What do you do if you're unsure of your value and need to negotiate a fair salary as an entrepreneur?

Ever felt like a jack-of-all-trades but master of none, only to realize you're actually the ace in the deck? As an entrepreneur, recognizing the breadth and depth of your contributions can sometimes be as challenging as the negotiations themselves. I remember pacing the room before my first big salary discussion, tallying up everything from my strategic decisions to the late-night coding sessions. Knowing your role isn’t just about listing tasks—it’s about valuing the irreplaceable human spark you bring to every part of the business. Use this self-awareness as your anchor in negotiations, ensuring you get the pay that reflects your pivotal role. #divineintervention #gabenfreude

In my experience most people are paid less than the value they bring. You can assess your skills and what you bring to the table, but you also need to be aware of the pay ranges of the role/title you seek and also what the company can pay. Two bits of advice: 1. Pursue opportunities where you feel the company has the resources (funding, budgets) to pay you commensurate to your skills. 2. Seek out the right title/role with the ranges that fit your expectations. Trying to get CFO pay as an Junior Analyst for instance is a bad strategy no matter how good and valuable you think you are. If you are CFO material, apply for that role and the pre-set ranges will do the anchoring for you.

Money is a measure of the value we deliver and how many people we impact. And it's fare to claim for a return for the value that is being delivered. Being said that, quite often people quite often don't realise our value and hence they first need to be educated about it. It's not a question of ego, but a question of making people aware. We first give what our stake holders what they want and then eventually we receive what we want.

Ever felt like you're wearing many hats but not mastering any? Yet, you're the trump card in the deck. Before a salary negotiation, I reflected on my diverse contributions—the strategic decisions, late-night coding sessions. It's akin to being a conductor orchestrating a symphony of talents. Take Arianna Huffington, who founded HuffPost while managing a diverse career. She embodies the essence of versatile excellence. So, in negotiations, recognize your value transcends tasks. You're the conductor, the linchpin, ensuring harmony in your enterprise.

What? Independent entrepeneurs 'do not look for 'positions' or 'roles' nor do 'salary negotiations'! This is the old fad of 'internal entrepreneurs'. How do I know? Because I started corporate venturing and reviewing high-tech startups and saleups in 1997. I finished my phd in 2001 on......amazon.com, bol.com, ikea and ASML and other us based successful high-tech startups. I started to make money online as side-hustle from home in 2001 and as digital nomad next to my dayjob with eBooks. And I am a successful entreneur with a virtual organization as virtual structure since 2011, after the Covid-19 pandemic started and again after 2022 and the impact of the 'Democratization of AI' online. This is is a rediculous step 1. Sorry.

Ever found yourself in a maze of market stats, trying to pin down the perfect pay? That's me whenever I gear up for salary talks. Diving into market research isn't just about numbers; it’s like setting coordinates for a treasure hunt. By comparing salary ranges for similar entrepreneurial roles, I get a reality check on what's fair and feasible. This groundwork ensures I don’t accidentally price myself out of the market—or worse, undervalue my contribution. It's all about striking that delicate balance between what you deserve and what keeps the business thriving. #divineintervention #gabenfreude

Just we do the salary negotiation at job, similar negotiation can be done when taking a compensation for CEO position. There is bigger room for growth as we are at the leadership position. When are asked for a salary expectation, we can always say "Anything reasonable will be considered" and get back after thinking through and doing market research. We can start with a salary that feels reasonable and then eventually get a hike as the company becomes profitable. In other words, we claim what we deserve and we earn what we work for.

Successful solopreneurs, founders of startups or directors of scaleups or SMEs 'do not look for 'comparable positions' in 'similar-sized companies and sectors'. How do I know? Because I started corporate venturing and reviewing high-tech startups and scaleups in 1997. I finished my PhD in 2001 on......amazon.com, bol.com, Ikea and ASML and other us based successful high-tech startups. I started to make money online as side-hustle from home in 2001 and as digital nomad next to my day job with short eBooks. And I am a successful entrepreneur with a virtual organization as virtual structure since 2011 after leaving the corporate rat race, after the Covid-19 pandemic and again after 2022 and the 'Democratization of AI' online.

