Welcome to the part 2 of understanding and how to negotiate salary. Before we start this part, I would highly, highly suggest you watch part one first because it wouldn't make too much sense to go to part 2 without understanding part one. So if you haven't watched part one yet, go back and watch on demand webinar that, part one of how understanding and how to negotiate salary.
If you've done so, welcome to part two right now. So, this particular session, as you can see from a little note below, is talking about becoming a master salesperson. So the only rule which I suggest similar to part one is that to remind ourselves, Einstein said, we cannot solve our problems using the same thinking we used when we created them.
So Please empty your cup. The cup is only useful if it is empty. With that in mind, today, we're going to discuss about just a bit of reminders of the mind tattoos and mindsets we covered in part one.
I'm going to share with you 7 steps to negotiate salary from a CEO's perspective. Powerful questions are asked and essential answers to no. We will discuss to explore the problem with cheap.
And we also investigate and introduce the paradox of charging more. As usual, there a bit of homework. So just remind us the two most important presumptions.
The first one is, your boss is not an idiot, it's someone who wants and value your time and can recognise value and not just wanting to exploit cheap labour. You are not an idiot. You're not out to trick your boss or exploit to get yourself to have more money without giving good deal value.
With these two presumptions in mind, these techniques will work. If these presumptions are not addressed. You will not be able to use any of these techniques at all.
So get prepared for blinding flash of obvious and aha moments. So just remind us a few mind tattoos. The first one is, learn how to be do you have.
Ask yourself this question. Who do I need to be? To do the things.
To have the outcome that I want. The how is easy. Your why will back you up to become the person you need to be to do so.
People always ask, what do I need to do, what do I need to do? No, the question is, who do you need to be. To do the things that you have to do to get the outcome that you want.
So it's be to have in that particular order. Just remind us again what's the most important trait of an employee. It is simply Profitability.
It is not how friendly you are, it is not how great sort of leadership you have. It is not how loyal you are. You literally, if you want to be paid with money, you have to be profitable.
You have to make money. If not, your employer simply cannot pay you. So ask yourself, what else can you do apart.
From money. What counts as profitability. Specifically for the vet nurses in front of house when you're not the sole sort of money generator, so to speak.
What counts as profitability? Mind space for your boss, for your employee. We don't have to worry for you, worry about you.
That is priceless. What problems are you solving for your employers such that they do not have to think and they don't have to do. Facilitating, assisting the vets to generate income.
OK, the better you can do that, the better the vet can do the job, the more you can demonstrate that, the, the more profitable you are. You need to demonstrate how much money has been saved because of you, whether you're a vet, you're a vet nurse or front of house. It's this sort of little things that you get granular on it, not just vague statements, very, very granular, how much money has been saved because of you.
If you look deep enough in your daily work, you will find it, and it is that sort of thing you gather as ammo. As content to go to your employee or supervisor to say, look, this is how much money I've saved. And hence that's why you should pay me more.
OK. So just remind us, it's not how much money you make, it's how you make that money. If you join a very cheap practise, you want to have your turnover, you have to work very, very hard because things are so cheap.
If you join a practise that has got more higher ticket items, OK, and they charge more in general, you have to work as hard, but the question would be, are you able to charge more? Do you feel comfortable doing that? So remember, it's not how much money you make, it's how you make that money.
And also remember, as a business, it's not how much money you make, it's how much money you keep. If a business has a revenue of 1 million pounds, for example, they turn over 1 million pounds, they sell £1 million worth of product. But it takes them 1 million pounds in terms of costing, in terms of rental, salaries and things like that, it costs them £1 million to turn over 1 million pounds, the profit is 0.
Yeah, they don't keep any money at all because they had to spend that much to make that much money. So remember that about the profit margins that we discussed in depth in part one. Just remind us again, money mindset number one.
Money is a byproduct of value creation. Do not chase the money. I say this again.
Do not chase the money, chase the value creation. Money is a byproduct. Money will come automatically.
Don't chase the money, chase the value creation. Ask yourself very simply, what value are you creating? The marketplace is a very, very fair place and also remember the nature of value.
It's not what you think is of value, it's what the prospect, whether it is a client, whether it's your boss, think of value. Mindset number 2. Never ever have a sense of entitlement.
