Negotiation Skills for Career Growth

"Technical" Product Manager ≠ Code Let’s get this straight: Technical doesn’t mean you write code. Every company has its own definition of what "technical" means in product management — and many get it wrong. To me, being a Technical Product Manager means this: 🧠 You understand the tech well enough to talk about scalability, performance, and cost trade-offs with engineers. 🗣️ You translate that tech language into business outcomes for stakeholders. 🔁 You become the bridge — not the bottleneck — between engineering and business. Here’s what that looks like in real life: 🎯 From Engineering → Business 👨💻 “We need to break this monolith into microservices to reduce deployment risk and improve observability.” 📈 PM says to business: “By decoupling the system, we can ship features faster with fewer outages — this supports your quarterly release targets and improves uptime during peak.” 🚚 From Business → Engineering 💼 “Our international customers are abandoning carts due to delayed shipping estimates.” 💻 PM to engineers: “Let’s prioritize integrating real-time carrier APIs or improve caching logic for geo-specific inventory visibility.” See the difference? It's not about the jargon. It's about the impact. And if you're fluent in both tech and business — you’re not just technical. You’re valuable. #TechnicalProductManager #ProductLeadership #Scalability #CrossFunctional #PMMindset #EngineeringExcellence #BusinessImpact

𝗘𝘃𝗲𝗿 𝗰𝗮𝘂𝗴𝗵𝘁 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝘀𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝘁𝗲𝗰𝗵 𝗴𝗶𝗯𝗯𝗲𝗿𝗶𝘀𝗵 𝘁𝗼 𝗰𝗹𝗶𝗲𝗻𝘁𝘀? I sure have. As a Solutions Consultant, it's easy to slip into jargon-filled explanations. But here's the thing: most clients don't speak 'tech'. So, I've been working on translating our solutions into everyday language. Here's what I've learned: Instead of: "We need to optimize your document workflows." Try: "Let's make finding and using your files quicker and easier." Rather than: "Implementing metadata tagging for retrieval." Say: "We'll add labels to your files so you can find them in seconds." Skip: "The system provides OCR functionality." Go with: "Our tool can read and search text in images and scanned documents." Avoid: "Ensure compliance with regulatory standards." Use: "We'll help you follow all the rules and stay out of trouble." Don't say: "Integrate cloud-based storage solutions." Instead: "Store your files online so you can access them from anywhere." Replace: "Facilitating automated approval processes." With: "Set up automatic sign-offs to speed up your work." Swap: "Enhance document version control." For: "Keep track of changes and always work on the latest version." Instead of: "Ensure a robust disaster recovery plan." Try: "We'll make sure your files are safe, even if something goes wrong." Rather than: "Improve user access permissions." Say: "Control who can see and edit your documents." Skip: "Streamline archiving and retention policies." Go with: "Organize your old files and decide what to keep or delete." It's amazing how much clearer things become when we drop the fancy words. What's your experience with tech talk? Any funny misunderstandings? Share your stories - let's learn from each other! My name is Halid Ayob, I'm passionate about helping professionals optimize their work with digital tools like DocuWare. If this story resonates with you, give it a repost and follow me for more insights. #Digitalization #TechJargons #Optimize #BrandBuilderTalents

