Making and Receiving Offers

The Dance of Negotiation

After opening, negotiation becomes a back-and-forth of offers, counteroffers, and concessions. How you handle this exchange determines the outcome.

Making Offers

Structure Your Offers Clearly

Be explicit about what you're proposing. Vague offers create confusion and missed opportunities.

Vague: "What if we did something around $80,000?" Clear: "I'm proposing $82,000 base salary with a $5,000 signing bonus and standard benefits."

Explain Your Reasoning

Offers supported by rationale are stronger.

"This offer is based on the market rate for this role, my relevant experience, and the scope of responsibilities we discussed."

"Similar properties in this area have sold for $X to $Y, and given the condition, $Z is appropriate."

Make Offers Conditional

Tie your offers to getting something in return.

"I could accept $80,000 if we can include a signing bonus and a review after six months."

This maintains your leverage and signals that concessions require reciprocity.

Package vs. Issue-by-Issue

Package deals: Combine multiple issues in one offer. Allows trade-offs and creativity. "I'll offer $75,000 base, but I'd want four weeks vacation and remote work two days per week."

Issue-by-issue: Resolve one issue before moving to the next. Clearer but less flexible.

Packaging often creates more value by enabling trades.

Receiving Offers

Don't React Immediately

When you receive an offer, pause. Don't accept, reject, or counter immediately.

Take a moment to think. This conveys that you're taking it seriously and considering carefully.

Ask Questions

Before responding, understand the offer fully.

"Help me understand — is there flexibility on the timing?" "What's driving that number?" "How did you arrive at those terms?"

Questions reveal information and signal that you're not jumping at their first offer.

Don't Accept First Offers

Even if the first offer seems reasonable, asking for more is almost always appropriate.

First offers are starting points, not final positions. The other side expects negotiation.

If you accept immediately, you may leave value on the table, and they may feel they offered too much.

Acknowledge Before Countering

Show that you've heard them before responding with your counter.

"I appreciate the offer at $75,000. Based on my research and experience, I was expecting something closer to $85,000."

Concessions

Concede Slowly

Fast concessions signal that you have more room. Slow concessions signal that you're near your limit.

If you drop $5,000 in the first minute, they'll expect you can drop $5,000 more. If each concession takes time and deliberation, they'll value what they get.

Concede Decreasingly

Make your concessions smaller over time.

First concession: $5,000 Second concession: $2,500 Third concession: $1,000 Fourth concession: $500

This pattern signals you're approaching your limit.

Never Concede Without Getting Something

Unilateral concessions are weak. Always ask for something in return.

"I could move to $78,000, but I'd need the signing bonus we discussed."

"I'll reduce the price, but I need faster payment terms."

This maintains balance and signals that movement costs you.

Know What You'll Concede

Before negotiating, decide what you're willing to concede and what you'll ask for in return.

Frame Concessions Positively

Show that you're working toward agreement.

"In the interest of reaching a deal, I'm willing to come down to $82,000."

Not: "Fine, I'll take less."

The Back-and-Forth

Finding the ZOPA

The Zone of Possible Agreement (ZOPA) is the range where your reservation points overlap.

If you'll accept anything above $75,000 and they'll pay up to $80,000, the ZOPA is $75,000-$80,000. Any deal in that range works for both.

If there's no overlap, there's no ZOPA and no deal is possible — unless you can create more value.

Moving Toward Agreement

Split the difference? Sometimes appropriate as a final move, but don't propose it too early or you'll seem eager.

Make it conditional: "If we split the difference at $77,500, do we have a deal?"

Final offers: Use sparingly and mean it. "This is my final offer" loses power if you then make another offer.

Common Patterns

The Flinch

When you hear their offer, you physically react — surprise, concern, sharp intake of breath.

This signals their offer is out of range and creates pressure without words.

Use it sparingly. Notice when it's used on you.

Silence

After they make an offer, say nothing. Let the silence pressure them to add more or justify.

Silence is uncomfortable. People often fill it with concessions.

Good Cop / Bad Cop

One person is hard, one is reasonable. The reasonable one seems like your ally.

If you notice this, call it out or negotiate only with the decision-maker.

The Nibble

After apparent agreement, they ask for one more small thing.

"Now that we've agreed on price, can you throw in free shipping?"

Be prepared to say no or to ask for something in return.

When You're Stuck

Summarize Progress

"Let's review what we've agreed on so far." This highlights momentum and common ground.

Take a Break

"Let's take ten minutes." Fresh perspective often breaks deadlocks.

Introduce New Information

New data or a new option can shift the conversation.

Escalate or Involve Others

Sometimes bringing in a higher authority or third party helps.

Return to Interests

"Let's step back. What are we each really trying to achieve here?"

AI Prompt: Offer Strategy

Help me plan my offer/counter-offer strategy.

Current situation: [Where the negotiation stands]
Their last offer: [What they proposed]
What I want: [Your goal]
What I can concede: [What you're willing to give]

Help me:
1. Formulate my counter-offer
2. Prepare rationale to support it
3. Plan conditional elements (what I'll ask for in return)
4. Anticipate their response
5. Plan my concession strategy
6. Identify potential creative solutions

What's Next

The best negotiations create value for both sides. Let's explore how.

Next chapter: Creating value — expanding the pie before dividing it.