OK. It is not how much you study, it's not where you study, it's not how, what good grades you have, it's not how hard you work, it's not how long you have worked. Certainly, it is not what you think you deserve.
Never have such entitlement. Money is simply a byproduct of value creation, chase the value. All those to the side.
It doesn't matter if you're qualified 10 years, 5 years, 20 years, it doesn't really matter what value are you creating? If you're not creating that value, you will not be paid. Money mindset number 3.
Understand abundance, not scarcity. The money is out there. Your boss wants to pay you.
The question is, what are you providing in terms of value so that he can justify to pay you? OK. It's not scarcity, it's not race.
OK. So, The money is out there just waiting for you to take it in exchange for the value you provide because money is a byproduct of value creation. And also remember why price is never an issue.
Because remember, all prices are made up. When somebody is saying that is too expensive, what they really, really mean is, I don't see the value. Think about it in the phrases in the sort of conversations that you have.
With someone, would you pay for an organic bread for 10 pounds a loaf or something else? It's not the cost, it's never the number. It is whether the people see the value or not, to provide the value, it would be great.
Yeah. So also remember to provide the value of the big 4 in a vet practise clinical resolution, anyone must get better. Klein must be happy.
We must get paid as a vet, your practise must get paid, and last but not least, everybody must be happy as well. Team happiness, how to do all three without winding anybody up. So that is the sort of value you're going to provide.
For your practise. Imagine a vet that does not get any animal better, no clinical resolution, not good, OK? Or gets better but always annoys the client, also not good, or gets better, satisfy the client, but never gets paid or charged too little, always give me a discount.
It's also not good. All can do all three, but keep winding the whole team up, also not good. So if you lack any of these four components, You are still not providing the sort of value that is needed.
If you miss any of this form, imagine a bet maybe it's you, maybe you think you can think of someone like this, it's very, very hard to compensate them. So with this in mind, let's talk about the 7 steps to negotiate salary from a CEO's perspective. So you have gotten your dream job after so many phone calls, so many resumes, maybe you're a little bit scared or intimidated, or maybe you have been in your job for some time.
Whatever your situation is, this usually fits in one of them. Usually talking about negotiating salary, it comes from an employee perspective, a sort of a headhunter's perspective. I'm going to share with you a CEO perspective.
As a boss, as a CEO, this is what I would like my team to approach me to negotiate salary. You will think about it, if you ask too early, there's no track record, there's no results yet, and yet you're asking for more. If you're a fresh grad, what should you do?
OK? Or sometimes people wait too long, too late. They have been working there for years without asking for salary increase or negotiate salary, and suddenly they wait and it's too late.
Then they're like, well, you've been working for all this time with this amount of salary. Why do you think you deserve more? So these are the basic mistakes people make when they are negotiate negotiating salary, either too early or too late.
OK. You must remember that salary negotiation is possible not because you demand it, but because you deserve it. How do you demonstrate what you deserve?
So I'm going to share with you 7 steps, how to close your CEO, your supervisor, or your employer. Step one. Do not negotiate in text or email.
Always face to face or on a telephone, OK? I say this again, do not do it through text or email. It usually shows a lack of self-esteem.
It's too easy for your boss to get the wrong idea. Or sometimes it can sound too aggressive in the email. It doesn't allow you to express emotion.
You need more tools. When you're face to face, you'll have eye contact, you know, belly to belly. That gives you more tools because you cannot use your tonality, you can use your presentation.
All these are all working for you. You need to be confident before your salary meeting. Practise with your friends before you go.
So you're ready to go with whatever objections you face with no fear. So you can only do all this face to face. It's too hot.
You send an email, they say, no, what do you do? You send another email, they say no. You need to negotiate face to face, OK, either on telephone or face to face.
So there's an active online in present, how to say, it's, it's a sort of current situation that you can deal with. Step #2. Present, present facts, not feelings.
Come to a meeting with facts, not feelings. OK. Most employees they make a mistake by saying things like, I feel like I have.
It's been a long time. I feel like I've been working hard. I feel like I've been putting in hours.
I feel like I've been contributing. Wrong, show, not tell. Show them how much you have saved or made in an Excel sheet, in a chart, in a graph.
If you're a vet, reflected in your turnover. If you're a nurse, show them how much money you have made or save, like these are facts, not feelings. Show facts for a brand new job.