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

Most engineers lose the negotiation in the first ten minutes of the process. Not at the end, when the offer arrives. At the beginning, when they answer one question honestly and give away everything. I have coached engineers through hundreds of offer conversations.  The ones who win 30 to 50 thousand more are not better negotiators.  They understand something the rest do not. Your leverage has a shelf life.  Here is how to use it before it expires: 𝗦𝘁𝗲𝗽 𝟭. 𝗡𝗲𝘃𝗲𝗿 𝗻𝗮𝗺𝗲 𝘆𝗼𝘂𝗿 𝗻𝘂𝗺𝗯𝗲𝗿 𝗳𝗶𝗿𝘀𝘁 Weak: "I am currently making 180 and looking for around 200." Strong: "I want to make sure this is the right fit before we get into numbers. What range has been budgeted for this level?" The first number anchors the entire negotiation.  Whoever says it first loses ground they never get back. 𝗦𝘁𝗲𝗽 𝟮. 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝗹𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗲𝘅𝗶𝘀𝘁𝘀 Weak: Trying to negotiate after you have already said yes. Strong: Recognizing that your leverage peaks in the window between the offer and your acceptance, and it is gone the moment you accept. They have spent weeks choosing you.  That investment is your leverage. It disappears the second you sign. 𝗦𝘁𝗲𝗽 𝟯. 𝗔𝘀𝗸 𝗹𝗶𝗸𝗲 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 𝘄𝗵𝗼 𝘄𝗮𝘀 𝗰𝗵𝗼𝘀𝗲𝗻, 𝗻𝗼𝘁 𝗿𝗲𝘀𝗰𝘂𝗲𝗱 Weak: "I know this is probably not possible, but is there any flexibility at all?" Strong: "I am excited about this role. Based on the scope and what I bring, I am looking for X. Can we get there?" Apologizing for asking tells them your number is negotiable.  Confidence tells them it is not. 𝗦𝘁𝗲𝗽 𝟰. 𝗣𝗿𝗲𝗽𝗮𝗿𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗽𝘂𝘀𝗵𝗯𝗮𝗰𝗸, 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗶𝘁 𝗶𝘀 𝗰𝗼𝗺𝗶𝗻𝗴 Weak: Hearing "that is the top of our range" and immediately accepting. Strong: "I understand base may be fixed. What flexibility is there on equity, signing bonus, or level?" The first no is almost never the final no.  It is a test of how much you believe your own number. 𝗦𝘁𝗲𝗽 𝟱. 𝗡𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗲 𝘁𝗵𝗲 𝗹𝗲𝘃𝗲𝗹, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝘁𝗵𝗲 𝘀𝗮𝗹𝗮𝗿𝘆 Weak: Winning 10K and accepting a level below where you should be. Strong: Asking what would justify placing you one level higher, since level determines every raise and promotion that follows. Salary is one year.  Level compounds for the rest of your time there. The offer is not a favor they are doing you. It is a decision they already made about your value. Asking does not put it at risk.  It confirms you understand what you are worth. Save this before your next offer conversation. If you have an offer on the table and you are not sure what to ask for, comment PLAYBOOK. I will send you the exact negotiation scripts I use with my clients

Most PMs don't know when to escalate vs when to absorb. So they do it wrong in both directions. Under-escalate: Problems fester until they explode Over-escalate: Lose credibility as "can't handle their job" The skill: Reading which problems are yours to solve vs which need to go up. Here's the framework nobody teaches: Escalate when: 1. You need authority you don't have Example: Engineering wants to deprioritize your roadmap for tech debt ❌ Wrong: Fight it out with engineering manager ✅ Right: Escalate to VP to realign on priorities 2. The blast radius extends beyond your scope Example: Security issue affects multiple products ❌ Wrong: Try to coordinate the cross-team response yourself ✅ Right: Escalate immediately so leadership can deploy resources 3. You're being asked to make a decision with company-level implications Example: Pricing change that affects $5M in revenue ❌ Wrong: Make the call and inform leadership after ✅ Right: Escalate for joint decision-making 4. There's a conflict you can't resolve because of power dynamics Example: Sales VP overriding your roadmap ❌ Wrong: Keep trying to convince them ✅ Right: Escalate to create alignment at the right level Absorb when: 1. It's uncomfortable but within your scope Example: Designer upset about a decision you made ❌ Wrong: Escalate to design director ✅ Right: Have the difficult conversation yourself 2. The problem is still forming and you can still shape it Example: Engineering grumbling about unclear requirements ❌ Wrong: Wait until it's a crisis then escalate ✅ Right: Fix it now before it needs escalation 3. Escalating would create more problems than it solves Example: Minor stakeholder friction ❌ Wrong: Pull in VPs to mediate ✅ Right: Navigate the relationship yourself 4. You're being tested on whether you can handle adversity Example: First major project hitting obstacles ❌ Wrong: Panic and escalate everything ✅ Right: Show you can navigate complexity Always try to escalate strategically, not emotionally. Emotional escalation: "This is impossible, we need help" Strategic escalation: "Here's the situation, here are the options, here's my recommendation, but this decision needs your authority level" The difference is everything. Most PMs escalate when they're stressed. Good PMs escalate when the problem requires it. Before escalating, ask: "Can I make meaningful progress on this in the next 48 hours with my current authority?" Yes → Absorb and solve No → Escalate with a specific ask What's a problem you're currently absorbing that should probably be escalated? #ProductManagement #Leadership #Escalation #PMSkills