. Research and Know Your Worth: Understand the market rate for your role and experience. Use resources like Glassdoor, Indeed, Payscale, or Simply Hired to find salary averages. 2. Assess Your Impact: Quantify the impact you've had in your current role. If you're a specialist, focus on the metrics you own; if you're a generalist, highlight your team-building or leadership skills. 3. Make Them Offer First: When asked about salary expectations, you can say something like, "I'm focused on the value I can add to this company rather than a specific number at this stage of your recruitment

Research Industry Standards: Look at salary benchmarks for similar roles within your industry and region. Resources like Glassdoor, Payscale, and LinkedIn can provide insights into what others in similar positions are earning.

Running a business is like growing a tree. We can't demand for fruits. When we push it to grow faster than it is naturally supposed to, we end up in a situation of unstable and unsustainable growth. Adding too much fertilizer or pouring too much water kills the tree. On the other hand, not eating fruits is also not sustainable in long term for us. Successful CEOs find the right balance. They give their best, understand what's the possible outcome and leave some grains behind so that they can be planted back.

Performing a thorough financial analysis of my company is essential. By reviewing our revenue streams, profit margins, and growth projections, I can ensure that my desired salary aligns with our financial realities. While fair compensation is important, maintaining a healthy cash flow for operational needs and future investments is equally vital. Therefore, I'll ensure that my salary reflects both my value and our company's capacity to sustain it.

Financial analysis is a critical process used to evaluate businesses, projects, budgets, and other finance-related entities to determine their performance and suitability for investment.

Conduct a thorough financial analysis of your company, examining revenue streams, profit margins, and growth projections. It's crucial to align your salary with the actual financial performance of your business. While you deserve fair compensation for your contributions, maintaining a robust cash flow is essential for covering operational needs and future investments. Ensure that your salary not only reflects your value but is also sustainable within your company's financial framework. This approach strengthens the business while justly rewarding your efforts.

Clearly articulate your value proposition. Reflect on your key contributions to the company's growth, like securing important partnerships, driving innovation, or expanding the customer base. Where possible, quantify your achievements to demonstrate your direct impact on the bottom line. This approach will bolster your confidence and provide solid evidence to support your salary request.

The question is who are you negotiating with, if it is yourself I suggest reading Profit First. If it is with a board of VCs I suggest the concept of "good news money". If you exceed targets what does it look like for your compensation and that of your team.

Develop a compelling argument for why you deserve the salary you propose. This should include your achievements, the skills you bring to the company, and how you help advance business goals.

Expressing my value proposition clearly is crucial. By reflecting on my contributions to the company's growth, such as securing key partnerships, driving innovation, and expanding the customer base, I can elucidate my achievements where possible to illustrate my direct impact on the bottom line. This not only bolsters my confidence in what I'm worth but also provides tangible evidence to support my salary request.

A lot of people make the mistake of talking about *responsibilities*, when they should be discussing *results*. I don't care WHAT you oversaw, tell me the OUTCOMES of those responsibilities. Instead of "responsible for drafting sales presentations," how about "Increased 2nd stage buyer discussions by 30%." They say the same thing (almost), but the second one (a) sounds a lot more compelling, and (b) allows the reader to imagine a similar outcome in their own company.

Selecting the opportune moment for salary negotiations is key. Aim for a period of prosperity, such as after a profitable quarter. Negotiating when the company is thriving enables a more favorable justification for a salary increase. Stay optimistic and mindful of the broader economic context, leveraging the company's success to support your negotiation stance.

Receiving a return from a business is like reaping fruits for the seeds we sowed earlier. Plucking raw fruits from the tree is bad for the farmer because the fruits taste bitter and it's bad for the tree because the seeds aren't ready. A good CEO/entrepreneur thinks long term and let's the fruits ripen. And the first set of fruits are given to the people who worked hard to produce it (employees). Leaders eat last.

