L.A.T.T.E. Step One: Look, and Build the Evidence Before You Build the Ask
The first step of L.A.T.T.E. is Look: gather the facts before you form the ask. In a salary conversation, the facts come in two streams. The first is your own record. The second is the market. Most people walk in with neither and hope conviction will cover the gap. It will not.
Your record lives in an achievement portfolio, and the framing matters more than the format. It is a financial brief, not a brag sheet. A brag sheet lists what you did. A financial brief translates what you did into what it was worth: money saved, delays prevented, timelines accelerated, projects shipped, teams built and kept. When you can point to the churn you reduced or the cost you cut, you are no longer asking your manager to feel generous. You are showing them a number and asking them to match it.
The catch is that nobody can reconstruct three years of impact the night before a negotiation, which is why the portfolio has to be a habit, not a project. I keep mine on a simple schedule: after I shut down my laptop each Friday, I spend five minutes updating it. Five minutes, while the week is still fresh, before the wins blur into the general fog of having been busy. Do that for a few months and you will never again walk into a money conversation trying to remember why you deserve one.
The second stream is the market, and this is where you replace what you assume you are worth with what your role actually pays. Look at ranges for comparable roles at comparable companies. Talk to people in your field who will speak openly about numbers. Sites like Glassdoor, Levels.fyi, and Blind exist for exactly this. The point of the market check is not to pick the highest figure you can find. It is to know the real range, so your ask is anchored to something outside your own head, and so your walk-away point, which comes later, is grounded in data instead of nerves.
- Start the portfolio today, not the week of the ask. Open one document and add three wins from the last year, each with a number attached.
- Convert every win from a task into an outcome. Not 'led the vendor migration' but 'led the vendor migration that cut processing costs by 15%.'
- Put it on a recurring five-minute habit. Tie it to something you already do every week so it survives busy seasons.
- Pull the market range from at least two independent sources, so one outlier number does not distort your sense of the real band.
- Write a one-line summary of your value that you could say out loud without notes. If you cannot say it plainly, you are not finished looking.
L.A.T.T.E. Step Two: Anticipate the Pushback Before It Arrives
Anticipate is the step that separates a prepared negotiator from a hopeful one. Preparation is not pessimism. Naming the objections you expect, and deciding your response to each one in advance, is how you keep your footing when the conversation turns, because it will turn. The pushback in a pay conversation is predictable, which means you can plan for almost all of it.
The most common objection is budget, and it is rarely the whole truth. 'There is no budget right now' can mean the budget is set, or it can mean the budget is set for people who ask. When you have anticipated it, you do not deflate. You pivot: to timing, to a written commitment for the next cycle, or to the parts of the package that do not come out of the salary line. Your job in this step is to make sure no objection is the first time you are hearing it.
- 'There is no budget this year.' Ask when the budget for the next cycle is decided, and request that this conversation be on the record for it. Then move to the non-salary levers.
- 'Your number is above the range for this role.' Bring the outcomes that show you are already operating above the role, and ask what it would take to be leveled where you actually work.
- 'Now is not a good time.' Agree to a specific later date rather than an open one, so 'later' does not quietly become 'never.'
- 'We already gave you a raise recently.' Separate a cost-of-living adjustment from a raise tied to expanded scope and results, and show the scope that has grown since.
A calm line to keep ready for any of them: 'I understand your perspective, and my request is based on the value I bring and what the market shows for this work.' You are not arguing. You are anchoring back to evidence every time the conversation drifts toward feelings.
L.A.T.T.E. Step Three: Think in Three Numbers
Think is where you set your strategy, and in a money conversation it comes down to three numbers you decide before you walk in. Your target outcome: the number that reflects your value and the market, the one you actually want. Your acceptable outcome: the number you would say yes to without resentment. And your walk-away point: the number below which you are better off saying no, or waiting, or looking elsewhere.
The walk-away point is the one people skip, and skipping it is how you end up negotiating against yourself. When you have not decided your floor in advance, the room decides it for you, usually downward, in the heat of wanting the conversation to be over. A walk-away point set beforehand, grounded in the market data you gathered when you looked, is what lets you hear a low number without flinching into a yes. You do not have to announce it. You just have to know it.
Write all three down before the conversation. Numbers decided on paper, in a calm moment, hold up under pressure far better than numbers you try to work out while someone is watching your face.