If you're negotiating for a brand new job, show them what you can do, maybe show them turnover of your past job, what you've turned over for them, OK? What you have, what project you manage, it gives the employee a new prospective employer to know what to expect from you, OK? And for your current employer as well, you're also showing things that can be proven, can be shown facts, not feelings.
It's no, it's no longer guessing. It's more specific. You can tell them this is my plan to generate more revenue.
Learn how to provide value first. This is when you're a fresh grad, when you're experienced that, when you're negotiating, OK, whether it's your first job or whether it's a new job, or whether it is during that, always present facts, not feelings. Step 3.
Ask questions, not make statements. When you make statements, it will sound like justifying. It's OK to make statements when you present, but always ask questions afterwards.
Whoever asks the questions controls the conversation. As leading discovery, probing questions. You can gauge their feelings about about your request, like, how do you feel about me working here?
How do you feel I've contributed? How do you feel I have been doing in the past 6 weeks, 6 months, last 3 months, something like this. When you throw statements, it's way too easy to sound like confrontation.
I think I should have this, but I've been working very hard. Instead of saying that, ask them, do you think I've been working hard? OK.
Or rather than saying, you know, I think I have made a lot of, I have increased my turnover. Ask them, do you think I have increased my turnover? When you ask questions, it is more accommodating, so to speak, you you have a, you have a higher chance of controlling the conversation.
And when you start asking questions about the practise itself, OK, like, how is the practise getting on? How are you wanting to see the practise to proceed to advance? When you ask questions about the practise itself and not just focusing on me, me, me.
The employee, you. And your employer are on the same page. How can we make the practise better?
Can you ask questions like this, it's very, very powerful because it allows your boss, your, your supervisor, your, your CEO, your employer to see that actually, no, you're just not thinking about me, OK? You're not just thinking about yourself, you're thinking about for the well-being of the practise and potentially increasing the salary is only part of that particular equation. It's not just benefiting that particular individual, it's benefiting the entire practise.
And this starts by asking questions, not making statements. Step 4. Do your homework.
Like, seriously, do your homework. Do not walk into the meeting unprepared. There's so many things you can do.
You can do your homework. First, you can set the agenda. OK, if you are joining a new company as a fresh grad, as an experienced grad, you can do your homework, find out more about the company, and go, I'm very excited to be joining your company.
I'm excited about joining and working with your team. Set the agenda, do your homework, find out exactly what is happening over there, OK. And sometimes you can go, do you mind if we talk about compensation for a minute?
So based on my research, on my skill sets, the experience and the area expertise, the pay is X amount. This is the market rate. OK, how do you feel about that?
OK. Would you be comfortable about that? Your CEO may say, yes, or they may say this is higher than expected, but then, you know, you're not guessing, because this is what the market rate is.
How do you feel about that? So learn how to do your homework, learn about the practise, learn about your job, learn about your scope, learn about your own value, learn about your own turnover in your last practise. If you're a fresh grad, think of what other people are turning over as fresh grads and start with that.
OK, so do your homework, do not walk into the, the sort of negotiation unprepared. Step 5, understand that needy is creepy. Most ladies or even men would understand this.
If you're dating someone. Needy is creepy, isn't it? Nobody likes a needy person, OK, whether it's male or female.
OK, needy is creepy. So don't use words like I need. I want, OK, I want to pay increase.
I need a pay increase. It's a turnoff for the employer. OK, let's say it's a gap of 5K.
OK, your, your counterpart is earning 5K more than you. Don't say I need another 5K. You need to learn how to ask questions with finesse.
Use example of pay difference. OK, using the example of pay difference, say something along the lines of, you know, I will be more comfortable with X amount. Would you be comfortable with that?
You can also say, I will be more comfortable with, with XYZ, OK, maybe more holidays, maybe more bonuses, maybe more CPD allowance. Is there any flexibility with that? OK.
How do you feel about that? Stay neutral. Don't get attached.
Because needy is creepy. OK, don't do that. Just be cool.
Rather than saying I need. Ask questions like, how do you feel about that? Will you be comfortable with that?
Is there any flexibility in X Y Z? Don't go. I need.
Oh, if you don't give it to me, I'll be very, very sad. Big no, no, need is creepy, remember, yeah, OK. Step number 6.