Timing is crucial in salary negotiations. Initiate discussions when the business is performing well, such as after a successful quarter or a new product launch. Negotiating when the company is thriving helps justify your request for a raise. However, remain flexible and consider the broader economic environment that might impact your company's financial stability.

As a manager responsible for salaries, I disagree with the core article contention here a bit. I think it benefits the employee to raise salary concerns as soon as they are confident that a change is required. This allows me to have a discussion -- with the employee and company principals -- to determine what can be done. We may already have flexibility to make a change, or tee the raise up for the next round of salary reviews. This benefits the employee because they don't sit and wait, wondering "what if...?" If nothing can be done, at least the employee knows, and can make a decision next steps. Waiting until a windfall event means you're going to compete with all the other parties interested in leveraging the newfound liquidity.

I am not too sure if things work quite the way it has been narrated here. Obviously, there are some assumptions here: that the company or the entity has reached a position - or has a vc/funder - to offer a steady revenue stream to the entrepreneur. Even if these assumptions are correct, as far as I understand, most entrepreneurs would rather compromise on their compensation to put money for growth and expansion of the venture. Knowing the value you bring is certainly very helpful, estimating your market value (what you would get if you offered the same skills to an external employee/client) is also great. However, my experience suggests that an entrepreneur would adjust compensation because s/he is interested in growing the market.

There's an old sales adage: He who talks first, loses. It is an unfortunate reality in salary negotiation as well. You want the company to make the first move. Rest assured, they've done their homework, and already have a number. So ask them for it. Here's a few of my favorite responses when asked about salary: "Are you making an offer?" "I'm sure we can come to an agreement since I'm sure you offer a competitive plan. What is the range for the position?" "In the past I've been paid fairly for my effort, and am sure [company] will do the same. Before that, why don't we determine if I'm right for this position, and if the company is right for me?"

If possible, practice your negotiation with a mentor or peer. This can help build your confidence and refine your negotiation tactics.

Refine your negotiation tactics by clearly understanding your desired outcome and the minimum you'll accept. Prepare to confidently articulate your value, supported by evidence from your role assessment, market research, and financial analysis. Practice active listening, remain open to feedback, and be ready to compromise if needed. Remember, negotiation is reciprocal; finding common ground is crucial for a successful resolution.

Talk to people ! Talk to your friends , people from the industry and your mentors. This will bring so much more transparency in what the market is looking like and what a reasonable span could be .

O empreendedor tem dois tipos de remunera??o: sócio e empregado. Como sócio, ele receberá distribui??o de lucros da empresa, se tiver lucro e a estratégia for distribuir. Essa parte é variável e pode demorar para ocorrer, principalmente porque no início a estratégia para crescer requer investimento, ent?o ao invés de distribuir é melhor reinvestir. Como empregado de sua empresa, existem duas fases, quanto a empresa *pode* pagar e quanto ela *deve* pagar. Para saber quanto a empresa deve pagar, o melhor exercício é ver quanto você teria que pagar se fosse contratar alguém para fazer o que você faz. Quanto ela pode pagar é o quanto pode tirar mensalmente do caixa sem prejudicar a empresa. Seu salário é o menor dos dois.

I choose to understand the question asked personally and individually only. I see the introspection, self-reflection and self-knowledge needed from each individual of the founding team to find an agreement that works for everyone. A foundation that allows an aligned team to set up camp with all talents and potential at hand, the rules of how to work together in flow to head into the direction of their shared vision and intent. An inner process rather than anything to do with market or industry.

In the case when you are not sure of your value in a project, it is better to stop and think about why you should enter such a project at all. Because then there is a high probability of either win-lose or lose-lose cooperation, where the parties will sooner or later be disappointed with each other. However, dissolving the partnership will be much more difficult. In addition, there may be a risk of loss of reputation.

Leaders eat Last (Credit: Simon Sinek). Entrepreneurs need to feed their company, employees and investors first and eat from what’s left after. Here’s how we drew our salaries in my Startup. Year1: No salary Year 2: Survival salary. Year 3: Little More. Year 3+: In-line with industry experience.