Salary Negotiation Script: What to Say, Word for Word

Most people know they should negotiate their salary. What stops them is not knowing what to actually say when the moment arrives, and the fear of saying it wrong.

A script helps. Not because you’ll recite it word for word, but because having the words ready frees your attention for the person in front of you.

The short answer

A good salary negotiation script opens with the employer’s needs, connects your strengths to those needs, and only then gets to compensation. When asked about expectations, share a researched range or ask for theirs. When you counter, express enthusiasm, name a specific figure and stop talking. If base pay is fixed, ask which parts of the package have room. Have the conversation live, not by email.

Scripts work best when you can read the room while you use them. The Influence Index is a 15-question quiz that scores how you read the signals, choose the moment and make it clear. Take the Influence Index quiz.

The structure behind every script: the train

On The Art of Charm, negotiation expert Victoria Medvec offered a picture that shapes every script below. She argued there’s no such thing as a salary negotiation, only an employment discussion that covers far more than pay. Watch her explain it.

She described it as a train:

• The engine is the employer’s most pressing business needs.
• The next car is how your strengths address those needs.
• The car after that might be a bet on a measurable goal you’ll hit, possibly tied to a performance bonus.
• The caboose holds your salary, moving expenses, start date and other terms.

Everything is on the train, but the story is always about the engine. Make the conversation about the caboose, she said, and the train starts going backward.

Medvec shared an example from a senior leadership program she runs at Kellogg. A participant who was traveling constantly planned to quit. Instead of telling her company she needed to travel less for her family, she framed her request around the company’s urgent goal of bringing two newly approved drugs to market on schedule, something she was uniquely experienced at, and explained that she needed to be on site with the team to do it. Medvec said she came away with almost no travel, a promotion and a pay raise.

Keep that structure in mind as you adapt each script.

The same skill of reading the room while you speak matters outside work too, and the X-Factor Accelerator trains it on the relationship and social side.

Script 1: Before any numbers, open with their needs

Use this early in the final conversations, or at the start of the offer call.

“Before we get into the details, I want to make sure I understand what matters most. From our conversations, it sounds like the priority for this role in the first year is [their goal]. Is that right?”

Then connect your strengths:

“That’s exactly where I can help. At [previous role], I [relevant result]. I’d expect to bring the same approach here, starting with [specific first step].”

You’re building the engine and the first car before anyone mentions the caboose.

Script 2: When they ask about your salary expectations

If you’ve researched the market:

“Based on what I’ve seen for similar roles at this level, I understand the range is roughly X to Y. Given what we’ve discussed about [their priority], I’d expect to be in the upper part of that range. How does that compare with what you’ve budgeted?”

If you haven’t been able to research it, or it’s too early:

“I’d like to understand the full scope of the role before I put a number on it. Could you share the range you’ve budgeted for this position?”

Both versions keep the conversation collaborative and avoid naming a figure you can’t support.

Script 3: When the offer arrives

Don’t accept or counter on the spot. Show enthusiasm and ask for time.

“Thank you. I’m really excited about this role and the team. Could I have until [day] to review the full package? I’d like to give it proper thought.”

This is normal and professional. It also gives you time to compare the offer with your research.

Script 4: The counteroffer

When you’re ready, keep it short and anchored to their needs:

“I’ve thought it through, and I’m excited to take on [their priority]. Given the scope of the role and what I’m seeing for comparable positions, I was hoping for a base salary closer to X. Is there flexibility there?”

Then stop talking. Silence can feel unbearable, but it’s where the other person decides how to respond. Filling it with justifications usually weakens your position.

For the full approach behind these lines, read our guide to salary negotiation.

Questions like “What are your salary expectations?” are often evaluating more than the answer. The Access Test is a 49-minute training on 13 of the hidden tests that run underneath high-stakes conversations. Take the Access Test.

Script 5: When they say base salary is fixed

Yale professor Barry Nalebuff suggested a question that gets better information than asking where the employer has room. Ask where they’re least flexible instead. People are usually happy to tell you what can’t move, and that tells you where to focus. Hear him explain it.

“I understand. So I can be realistic, which parts of the package are least flexible for you?”

If the answer is base pay, move to the rest of the train:

“That’s helpful, thank you. In that case, could we look at a signing bonus, the bonus target or a compensation review at six months, tied to [the goal we discussed]?”

Script 6: Turning a gap into a measurable bet

If you and the employer are close but not aligned, propose a performance-based bridge, the third car on Medvec’s train.

“I’m confident I can deliver [measurable outcome] within the first year. Would you consider a bonus tied to hitting that, so we share the upside?”

This shows you believe in your own contribution and gives the employer a way to say yes without raising fixed costs.

Script 7: Understanding what they’re worried about

Nalebuff also suggested asking why people who were hired for the role in the past didn’t work out. The answer reveals the employer’s real concerns, and lets you address them.

“Can I ask what’s led to people not working out in this role before? I want to make sure I’m set up to avoid that.”

If the answer points to something you’re strong at, say so with an example. If it points to a genuine mismatch, you’ve learned something important before accepting.

Script 8: Closing the conversation

However it ends, protect the relationship. You’ll be working with these people.

“Thank you for working through this with me. I’m looking forward to getting started.”

Then confirm in writing:

“Thanks again for today’s conversation. To confirm, we agreed on [base salary], [bonus or other terms] and a start date of [date]. Please let me know if I’ve missed anything.”

Why you should say it, not send it

Medvec had a clear rule for how to deliver any of these scripts: say it, don’t send it, and see the other person when you say it. Face to face is best, and video is the next best option. Email and text strip out the nonverbal signals that tell you how your words are landing, and she argued that sending your requests in writing isn’t really negotiating. Her explanation starts here.

Use email to schedule the conversation and to confirm what you agreed. Have the negotiation itself live.

If you are already in the role, see how to ask for a raise.

Common questions

What should I say first in a salary negotiation?

Start with the employer’s priorities and how you’ll help meet them. Compensation comes after you’ve established your value.

Should I use the exact words in a script?

Use scripts as a starting point. Practice them aloud until you can say them naturally in your own voice.

What if I’m negotiating a raise, not a new offer?

The same structure applies. Lead with the business needs you’re meeting, show your results and then make a specific request. See our guide on how to ask for a raise.

Is it OK to negotiate over email?

Use email to set up the conversation and confirm agreements. The negotiation itself goes better live or on video.

Words are only half of it

A script gives you the words. The other half is noticing how they land and adjusting in real time.

If you’re the person who prepares the best answer but still watches someone else walk away with the room, the role or the credit, that gap is worth closing.

For the work side of delivering a message so it lands, THEOS, the Elite Operators System is the eight-week program built to train it.

What next

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