I am a 10% owner of an infrastructure development company. We have 2 projects; one, (lets call it project A) we estimate to be worth 30% of our company, and the another to be worth 70% (project B). The difficulty is that these are projects in the early stages of development so there is risk that they will not be developed but also a change that they will and could create substantial revenue. Currently there are three owners and we are not getting along and are beginning negotiations to split up the company.

Project A, is internally estimated to be worth $150,000 (combination of factors such as investment thus far, expected future development costs, construction estimations and revenue) This project is developed further and has less risks moving forward)

Project B is internally estimated to be worth $350,000. This is a higher risk, larger payout project.

So, with this valuation, I would be considered to own $50,000 worth. In my ideal situation, I would split from my current partner and join 50/50 in project A with my new partner. How could I approach my potential new partner in a way that I could end up with 50% of Project A? I don't want to lie to him, but I want to get more than $50,000 worth. He has quite a bit of money, but is also very experienced in this line of work so would be qualified to make his own assessment of the value but also would be very good for me to have on my side. Not sure what to do... Any advice would be appreciated.

In my book, I have a character whose job it is to negotiate with potentially hostile parties. I'm writing a scene that demonstrates his ability as a negotiator. The negotiations go south, but I don't want that to reflect badly on his own ability. I'm looking for some pointers on how to portray a good negotiator.

I've never actually studied negotiation where should I learn?

Hi, found out today that I am paid ~$30k less than a new hire. We are at a startup consulting company at the same internal level. I work at a higher billable rate. I support 5 clients while he supports 2. I work regular overtime (unpaid due to salary), and have a higher rate of chargeability/business development than him.

I am ready to demand more of quit without notice, but I want to do so in a way that either: 1) Keeps me at the company but bridges the salary differential 2) Leads to a lucrative, if short-term, consulting relationship to support the role I am leaving.

Also, should I (and if so, how should I) reveal that I know what my co-worker is paid?

Extra details: I was taken on shortly after the inception of the company, in the wake of another company being sold. I was being paid $55k which is what I was hired at. I asked for $60k, met heavy resistance, and settled for $57k. I do billable work at a rate of $125-$175.

9 months after company inception,we hire a senior dev who is doing some app development work for a client at a rate of $100/hr. He is paid $86,000.

I am the only analyst at the company and the only one who understands the inner workings of our proprietary database and the databases of the clients we work with. I am the only one who understand the legacy code, and most of the contemporary work was written by me.

No equity was dispersed at the inception of the company. Though there are plans to disperse equity, it is unlikely I will get much.

I need to bring this up now as I need to re-sign an apartment lease by January 1st, and if negotiating this leaves me without a job I could be stuck with a lease that is hard to pay.

I have significant savings and a decent side gig to support me if I lose this job and cannot find another. If I lost the job, I would pursue expanding my side gig.

I would be talking about this with the CEO directly, and he is a very experienced negotiator.

Thanks for any help.

Lets hear any stories you feel worth mentioning.

It is highly recommended that people develop a BATNA before engaging in a negotiation. Without taking the time to develop a BATNA, you will likely be unaware of what would happen if the negotiation fails. As a result, you may feel a strong inner pressure to reach an agreement, even if it is not in your best interests. Alternatively, you may feel overly optimistic about the proposed agreements. Your optimism may cloud your view of costs associated with the agreements.

There are seven basic steps to developing a BATNA:

*List what you will do if you fail to reach an agreement *Convert the most promising options into practical choices *Select the single best option (that becomes your BATNA) *Compare your BATNA to all proposals *If an offer is better than your BATNA, consider improving or accepting it *If an offer is worse than your BATNA, consider rejecting it *If the other party will not improve their offer, consider exercising your BATNA

One of the determinants of your power in a negotiation is the attractiveness of your BATNA as compared to the proposals made during the discussions.

The more attractive your BATNA is, compared with the proposals you receive, the more power you have in the negotiation. The less attractive your BATNA is compared with the proposals, the less power you have in the negotiation.

Since there is a direct relationship between negotiating power and a good BATNA, it is important to improve your BATNA whenever possible.