Salary negotiation scripts that actually work (with word-for-word examples)

Most salary negotiations fail not because people ask for too much, but because they ask at the wrong moment, give reasons that do not work, or capitulate the first time there is any pushback. This article covers the mechanics of salary negotiation: when to do it, what to say, and how to handle the most common responses.

The fundamental principle

Salary negotiation is not confrontational. It is a normal, expected part of the hiring process and of any review cycle. Employers expect it. HR professionals conduct dozens of these conversations per year. You are almost certainly the only one in the room who finds it uncomfortable.

The employer's goal is to hire you for as little as possible. Your goal is to be paid fairly for the value you bring. These are not hostile positions: they are the normal positions of any transaction. The negotiation is how a fair price is found.

The job offer: when and how to counter

When

Never negotiate in the moment an offer is made. Say: "Thank you — I'm genuinely excited about this role. Can I take a day to review the full details before responding?" This is standard and no employer will withdraw an offer because you asked for a day.

Use that day to research the market rate for the role, company, and location using Levels.fyi, Glassdoor, LinkedIn Salary, and any other available data for your industry.

The counter-offer script

Deliver by phone or video call, not by email. Written negotiation reduces your leverage because the other person can ignore it and wait.

A reliable structure:

1. Restate your enthusiasm for the role
2. State your number
3. Briefly justify it with market data or your specific value
4. Stop talking

Word-for-word example:

"I'm really excited about this opportunity and I'm ready to move forward. Based on market data for this role in [city], and given my [specific experience/skills], I was expecting something closer to $[X]. Is there flexibility to get there?"

Then stop. Do not fill the silence. The next person to speak loses some leverage.

What happens next

Three common responses:

"Yes, we can do that." Great. You are done.

"The best we can do is $[Y]." This is not a no. This is the opening of a counter-negotiation. Accept only if $Y is genuinely your floor, or ask: "Is there room to look at the signing bonus or review timeline to bridge the gap?"

"We don't have flexibility on base salary." Accept this if it is true and the role is right. Or ask about other components: signing bonus, equity, remote work days, start date, professional development budget, or an early review at 6 months.

Asking for a raise at an existing job

Timing

The best time to ask for a raise is before the annual review, not during it. By the time you are sitting in a review meeting, the number has usually already been decided. Ask to schedule a conversation specifically about compensation 2 to 4 weeks before the review period.

The framing that works

The framing that does not work: "I've been here 2 years and I haven't had a raise."

The framing that does work: "Based on what I've taken on since my last compensation review and market rates for this level, I'd like to discuss bringing my salary to $[X]."

The difference is that the second framing is forward-looking and justified. You are not asking for a reward for tenure. You are asking to be paid fairly for the role you are actually doing.

Specific word-for-word example:

"I wanted to talk about compensation. Since my last review, I've taken on [specific responsibilities], delivered [specific outcome], and I know from market data that roles with this scope typically pay $[X] to $[Y]. I'd like to get to $[X]."

The evidence document

Before the conversation, prepare a one-page document with 3 to 5 specific outcomes you have delivered in the past 12 months, with numbers where possible (revenue generated, costs saved, time reduced, projects shipped). This is not to read from. It is to hand over and let them take away. It shifts the conversation from subjective to evidence-based.

Negotiating equity

Equity negotiation is more complex because the value of equity is uncertain, vested over time, and company-specific. A few principles:

• Ask for the vesting schedule and cliff upfront: 4 years with a 1-year cliff is standard
• Ask what percentage of the company the grant represents, not just the number of shares
• Ask what the last valuation was and what the liquidation preference stack looks like at an early-stage company
• Equity is easier to give than cash for early-stage companies: if base salary is constrained, equity is a legitimate place to push

The most common mistake

The most common mistake is accepting the first number. Research consistently shows that the vast majority of employers expect a counter and are prepared to move by 5 to 15%. The first offer is almost never the final offer.

The second most common mistake is giving a reason that the employer can dismiss: "I need the money" or "I have a competing offer I don't really have." Negotiate on market data and your specific value, not on need or bluff.

Get your scripts ready

The most effective way to prepare is to have specific scripts written out before any negotiation conversation. When you can see the exact words on the page and practise them aloud, the conversation feels less improvised and the discomfort drops significantly.