Become more valuable if money is a byproduct of value creation, how can you literally demand more money if you're not becoming more valuable? Most employees, they want more pay without giving value. They think the more they work, the harder they work, the more value they bring.
That's not really true. I say this again. OK, just because you work really, really hard and you work very, very long hours, that doesn't equate to value.
Value is value. OK. It may be true for low-level jobs, but when you're getting higher, that's not the case.
Sometimes you may find that you don't have to work that much to earn more money, OK, to create more value. So the question is what value can you bring to the table? What upgrades can you do?
OK. Some CEOs are idiots, some employees supervisors are idiots, most are not. Most good, real good CEOs around, OK, they cannot wait for an employee to be more valuable as good employees are really, really hard to find.
As a CEO We look for specific individuals who are high performance and bring value to the table. We're looking for the return on human capital. If I am spending so much on this employee, how much is the return?
It doesn't matter what field, whether you're a nurse, receptionist, every person's job is to bring in revenue. Agreed? Everyone is in sales, as we discussed in part one.
You can generate by bringing in more or saving more. Eliminating waste? How are you doing it?
It's a mistake to approach with the length of service. Just because you're qualified 5, 1020 years don't make you more valuable than someone who has just qualified. OK, you can see this in vet nurses, you can see this in receptionist, you can also see this in vets.
OK. The years don't equal results. I've seen before and maybe you can share the same, you share the same sentiments.
Somebody qualified for 10 years. May be quite lazy Whereas a new enterprising qualified for 1 or 2 years, they're very, very hardworking, they produce a lot of value. A new person can generate more revenue, whether you're a nurse or you're a vet.
OK. If you're not so sure about what the value is, Please ask your CEO, ask your supervisor, ask your employer, what you can do to bring in more value. I use the word value.
I'm not talking about revenue, OK? More value. You'll be shocked how many people do not understand this.
People, they guess, they hope. I hope by working more, I will bring more value. I think that if I clock in more hours, if I work harder if I do this extra thing, it'll bring in more value.
Don't hope or guess, be clear of what is value to your CEO, your employer supervisor, ask them what is of value to you? What are you looking for? I'm not asking about being a suck up, OK, or kissing somebody's butt, nothing at all.
You, you must not to solve a problem before it comes up, but what the problem is that needs solving that is of value, you may not know it. Ask your supervisor, employer, CEO what that problem is. When you start solving problems before it comes up, that's when you become invaluable.
OK. So, remember again, money is a byproduct of value creation. Create that value.
Do not guess what the value is. Ask your boss, what the value are they looking for? What's the value they're looking for?
Final step, step 7. Learn how to paint the picture. If your employer or supervisor is CEO say no, OK, to your salary negotiation proposed increase, instead of looking defeated and getting defensive like most people do, they will be sad and things like that and turn it into a question.
You can say, Mr. CEO, Mr. Boss, Mr.
Employer, I want to know how to contribute. What would be your expectation? My goal and vision for this company is to be your most valuable employee.
My goal is not to be an expense, but a contributor, generating revenue and all bringing value to you. What is of value to you? I want to bring 5 times my income.
What is my turnover right now, and you should be able to learn that turnover. We discussed this before, OK, using any sort of practise management system. Remember, I'm a serious worker.
I'm not here to muck or mess about. This is not just a job for me, it is a career. So, Mr.
CEO, Mr. Boss, Mr. Employer, supervisor, help me understand.
Right now, I'm making, for example, 300 a year. My goal is to make 50k a year, maybe not immediately, maybe there's a plan. Can you teach me?
Can you show me, can you coach me to hit my target? Your employer, your boss, your CEO, your supervisor will be thinking, wow. I have an ambitious person here who is hungry for success, who is not just demanding higher pay.
They will tell you the milestones you need to hit, the KPIs. OK. Learn how to paint a picture.
Ask one simple closing question. Let's pretend If I can do all these things, what would happen? What would your life and business look like?
Then would you be comfortable paying me what I asked for? Would they get a pay raise then? At that point in time, if the answer is yes, rebook an appointment in 6 months' time.
Plant the seed in them. You keep repeating this process for a high growth company, the sky is the limit. All it takes is your commitment giving value.