Simple language is not less intelligent. It is more useful. That can be hard for technical sellers. Especially when they are used to being valued for depth. They may feel like simplifying means leaving something important out. They may worry the buyer will think they do not know enough. They may believe credibility comes from explaining every detail. But simple does not mean shallow. Simple means clear. Simple means the buyer knows what matters. Simple means the technical detail is connected to the problem. Simple means the buyer can repeat the value to someone else inside the organization. That last part matters. Because your buyer is not always the only person who has to understand the value. They may need to explain it to finance. Operations. Procurement. The executive team. A board. A technical stakeholder. A skeptical peer. If your message only makes sense when your seller is in the room, it is too complicated. The best technical sellers do not strip away the expertise. They make the expertise transferable. That is what simple language does. It helps the buyer carry the message forward. So the question is not: “Did we explain everything?” The better question is: “Can the buyer explain why this matters after we leave?” That is the real test. Where does your team need to simplify the message so the buyer can carry it forward? 

How much would it change your negotiation if you understood the person across the table before the first meeting? Not just their job title. Not just their company. But how are they likely to make decisions, build trust, react under pressure, communicate, resist, and ultimately reach an agreement? That is the purpose of Negotiation CoPilot. The NegoDNA in CoPilot turns publicly available professional information into a detailed negotiation intelligence brief. In minutes, it helps you develop a working hypothesis about the person you are preparing to negotiate with. The attached sample report includes insights into: Their likely negotiation style. Their trust orientation. Their behavioral and communication preferences. How they may respond under pressure. What earns their respect and what may create resistance. The language to use—and the language to avoid. Their likely decision-making logic. Potential risks, blind spots, and warning signals. A practical strategy for the first meeting. Recommended SMARTnership moves based on NegoEconomics, TrustCurrency, Rules of Engagement, and the Strategy Assessment Matrix. The point is not to place someone in a fixed box or pretend that technology can read their mind. NegoDNA is not a psychological diagnosis. It is a strategic preparation tool. It creates hypotheses that you can test and refine based on the person’s actual behavior during the negotiation. Because a competent negotiator does not simply prepare the data. A strong negotiator prepares for the person, the process, and the deal architecture. Imagine walking into an important negotiation already knowing that the other person is likely to value speed, evidence, autonomy, and measurable results—but may lose patience with slow processes, vague promises, or excessive detail. That knowledge could change your opening, your questions, your presentation, your concession strategy, and even who should attend the meeting. This is not about manipulation. It is about reducing misunderstandings, communicating more effectively, managing risk, and creating a negotiation process that works better for everyone involved. NegoDNA is part of Negotiation CoPilot. Would a tool like this be useful to you or your organization? The accompanying report demonstrates how NegoDNA translates behavioral signals into a practical negotiation playbook, including trust strategy, pressure forecasts, messaging guidance, NegoEconomics opportunities, and a structured first-meeting plan. #negotiation SMARTnership Negotiation

