Checklist
Bring a criterion, not only a preference
'Because I want it' is a weak benchmark even when both sides say it confidently.
When it fits
- A negotiation is stuck at 'my number versus your number' or competing assertions of fairness.
When to avoid it
- External criteria can be biased, stale or selectively chosen; relevance needs argument, not just citation.
Checklist
- The criterion comes from an identifiable source.
- Its comparison set matches the relevant scope and conditions.
- You can explain why it applies to this negotiation.
- Contrary benchmarks are not silently omitted.
- The criterion informs the package rather than pretending to dictate it automatically.
Why it matters
Identify external criteria that are relevant to the issue: market data, precedent, comparable scope, service levels, cost structure or a shared policy. Explain why the criterion fits this case and invite the other side to propose a better one. The goal is not to find a number with a respectable logo; it is to make the justification inspectable.
An example
Use comparable role scope and market bands as evidence in a compensation discussion rather than citing one unrelated headline salary.
Check your result
A third party can inspect the source and understand why you consider it relevant.
Keep this limit in mind
- External criteria can be biased, stale or selectively chosen; relevance needs argument, not just citation.
Connected ideas
Useful withSet an ambition point separately from the walk-away
Evidence and sources
The Program on Negotiation preparation checklist recommends identifying objective benchmarks, criteria and precedents that support a preferred position.
A benchmark is not neutral merely because it is external; both relevance and source quality need examination.
A Negotiation Preparation Checklist · Question 23