If you ask that closing question and your boss says no, you really have to rethink what exactly He wants or she wants, and were they in the right place because they have told you what you need to achieve. And you have told them, if I achieve this, what would I get? Would I get the things that I wanted, what they told you, you have already, you have already pinpoint your very special and very exacting to what they want.
And if you're telling them that you're going to provide them with what they want, and they still refuse to pay you, my question is, are you in the right company? OK. Let's pretend it's yes.
OK, then do that as we discussed. Learn how to solve the problem, show the value, be that high performance individual. And to be really honest, if you're doing that, you'll find that you'll need to ask.
If your boss, if your CEO is really, really good, it'll be obvious, they'll be paying you more before you even ask for it. Think about that, consider that. Learn how to paint the picture.
So these are the 7 steps of how to negotiate your salary. Read through them again, do your homework, learn how to understand this, and this will take you places. These are some powerful questions to ask and essential answers to know.
As mentioned, what is of value to your boss? Don't guess, don't think. Specifically, ask your boss, what is of value to your boss?
What do they want from you? What is your boss's greatest pain? Everybody has pain.
OK, we have pain, even bosses, we have got pain. OK, what is your boss's greatest pain? What can you do to alleviate that pain?
Get up from your ego and get into your boss's ego. OK? What can you do to alleviate that pain because that is of value.
Not just improving your clinical skills. That's not There's only a small proportion, a quarter, in fact, if you remember. Learn what's the plan for the future of the organisation.
OK. And more importantly, is your future aligned with the practice's future? OK, you must understand this.
Understand that to obtain results or salary that no one else is getting, it involves doing things that no one else is doing, provided it is legal and ethical. If you are doing what everyone else is doing. You will obtain the same results or salary.
What's the difference? So think about that. We're going to delve into the problem with cheap.
You need to have high turnover to achieve goals. If everything is very cheap, you need to do a lot of it. If your consults are cheap, you need to do a lot of consults to achieve your financial goal.
If your operations, the, the ops are cheap, you need to have to do a lot of ops to achieve the same goal, same financial goals. So you need a lot, that's a problem. OK, we do a lot, we get tired, we get burned out, and these are things that's happening in the profession right now.
Another problem is cheap is that because it's so cheap, there's low expectations. OK. So, I'm going to share with you a story.
Let's pretend that I have a, a cost for a haircut, OK? I say 100 pounds. OK, where you go and blow and dry and things like that and wash and things like that.
And I would say that, look, I am going to, I, I, I just found this new hairdressers. They are charging £800 per haircut. Don't worry about it because I want to gift it to you, OK?
I will pay for you. It's 0 pounds. It's a voucher, it's paid for already.
All you do is just turn up, OK? So you may be thinking to yourself, 800 pounds more, OK, you should spend 100 pounds on my haircut. 800 pounds is too expensive.
OK. What is an 800 pound haircut? You want to go, you're curious, you're gonna take a look.
OK, so you walk over there, you get to the barber. The hairdressers, and you find out the place has got nice music and it's got nice smell to a aroma, not smelling like those hydrogen peroxide from what you get from hairdressers, but actually a nice fragrant, almost like going to a spa. You see, the waiting area is a nice couch, leather chairs, not so, not, not so torn and tattered.
And the magazines are not dog ear, it's nice classy magazines lay on the table very nicely. You're greeted by a friendly receptionist that asks you what drink would you like? They prepare your favourite hot drink.
And after that, they will also give you a little, offer you a little biscuit if you want to. And after that, you get a sort of experience, a hairdressing experience itself. The, the hairdresser was kind and polite, asking you what style you wanted, and cutting it very carefully.
You get a little wash after that, you even get a little neck massage, head massage that comes with it. In the meantime, they offer you a second drink, and after that, you know, they say goodbye, they, you know, . It's all paid for, so there's no collecting payment, but they greet you by your first name, you know, they say goodbye to you, and that's it.
And you go, wow, OK, that is what an 800 pound haircut feels like. OK. Then I come back to you and I say that, look, listen, I found another place.
It's, I, I'd like to take you there. I'll pay for it as well. It is only 5 pounds, OK?
So you're like 5 pounds, OK. Your curiosity overcomes you and you can visit the place as well. So you go there and you experience that particular, you go there and you see that place is a little bit dirty, you know, there's a bit of hair on the floor and things like that.
