Don't assume compensation is limited to salary and equity. When a company says they're maxed out, get creative. Propose performance-based bonuses tied to revenue goals or even a company car, which might be a tax write-off for them.

If a company can't meet your salary request immediately, don't just accept a lower number. Counter by proposing a plan to reach your target within a short, defined period (e.g., three months). This shows confidence, creates a clear performance path, and puts the onus on them to define the milestones for you to hit.

When asking for a new role, employees succeed by demonstrating how the change will allow them to better contribute to the company's success, leveraging their natural strengths. A request perceived as being driven by ego or money is less likely to be granted. Working Genius provides the language for this constructive conversation.

The term "earn" can be fraught with psychological baggage related to self-worth. In a business context, view "earning your elevation" as having put in the required work, built something real, and lived the lessons you want to teach—completely separate from your inherent value as a person.

When negotiating, remove your personal needs from the conversation. Instead, frame your request—whether for a raise, promotion, or new project—entirely around how it benefits your manager and the company's goals. This makes your case selfless and more compelling.

Don't wait for an external sign to ask for a raise or equity. The internal feeling that you are undervalued is the sign itself. The act of formulating the question "When should I ask?" indicates that the time to have that difficult conversation is now.

Don't anchor your value to your resume. Instead, use the interview process to diagnose the company's biggest pains. Then, position yourself as the unique solution to those problems, justifying compensation above standard bands.

When negotiating a job offer, ask for more stock options instead of a higher salary. This is often better received by employers as it signals you are a long-term believer in the company's success and want to be an "owner," not just an employee.

Smaller, founder-led businesses are often more resistant to increasing fixed costs like base salaries. Instead, propose a higher variable commission rate. This shows you're willing to bet on your own performance and aligns your incentives with the company's revenue goals, making it an easier negotiation for leadership to approve.