Salary negotiation scripts: how to get 20-40% more without sounding greedy

You've probably already given away money in a negotiation without noticing it: you answered the recruiter's comp question on the first call, or you took the offer as written because countering felt greedy.

This article has a script for each stage of a negotiation, from the recruiter screen to the final paperwork, plus the delivery techniques that make them land. Read it before your next offer and practice the lines out loud, because they need to sound like you by the time the recruiter calls.

The scripts below run in order, from recruiter screen to signed paperwork. They come from Jacob Warwick, an executive negotiator who has closed more than a billion dollars in comp for his clients, and Chris Voss, who spent 24 years negotiating hostages for the FBI. Every script plays at the exact moment it gets explained.

Why asking does not backfire

Start with the fear itself, because it is the actual obstacle. Phyl Terry runs job search councils and has tracked negotiation outcomes across many years:

Companies expect the ask. The offer has room built into it. What follows is how to use that room without damaging the relationship you are about to start.

Stage 1: The recruiter asks for your number

Jacob Warwick's rule is to never anchor first, because the role is still being scoped and an early number becomes your ceiling:

His reasoning (27:55): you should never be so sure of what you are worth that you would not accept more. Interviews expand the role as the company gets to know you. Give a number on day one and it gets anchored to the smallest version of the role.

Stage 2: The offer lands

This is the hero script, and it is one sentence:

Warwick says this works from $100K offers to seven-figure packages, and that well-run negotiations average around 40 percent total movement. The sentence carries no number and no demand, so there is nothing in it to sound greedy about.

Stage 3: Countering without naming a number

If the offer is genuinely light, Warwick's counter is a statement followed by silence:

The silence is the technique. They respond by revealing the range, and now they are negotiating against themselves. If you are forced to name a number anyway, Warwick cites the data on anchoring (1:38:31): people who anchored aggressively high ended up 175 percent better off than people who tried to be reasonable, because recruiters instinctively split the difference with whatever you say.

Stage 4: Breaking out of the band entirely

The biggest moves in Warwick's client history came from getting the role re-leveled rather than haggling within the band:

He describes clients who entered processes scoped at $185K to $285K and closed at $1.1M, not by pushing the band but by resetting which band the conversation was in.

Worth knowing from the employer's side: salary bands come out of formulas someone chose. Matt Mochary's curriculum, used by CEOs at OpenAI and Coinbase, shows founders an explicit formula for offers: market comp minus your cash salary, multiplied over four years, divided by an optimism factor, paid as equity. It also advises setting cash at "what you need to live comfortably," which means volunteering a low cash need lowers your cash offer. And when a company offers you a menu of cash/equity trade-offs, the menu itself is part of the negotiation; some CEOs are hoping you take the equity-heavy option. For the equity mechanics behind all this, The Skip's episode with Goodwin Procter's compensation lawyers is a solid deep dive, and Nikhyl Singhal's insider's guide to tech compensation covers how bands and levels really work inside big companies.

Delivery: the Voss mechanics

Chris Voss spent 24 years negotiating for the FBI, and his techniques cover how the scripts above should sound. Three that map directly to salary conversations:

Label, don't interrogate

Instead of "what's the budget for this role?", try "it seems like there's a range you're working within." Labels pull out the same information without the cornering.

Go for no

Voss phrases asks so the other side can safely decline (29:45): going for yes creates friction, going for no creates safety. Warwick's deflection script ends with exactly this shape: "Is that going to be a problem?" invites a no that moves you forward.

Make them feel heard first

Before you counter, restate their constraints back to them better than they said them. It costs nothing and it is the opposite of sounding greedy.

The collaborative close: negotiate the job, then the money

Phyl Terry's sequence prevents the entire conversation from feeling adversarial. Before talking money, negotiate what you need to succeed:

Budget, headcount, training, scope: tie the asks to the job mission you and the hiring manager already agreed on. He tells the story of a CPO who asked for $20M for tech debt in the negotiation, got it on day one, and got promoted within a year partly because she started with the resources to win. Then, for the money itself, his phrasing is deliberately plain (1:01:01): "Are you open to 450? That was really what I was hoping for. Is that something we can talk about?" Most of the time, they say yes.

Stage 5: Protect the close

Deals lose money at the paperwork stage. Warwick tells the story of a CRO whose written severance came back at half the discussed number. The recovery script was four words:

That one question recovered $90K on the spot and eventually $350K. Read every document against what was said, and when they differ, assume a mistake before assuming bad faith: "was that a mistake?" lets everyone fix it without a fight.

The scripts on one page