Compensation Negotiation Playbook

Strategic Responses to Salary Questions

Why This Guide Matters

How you respond to compensation questions during the recruiting process can dramatically impact your final offer. This playbook provides field-tested scripts and dialogue frameworks for handling these critical conversations effectively.

Key Principle: The Information Game

Negotiations are fundamentally an information game. The side that reveals more specific compensation details early in the process loses leverage. Your goal is to maintain positive relationships while protecting information that would weaken your position.

The Biggest Mistakes Candidates Make

Common Compensation Discussion Mistakes

  • Revealing your current compensation - Creates an anchor point that limits your potential offer
  • Revealing how much equity you have remaining to vest - Enables recruiters to structure retention-focused offers
  • Revealing too much about your other opportunities - Can be used to time offers or create false deadlines
  • Agreeing to a range or number - Caps your potential upside before you've demonstrated value
  • Revealing your expectations too early - Either too low (undervaluing yourself) or too high (screening yourself out)

The Real Context

It's not that you are trying to trick the recruiter or employer. It's not that you are trying to be difficult or "cagey". It's that you are trying to:

  • Avoid giving unnecessary detail that can be interpreted many ways
  • Avoid giving them the chance at an excuse to pay you less than they otherwise would
  • Avoid assigning value for this opportunity LONG before details are settled
  • Avoid ruling yourself out as too junior or too expensive when the level, budget, and scope of the role can entirely change during the process
  • Avoid giving the false signal that you are in other situations
  • Avoid sending the false signal that you wouldn't consider a lower (e.g. startup) offer if all the rest of the interviews go well
  • Avoid setting false expectations in case other information comes up about this role or others that CHANGES your expectations

Your Value and Leverage Peak at Offer Time

Initial Screen
Interview Process
Offer Stage
Peak Leverage

Your perceived value and negotiating leverage increase dramatically as you progress through the interview process.

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What's Not Negotiable Now Can Become Negotiable Later

Early in the Process

  • Role level seems fixed
  • Budget constraints emphasized
  • Location requirements rigid
  • Equity percentages standardized
  • Comp bands "policy-driven"

At Offer Stage

  • Level adjustments possible
  • Budget exceptions approved
  • Remote work accommodated
  • Equity allocations expanded
  • Comp bands stretched

Critical Point

Recruiters and hiring managers often don't recognize that things that seem non-negotiable at the start of the process can BECOME negotiable at the end:

  • Skip leaders get involved
  • Team members get blown away
  • Budget exceptions get approved
  • Location restrictions get lifted

Do NOT negotiate until the end of the process. There is a lot of downside and only rarely marginal upside.

Real Example: Location Flexibility

When interviewing for a NYC role, I was told the product team was strictly NYC-based with no remote options. Yet by the time they made an offer, they were willing to let me work remotely.

Had I ruled myself out early based on the initial "non-negotiable" location requirement, I would have missed this opportunity.

Real Example: The Sky-High Expectation

Years ago, I gave a seemingly "sky high" expectation number 2.5x my previous compensation and was seen as too junior because it was too low.

This illustrates why anchoring early can backfire in unexpected ways - sometimes pricing yourself too low can be as damaging as pricing yourself too high.

Your objective in these early conversations is not to negotiate compensation - it's to preserve your ability to negotiate effectively later, when your perceived value is highest.

Some Core Response Techniques

These response techniques form the foundation of your compensation question strategy. Each can be adapted to different situations and combined with others as needed.

The Base Pattern

When to use: Your go-to first response in most situations

Sample: "I find that it doesn't make sense to discuss it so early. I am just focusing on the interviews and so much depends on what we learn during the process, but I am certain we'll come to something that we will both be happy with in the end."

The "So Much Depends" Approach

When to use: When you want a briefer response that emphasizes context

Sample: "So much depends on the full opportunity -- the team dynamics, scope, and growth potential."

The Interview Focus

When to use: When you want to emphasize timing and process

Sample: "At this early stage, I'm focused on determining fit rather than discussing compensation. I'm really focusing on the interviews now."

The Too Early Deflection

When to use: When you want to leverage your time off market

Sample: "It has been a few years since I have been on the market and my other opportunities are still early stages. I'm focused on the overall fit right now and will let you know quickly if anything changes."

Initial Compensation Questions

Standard Expectation Question

Recruiter: "What are your compensation expectations for this role?"

You: "I find that it doesn't make sense to discuss it so early. I am just focusing on the interviews and so much depends on what we learn during the process, but I am certain we'll come to something that we will both be happy with in the end."

Alternative Responses:

"I'm really focusing on the interviews now and determining if there's a mutual fit before getting into compensation details."
"At this stage of my career, more goes into my decision than just the numbers. I'm focused on understanding the complete opportunity first."
"I'm confident that if we determine there's a strong mutual fit, compensation won't be an issue."

Handling Multiple Pushbacks

Multiple Pushback Sequence

Recruiter: "What are your compensation expectations for this role?"

You: "I find that it doesn't make sense to discuss it so early. I am just focusing on the interviews and so much depends on what we learn during the process, but I am certain we'll come to something that we will both be happy with in the end."

Recruiter: "I understand, but we need to make sure we're aligned on compensation before proceeding."

You: "I appreciate your need for alignment. So much depends on the full opportunity -- the team dynamics, scope, and growth potential. Nothing I've heard makes me think twice about moving forward."

Recruiter: "We've had candidates go through the entire process only to be disappointed with our offer range."

You: "That's completely understandable. I'm exploring each opportunity holistically, and I trust that you're competitive within your market. If at any point I feel there might be a misalignment, I'll let you know immediately."

Questions About Other Opportunities

When Asked About Other Processes

Recruiter: "What other companies are you interviewing with? What are they offering?"

