Most people don't negotiate. They should. The data is clear: people who negotiate get significantly more money, often 10–20% more, and the risk of a rescinded offer is essentially zero. Employers expect negotiation. The only thing holding most candidates back is discomfort, not actual risk.
Here's how to negotiate effectively, from research to scripts to what to do when they say no.
When to negotiate
After you receive a formal written offer, before you accept. That's the window.
Don't negotiate during the first interview, before an offer is extended, or in the same breath as expressing excitement about the role. The offer is when your leverage is highest; the employer has chosen you above all other candidates and invested real time in the process. A reasonable counter at this stage almost never derails a hire.
Never accept or decline on the spot. Ask for 24–48 hours to review. This is always okay.
Step 1: Research before you open your mouth
"I think I deserve more" is not a negotiation. It's a feeling. Data-backed anchoring is what works.
Before any negotiation conversation, know:
- Glassdoor and LinkedIn Salary for company-specific and role-specific ranges
- Levels.fyi for engineering and tech total comp (base, bonus, equity, refreshes)
- Your metro area (San Francisco vs. Austin vs. remote): real salary variance
- The full comp picture: base, bonus structure, equity vesting schedule, benefits
Build three numbers before you pick up the phone: your walkaway (minimum you'd accept), your target (what you actually want), and your anchor (the first number you say, which should be at or above your high-end research).
The anchor matters more than people realize. The first number in a negotiation disproportionately influences the final outcome. Open with your target and you've already conceded.
Step 2: The scripts
Opening after receiving the offer
"Thank you. I'm genuinely excited about this. Before I officially accept, I was hoping we could talk about compensation. Is now a good time?"
Countering base salary
"I appreciate the offer of $95,000. Based on what I've researched for this role in [city] (Glassdoor, Levels.fyi, and a few conversations with people in similar roles), people with my background typically see $110,000–$115,000. Is there flexibility there?"
Then stop talking. Let them respond. Silence is part of negotiation.
When they say salary is fixed
"I understand. If base is set, are there other components we could look at: signing bonus, equity, additional PTO, a professional development budget, or moving the performance review to six months instead of twelve?"
Base is one lever. Total comp includes signing bonus, equity, bonus target, PTO, remote flexibility, title, and start date. All of these are negotiable.
When they push back on your number
"I hear you. I want to make this work. What's the highest you can get to? I want to give you a clear picture of where I need to be so we're not going back and forth."
This moves the conversation forward without backing down immediately.
If you have a competing offer (and only if it's real)
"I want to be transparent. I do have another offer at $118,000. This role is my first choice because of [specific reason], but I'd need to close that gap to make the decision easy. Can you get me to $115,000?"
Don't fabricate competing offers. It's easily disproved and permanently damages trust.
Accepting gracefully
"Thank you for working through this with me. I'm happy with where we landed, and I'm looking forward to starting."
What to negotiate beyond base salary
When base hits a ceiling, these levers are often more flexible:
| Component | Typical range | Notes |
|---|---|---|
| Signing bonus | $2,000–$50,000+ | One-time; doesn't hit payroll budget |
| Annual bonus | 5–20% of base | Get terms in writing |
| Equity / RSUs | Varies widely | Ask for vesting schedule, cliff, and refresh policy |
| Extra PTO | 5–10 days | Hard to rescind once given |
| Remote flexibility | Days per week | Get it in the offer letter |
| Professional development | $1,000–$5,000/year | Low cost to employer, high value to you |
| Early performance review | 6 months vs. 12 | Ties a raise to your performance, not the calendar |
| Start date | +2–4 weeks | Buys time, reduces stress |
| Title | N/A | Impacts your future negotiating leverage |
At Stripe, Linear, Databricks, and most tech companies, equity is often where the real money is. Understand the vesting cliff, refresh policy, and whether RSU grants are above or below-band before you anchor on base alone.
What kills negotiations
Giving a number without research. Sets the anchor too low. Research first, always.
Apologizing while negotiating. "I'm sorry to ask, but..." signals discomfort and invites the other party to hold firm. State your ask confidently, then wait.
Accepting immediately when countered. "Is there any flexibility beyond that?" is almost always worth asking once.
Negotiating over email only. Phone or video lets you read the conversation and respond in real time. Email negotiation is slower, colder, and easier to brush off.
Accepting or declining the same day. "Can I have 24–48 hours to review?" is always a reasonable ask. Use the time.
When they say no
If the offer is final and below your target:
Ask for a six-month performance review tied to specific goals with a raise commitment in writing. Negotiate other components: signing bonus, equity, PTO. Get everything verbal in writing before you accept. And if it's below your walkaway number, it's okay to decline. Saying no is not burning a bridge. Professionals negotiate; hiring managers respect candidates who advocate for themselves professionally.
The short version
Negotiate every offer. Use data. Open high. Be specific. Then be quiet. The worst realistic outcome is that they say no.
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