It smells a little bit like hydrogen, hydrogen peroxide. And, you know, the chair is a little bit dirty and the tables are, you know, a little bit messy. The magazines are all dog ear and cheap magazines.
That sort of thing, Hello magazine, you know, then they offer you a drink, you're thinking, mm, it's 5 pounds. I may not even want to drink what they're offering me. Yeah, OK, fair enough.
Then after that, when you're doing a haircut, they cut your hair and they pull your hair a little bit, ouch. OK. You feel that, then they wash your hair, they offer you another drink.
I said, No, I don't really want any drinks from here. And you walk away feeling a little bit, disgusted, you feel you need to go for, a shower, a bath to just wash all the bad juju away. And, so that's an experience from a 5 pound haircut.
If you resonate with that, you're not on your own, OK. If I were to tell you, the hairdresser in the 800 pound haircut in the 800 pound hairdressers is the same as a 5 pound hairdresser, you simply would not believe it. Why?
The expectations. So this is what happens when you are charged a lot, OK, or when you, when you charge high, OK. People will naturally go in with a A high positive expectancy.
They want to see what is 800 pounds. OK. OK, good.
There's a nice chair. There is nice couches that's that explains you offer them a drink. They're like, oh, OK, this is what 80 pounds buys you.
So, what it means is that you're in a better place to take in the value that's been provided to you. If you are charged cheap, OK, if you charge people cheap, OK, they naturally going down with a negative expectation, OK? With a negative Expectancy, they will be looking for things that can go wrong because it's cheap in the first place.
They don't expect anything to get low expectations. So when you pull the hair a little bit, when the hand just pulls her a little bit, oh, it's painful because it's only 5 pounds. When you offer a drink, they may even think, better not touch that.
It's only 5 pounds, how much effort have they put inside there? So that's the problem with sheep. OK.
So, You get minimal results with maximum effort. Even with the best intention, because you simply will not believe it's, it's the same hairdresser. Same for betting.
And you have much more increased dissatisfaction compared to getting more expensive. Because literally, people will not believe if you give them any value at all because it is too cheap. I share you the paradox of charging more, OK.
The paradox of charging more is such that it, many people, they feel very, very difficult to charge more. OK, they're like, I can't really charge more. OK, I'm gonna share with you a story.
In Australia, they did this survey. So they had a group of 50 people going in and do some wine tasting. OK, so they had 20 wines all laid in a row on a table with all the labels covered, so nobody can see what the, what the label is, OK?
And they put a price tag in the front. That's all they did. A bottle and a price tag, the most expensive to the cheapest.
And what they found was that when people were tasting the wine, they were doing two different things. One is that they naturally more people like the more expensive wine, OK, compared to the cheaper wine. So there's one thing.
OK, the more expensive wine got better reviews. The second thing is the nature of the review itself. OK.
The cheaper wines got things like it is crisp, it is clear, it is refreshing. The more expensive wine, the description that they use is, you can taste the oak cast. This is more mature, there's a, there's a, there's a sort of more sophisticated taste behind it, OK.
So it becomes more sort of involved in the, in the description. It's not as simple as the one in the cheap wine, OK? Then after that took these 50 people out.
And what they did was they messed about all the wines, OK, because it's all the lives are all covered, so they put the cheap wine, they just messed it a lot. So even the cheap wine were they expensive and expensive wine was labelled cheap and they got the same 50 people coming to taste the wine again. So literally, it's based on the bottle, the covered screen, so nobody knows the brand.
OK, it's they're just described by the price of them, OK. And interestingly, the result was the same, OK, i.e., the the, the, they were describing, the, first of all, they like the more expensive wine, even though they were the cheap ones, they were just mislabeled as expensive and compared to the cheaper wines, which were actually the expensive ones.
And after that description, they found it very, very similar, OK, whereby the one the one they perceived to be more expensive, OK, was actually described better. Compared to the cheap ones. And after that, they actually did a MRI scan, the brain as well.
And they found that the pleasure cortex, OK, for people who are describing the wine that is more expensive and better or lit up. So literally, it's not just a psycho psychology thing, OK? It's a biochemistry, there's biochemical changes in actually allowing the particular individual to experience.
More pleasure, OK, by drinking what they perceive as a more expensive wine. OK. So, My question is why should we, and this is a very, very edge question which many people or some people would find it maybe a little bit distasteful.