After 4 years running a marketing agency for water tech companies, my mom still thinks I "do something with computers." Last week's family dinner nearly broke me. Mom: "So explain again what you do?" Me: "I help water technology companies tell their story." Mom: "Like... advertising?" Me: "More like strategic positioning for B2B water treatment innovations." Mom: blank stare Mom: "So you make websites?" I tried again. "Mom, you know how there's PFAS in our drinking water?" "The forever chemicals? Yes, horrible!" "Well, companies have solutions to remove it. I help them explain their technology to utilities." "Why don't they just say 'we remove the bad stuff'?" Why don't they just say 'we remove the bad stuff' I laughed. Then I stopped laughing. Because she's RIGHT. Here's what I realized while passing the potatoes: Our industry is drowning in its own complexity. • We say "advanced oxidation process" instead of "breaks down pollutants" • We say "membrane bioreactor" instead of "filters and cleans water" • We say "IoT-enabled monitoring solutions" instead of "watches your pipes" My mom's confusion is every customer's confusion. Every investor's confusion. Every decision-maker is confused because not every decision-maker is a water engineer. So I tried one more time: "Mom, I help companies that clean water explain it so simply that even the local mayor understands why he should pay for it." She lit up: "Oh! You're a translator! Why didn't you just say that?" Now when clients want to add more technical jargon to their message, I ask: "Would my mom understand this?" If the answer is no, we rewrite it. Because if a retired old lady who watches the news every day doesn't get your water innovation, neither will the people writing checks for it. The best B2B marketing speaks human. Even in water tech. Especially in water tech. Find the balance P.S. Mom now tells her friends I "help save the world with words." Not accurate, but I'll take it over "something with computers." 😅 What's your "mom test" for clear communication? #water #technology #marketing

The Dynamics of Negotiation Power The task of the negotiator, Lax and Sebenius reminded us, is to create and claim value. While the former requires collaboration to increase joint value, the amount of value we can claim depends on how much bargaining power (leverage) we have. How much power we have depends on the extent of our dependence on the other party to satisfy our interests. The more we value the outcomes or resources we might receive from the relationship with them, and the scarcer the alternatives from where those same resources can be acquired, the more dependent we are on them. Conversely, the less we need to rely on others for valuable resources, the greater our leverage. Leverage is not static but is relative and situational. It evolves as the negotiation progresses and can change dramatically, eg when the value of one’s own preferred no-deal option diminishes or the other party's improves. Bargaining power broadly falls into two categories, ie coercive ('hard') and persuasive (‘soft’) power. Hard power can derive from eg our level of authority or hierarchical position, access to superior resources, legal power, the ability to use force, etc. People's perception of power in negotiation is often skewed towards this kind of power. Of course, coercive power can achieve immediate favourable results. Yet, it can damage the very relationships we need to sustain the result or ensure smooth implementation. It also tends to damage reputations, hinder future cooperation, diminish overall value and lead to unintended consequences, including potential retaliation as victims can easily turn into aggressors. Those who exercise coercive power don't always realise that while they can only control the exercise of their power, they cannot control its consequences. Soft power fosters collaboration, respect, and reciprocity. Examples include being perceived as a trustworthy counterpart, having a strong relationship with them, having the ability to provide unique solutions to their key concerns, and the strength of one's alternatives both within and outside a negotiation relative to that of the other party. An often-neglected form of soft power is process power, i.e. the ability to lead or at least influence (not dominate) the negotiation process. Examples include being well prepared, setting the tone (creating the right ‘mood music’ for the process), standing up to the other person’s unacceptable behaviour, proposing ground rules for the negotiation or creative options to integrate interests, being patient, asking open-ended questions and practising active listening. Al Capone reputedly said, 'You can get much further with a kind word and a gun than you can with a kind word alone.' While this might appear to be the case judging by how some in high places behave, research and experience show that although reliance on coercive power might work in the short term, it stands in the way of long-term value creation.

Ever found yourself in a meeting, struggling to explain a technical tradeoff to non-tech stakeholders? I've been there too. Here's how I make it simple, using everyday analogies: Speed vs. Quality → Think of it as cooking a meal. ↳ The faster you cook, the less time you have to ensure every ingredient is perfect. Security vs. Convenience → It's like locking your house. ↳ More locks mean it's safer, but it also takes longer to get inside. Scalability vs. Cost → Imagine building a house. ↳ Adding extra rooms for potential future guests costs more now, but saves money later. Flexibility vs. Stability → Consider a car suspension. ↳ A flexible suspension gives a smoother ride on rough roads but can be less stable. Complexity vs. Simplicity → Think of assembling furniture. ↳ A complex design might offer more features, but it's harder to put together. These analogies help bridge the gap between tech and business, making it easier for everyone to understand. Have you used any analogies to explain technical concepts? Share your favourites below.