- Prep and practice. The next step is to get ready for the conversation. Think through: What’s the worst and best case scenarios? Anticipate questions or concerns from your boss. I have yet to meet someone who was let go for asking to expand their horizons. Often times our fear holds us back from negotiating, and we miss out on the opportunity to explore alternatives, or worse, receive a yes.
Make a list of what is negotiable – things like timing, budget, and activity. Is partial or full reimbursement possible? Can you avoid using vacation days? One colleague of mine negotiated time off for a week-long leadership retreat where her manager agreed to her taking vacation for only 50% of the time she was out. The other 50% she was on the company clock.
When preparing for the conversation, think about what each person involved in making the decision has to gain. Do your homework and read up on your HR policies. Know how educational reimbursement works in your company.
- Make your ask. When you’re ready to sit down with your manager, don’t catch them off guard. Give them ample notice and consider adding it to the agenda for your next one-on-one meeting. But it doesn’t have to be a formal meeting. If you’re catching up on how the weekend was or plans for the evening, share the class that caught your eye and why it personally matters to you. Better yet, share how you think it could help you be a better employee. Then you can schedule more time to discuss it further.
Share your vision and goals. Be clear what exactly you’re asking for — is it for time off, compensation (expenses), or some combination of the two? What will they get in return? Refer to your notes if needed.
When the conversation is over, consider following up in writing, emphasizing how this would benefit you and your manager, team, or business.
There are three likely outcomes: getting what you’ve asked for, getting some of what you asked for, or getting a flat out “no.” By following these steps, you’ll increase the chances that you get a favorable outcome but that’s not always the case. Even if you don’t get what you asked for, start thinking about ways you can reshape your request in the future.
Spending the time to form a logical, careful request can be rewarding in itself because you’re getting clearer on what you need. And you’re contributing to, maybe even igniting, a corporate culture that supports individuals to learn and grow in ways beyond what’s traditionally done.
Over the past four years I’ve used the above process to request and win support for a coaching certification, graduate and non-accredited courses, week-long emotional intelligence leadership retreats, and a two-day class influencing. In each case, it felt like a leap of faith but I always reminded myself that the worst they can say is n
This blog first appeared on Harvard Business Review on 11/28/2017.