You: "I'm only focused on the interviews for this opportunity right now. I'm evaluating each opportunity on its own merits rather than comparing them at this early stage."

Recruiter: "We want to make sure our offer is competitive when the time comes."

You: "I appreciate that. I'm exploring each opportunity holistically based on the role, team, and growth potential, not just compensation. When we reach the offer stage, I'll be completely transparent about what would make this opportunity compelling for me."

Alternative Responses:

"I'm in various stages with different opportunities, but I prefer to focus on each one individually rather than making comparisons at this point."
"I'm exploring several opportunities, but I'm not at the stage of discussing specific numbers with any of them yet."
"I'm considering each opportunity based on the complete picture -- the role, team, company, and growth potential -- rather than just comparing offers."

Context-Specific Responses

Startup Context + Trust

Startup Compensation Structure

Recruiter: "As a startup, we need to know if our compensation structure works for you."

You: "What's your typical structure between cash and equity for this level?"

Startup vs. Big Tech Concerns

Recruiter: "As a startup, we won't be competing with FAANG, so I don't want to waste your time."

You: "It sounds like you are concerned I will pick a big tech offer after the process, but I am excited about this role for a reason and trust you pay competitively for a company of your stage. I will let you know right away if there isn't a fit. Right now, I just want to focus on the interviews and learning more about the role, team, and company."

Persistent Startup Pushback

Recruiter: "As a startup, we won't be competing with FAANG, so I don't want to waste your time."

You: "It sounds like you're concerned about competing with big tech, but I'm considering the whole opportunity and understand every company handles compensation differently. I expect you to pay competitively for your stage and market and look forward to meeting the team."

Recruiter: "We've had candidates from FAANG interview with us who had expectations way above our range."

You: "I understand that concern. I'm evaluating opportunities based on multiple factors, not just compensation numbers. I wouldn't be pursuing this conversation if I had fundamental concerns about compensation alignment."

Current Compensation

Deflecting Current Package Questions

Recruiter: "What's your current package?"

You: "My current situation is not relevant since so much depends on the process, scope, and role, but it would be helpful if you told me how you think of compensation here."

Warning: Current Compensation Traps

Revealing current compensation is one of the most damaging mistakes candidates make. This information:

  • Creates an anchor point that limits upside potential
  • Perpetuates existing compensation inequities
  • Shifts focus from your value to your history

Stay firm in deflecting these questions, even if asked multiple times or different ways.

Advanced Techniques

Chris Voss Techniques

Mirroring

Recruiter: "What compensation are you expecting for this role?"

You: "Compensation expectations?"

Recruiter: "Yes, we need to make sure we're in the same ballpark."

You: "I understand. I'm focused on the interviews now and determining if there's a mutual fit before getting into specific numbers."

Labeling

Recruiter: "We really need to understand your expectations before proceeding."

You: "It seems like you're concerned about misaligned expectations?"

Recruiter: "Yes, we've had candidates with unrealistic expectations before."

You: "You'll know immediately if we're not aligned. I'm here because the opportunity is compelling."

System Requirements Claims

When They Claim System Requirements

Recruiter: "I need to put something in our system to move forward."

You: "I understand you have system requirements. I'm really focusing on the interviews now and determining if there's a mutual fit."

Recruiter: "The system won't let me proceed without a number in this field."

You: "I understand the constraint. Nothing I've heard makes me think twice about moving forward. What range have you typically seen for similar roles?"

Recruiter: "Our range varies widely based on experience. I need your expectation to place you correctly."

You: "I understand you need something for your system. If absolutely necessary, you could use the top of your standard range as a start. I am confident we will find something that works for us."

Last Resort Strategy

Only offer the "top of range" solution:

  • After 2-3 deflection attempts
  • When they explicitly state a system requirement
  • When you're confident they cannot proceed otherwise

Always frame it as a placeholder subject to later discussion.

Last Resort Options

When All Else Fails

So what do you do if you tried to deflect and get 3-4 tough pushbacks or have to enter a required number in an application form?

Your only goal is to move forward in the process, so provide the high end of their range. If possible - use confident, but non-committal language.

When They Absolutely Require Input

Recruiter: "I literally cannot proceed without a number in our system."

You: "I understand you need something specific for your system. If absolutely necessary, you could use the top of your standard range as a starting point, with the understanding that we'll revisit once we've both learned more through the interview process."

Confident Non-Committal Language

Recruiter: "We really can't move forward without some indication of your expectations."

You: "I'm excited about the role and nothing I've heard is stopping me from moving forward."

For Startup Contexts When Pressed

Recruiter: "As a startup, we need to confirm our structure works for you before proceeding."

You: "I understand this is a startup and expect that the compensation is appropriate for the company's stage."

Key Principles to Remember

Do NOT negotiate until the end of the process.
There is a lot of downside and only rarely marginal upside.

When to Use These Techniques

These scripts are specifically designed for early-stage discussions - typically initial recruiter screens, application forms, or early conversations. The goal is not to negotiate at this point, but to maintain your leverage for when negotiation is appropriate - after you've received an offer.

The Ultimate Goal

Your objective in these early conversations is not to negotiate compensation - it's to preserve your ability to negotiate effectively later, when your perceived value is highest.

Remember that most recruiters will accept your deflection after 1-2 attempts. Those who push harder are often testing your negotiation skills and resolve. Holding firm politely demonstrates the professionalism they'll encounter throughout the process.

Final Checklist

  • Stay focused on the interview process, not compensation
  • Maintain a positive, professional tone even when deflecting
  • Be consistent in your approach, even if you need to repeat yourself
  • Protect information about current compensation and other opportunities
  • Remember your leverage peaks after demonstrating value through interviews
  • If forced to provide numbers, use the top of their range as a starting point

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