L.A.T.T.E. Steps Four and Five: Talk, Then Evaluate
Talk is the step everyone thinks the whole negotiation is, and it is the step that depends most on the four around it. When you have looked, anticipated, and set your numbers, the conversation itself gets quieter and steadier. You state your value plainly, you name your number, and you let the silence after it do its work instead of rushing to soften the ask. Conviction here is not a performance. It comes from preparation. You sound certain because you are.
This is not a script you memorize. Memorized lines crack the second the conversation turns, and people can feel you reciting. What you carry in is the shape of what you want to say, not the exact words. A line like 'I appreciate the offer, and based on my research and the value I bring, I believe the right number is closer to X' is a starting point you make your own, not a sentence to recite.
Evaluate is the step where money quietly gets left on the table, because most people believe the negotiation ends when the first conversation does. It does not. A 'let me check' is not a no, and a first offer is rarely a final one. After the conversation, write down what was said, what you agreed to, and what was left open. Then drive the written follow-up yourself. Put the terms in an email, in your own words: the number, the timing, and anything promised for later. The follow-up is not an afterthought. It is where a soft yes becomes a real one.
Time the Ask to the Fiscal Calendar, Not Review Season
The timing mistake that costs good people real money is common and simple: they wait for their performance review to ask for a raise. By the time your review lands, the budget for your team was decided weeks or months earlier, in a planning cycle you were not in. Your manager can love your review and still have nothing left to give, because the money was allocated before the two of you ever sat down.
A client of mine, a woman in a C-suite role, moved from $200,000 to $320,000 with no performance review anywhere on the calendar. She did not wait for permission and she did not wait for the annual cycle. She scheduled the conversation as the new fiscal plan was being built, when the numbers were still being decided rather than defended. She walked in with a two-page value brief, a metrics table, a map of who the decision touched, and a note about the budget calendar itself. She had rehearsed every version of how it might go. She led the room, and afterward she drove the written follow-up herself.
Find out when your organization builds its budget, and start the conversation before the plan hardens, not after. Asking during planning is asking while the money is still liquid. Asking at review time is asking someone to find money that has already been spent on paper.
Yes, You Can Negotiate After a Layoff (the First Offer Is Rarely the Best One)
The hardest place to negotiate is right after a layoff, because the fear is real and specific: if I ask for more, they will pull the offer. So people sign the first number fast, out of scarcity, and scarcity is expensive. A respectful counter almost never costs you an offer. Companies expect a conversation about terms. What raises concern is a harsh or endless negotiation, which is a different thing from asking once, clearly, and well.
The move is to anchor the conversation in enthusiasm before you touch the number, so your ask never sounds like hesitation about the job. Open with commitment: 'I am excited about joining the team and getting started.' Then, 'I am certain that once we work through these details, we can move forward.' You are signaling that the yes is not in question, only the terms are. From there you align the pay to the actual role: 'Based on the responsibilities we discussed, I would like to revisit the compensation so it reflects the role.'
When you name a number, anchor it to the market rather than to your need: 'Others in comparable roles at this level are compensated closer to X. Can we align this offer accordingly?' Bring all of your requests to the table at once, on a call or a video, not scattered across text messages over three days. One clear, respectful conversation reads as a professional who knows their worth. A trickle of separate asks reads as someone who cannot make up their mind. The offer you just received came from people who chose you. Asking them to get the terms right does not undo that choice.
Five Levers Beyond Base Salary
Base salary is the number everyone fixes on, and it is only one line in the package. When the salary line is capped, and sometimes it is, the negotiation is not over. It moves to the levers around it, and several of them shape your career as much as the base does. I teach five.
- Scope and decision rights. What you own and what you get to decide. A wider mandate is both a raise in influence now and the evidence for your next raise in pay.
- Title and positioning. How you are leveled and described. The right title travels with you to your next role and resets the base every future offer is benchmarked against.
- Education and development. Budget for the conference, the certification, the coaching, the program. The company invests in the version of you that becomes more valuable, and you keep the skills wherever you go.
- Early performance-review cycles. A written agreement to revisit compensation in six months instead of twelve, tied to specific results. This is how you turn a 'no budget right now' into a scheduled yes.
- Time and flexibility. Remote days, a compressed week, protected focus time, additional leave. These never show on the salary line, and they change the actual quality of the work and the life around it.
Deciding which levers matter most to you is part of the Think step. A title might be worth more than five thousand dollars this year if it repositions you for the role after this one. An early review cycle might beat a small bump now. When you know the full board you are playing on, a capped salary line stops being the end of the conversation and becomes the start of a better one.