Why would I want to take away the pleasure of my clients by charging less? Because if they perceive they are paying more. There's more pleasure involved.
Something to think about. Do you value more expensive things or free things? Do you value a free webinar compared to a course you pay £2000 for?
The free webinar, you may not even attend, it's free anyway. The 2000 pound course, you'll be sitting down, taking notes very, very carefully. Go figure, even if the webinar is exactly the same, the webinar and the course are the same.
So, It is not as difficult as you thought if you're actually solving the problem. If you solve their problem, people will pay more to get away from pain than to enjoy pleasure. So, solve the problem, show the value.
If you charge more, it's easy to work with because you've got more leeway, you've got more things you can do because of how much you're charging. You don't have to skim and save because you can't afford an extra bus to collar because you charged against so cheap already. As a vet, if I charge more, I am more motivated to give more value.
If my consoles are very, very cheap. And I have limited time. I am just wanting to say, look.
I'm solving your problem right now, it's only 30 pounds. What are you moaning about, so to speak? OK, but you're going to charge £100.
As somebody who is going to provide that value, you're more motivated to give more value because money is a byproduct of value creation. A 50 pound consult, and you, if you use 50 consult consults and you're gonna charge £100 you can ask yourself very clearly, how am I going to justify this 100 pounds to charge for it? If you're comfortable, great.
If you're not, that's why most people cannot charge more. You will charge more, more value can be given because it's covered compared to working with very very little amount. And we charge more, we have maximum positive expectancy from the client.
They're looking for the good things. They're looking for why are you more expensive and we show them the value, the value that they want, they're more easily seen, and they, they can see the value more easily just like the barbershop. And also increase satisfaction all around for the client because they see the value for you because you're making the money and you are motivated to give more value, making yourself a more valuable person for the animal, that's what we're here for.
To help. So, in summary, Remember that your salary is only possible because of the goods and services sold by the practise, nothing else. I say this again, your salary is only possible by the goods and services sold by the practise.
Nothing else is giving you the salary. There's no trust fund. There's no charitable organisation.
If the goods and services are not sold by the practise, they don't generate the money, there's no money to pay you. Your salary is a byproduct of how much value you create. And there are many ways to earn the same the same amount of money, make sure that your way is helping you and not actually causing you to burn out.
Remember, you need to be the person to do what is needed to have what you want. Stop asking how. Actually be that person.
How it's very easy you can ask for more money, but are you that person to be able to ask for more money? To negotiate a salary, to negotiate holidays. And understand that you are in charge of your income.
Be sure to act like it. Do not allow your income to be depicted by the environment. You are in charge of it.
If not you, then who? And always remember, you're an incredible person in an incredible profession, this vet profession business, no other professions, bar none, gives you exposure to huge, to, to people in the most vulnerable state with their relation to share their relationship with their pet and being their guardians and things like that. So, you're an incredible person, and incredible profession.
Please do send all feedback, OK. How did this course make you feel part one, part two? Did it make you feel empowered?
Did it make you feel demoralised? Did it just make you feel aware? Did it actually help or did it hinder in what you want to do?
What are your takeaways? From this, do you walk away going, OK, I've learned X Y Z, I'm now comfortable to negotiate my salary, or do you go, Oh my goodness, this course will make me feel even worse. I don't think I can ever negotiate my salary again.
What are your takeaways? What have you learned? What will you remember?
What would you tell someone if they were thinking of attending this course? Please do email your feedback to myself, Dr. Lennonu at gmail.com with your age, job, and location.
That would be very, very helpful. And I'll be very, very grateful. And be sure to comment and share with your friends in social media about this course.
Thank you very much for your time and attention, and I truly wish you the best in all your Undertakings and salary negotiation. Just to say that any questions, please do direct to myself, Dr. Leonard Fu at gmail.com.
This book, Vet for Life is also available on Amazon, in Kindle, Paperback, and Audible. It contains all the information we have discussed. In the last, in the last two sort of, webinars, part one and part two, of how to negotiate a salary, and so much more insight there talking about how to vet for life, without burning out.
And these are all sort of non-clinical, what I consider as non, sort of clinical essentials that you need to know. With that in mind, thank you very much and I hope to see you at some point in time.
