needs to be done with us in order to earn such money? Give me a couple of days to think and discuss this with Mikhalych (director), but let's immediately agree that if they give money, then they will load something (it just won’t be money), and if it doesn’t work out and you decide to leave, then the project this does not subside?

    At this point, the manager shows several things:
    • He is ready to discuss it.
    • He is ready to do specific actions for the employee (he will go to Mikhalych)

    And here the employee is ready to go to a meeting and sign up for additional work or for a smooth exit.

    What to do now?

    Friends, if the algorithm seemed reasonable to you, then nothing prevents you from making an appointment with the management (if you haven’t already done so) and discussing this issue if you are interested.

    In response, you can hear different things: specifics, vague wording, feedback on your work ... This is normal, not all managers are ready for this conversation, especially if you unexpectedly caught them. Perhaps the discussion will stretch over several conversations.

    But, in any case, this will be useful information, because it will allow you to take your salary under a little more control.

    Good luck!

    PS And in the next article we are going to reveal an algorithm for discussing monetary issues at interviews.

    PPS Stratoplan's blog has moved to a separate site: - see you there!

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