With The Four Rules of Negotiation now let’s take a deeper look how to approach salary negotiations with new offers or with a position you already hold. All very important tactics and tips for advancing your career as a leader in entertainment.
Timing Matters
Asking for a raise or negotiating your salary isn’t just about how you make your case—it’s also about when you make it. Timing can significantly impact your chances of success. Here are the best moments to bring up salary negotiations and when to hold off.
When You’re Offered a New Job
The best time to negotiate salary is before you accept a job offer. Employers expect some level of negotiation, and once you’ve agreed to a number, it’s much harder to revisit.
Key Strategies:
- Wait until you have a formal offer in hand. Don’t negotiate salary during early interview rounds.
- Express enthusiasm but don’t accept immediately. Say something like, “I’m very excited about this opportunity. Can we discuss the compensation package?”
- Be specific in your counteroffer. Instead of just saying, “Can you do better?”, use data: “Based on my experience level and market rates, I was expecting something closer to X.”
Example: A production manager was offered $65,000 at a new venue but knew from industry research that the standard rate was around $70,000. By expressing excitement about the job while presenting market data, they secured a $5,000 increase before signing.
After a Successful Production or Event
One of the most effective times to ask for a raise is right after you’ve delivered a major success—whether it’s a smooth season, a high-profile production, or an event that exceeded expectations. When leadership is pleased with your work, they’re more likely to be receptive.
Key Strategies:
- Choose a moment when leadership is in a positive mindset. If a show just closed successfully or the season ended on a high note, ride that momentum.
- Tie your request to specific accomplishments. Frame it as: “Given the success of [event/show], I’d love to discuss how my role and compensation align moving forward.”
Example: A stage manager at a large festival successfully handled multiple back-to-back productions, staying under budget and earning praise from the artistic director. They scheduled a meeting right after the festival to discuss a raise and secured a 10% increase.
During Performance Reviews
Many organizations have set times for salary discussions, usually tied to annual or biannual performance reviews. If your company follows this structure, align your request with that timeline.
Key Strategies:
- Prepare your case in advance. Don’t wait until the review meeting to gather your data—start tracking accomplishments months ahead.
- Ask about salary expectations before the review. If your employer doesn’t typically discuss pay during reviews, bring it up beforehand: “I’d love to discuss my compensation during my upcoming review. Is that the right time to have that conversation?”
- Follow up if necessary. If you don’t get a raise immediately, ask for a plan: “What steps can I take to qualify for a raise in the next six months?”
Example: A production manager at a performing arts center knew their annual review was in April. In February, they started tracking all their additional responsibilities and cost-saving measures. By the time of their review, they had a clear case, making it easy for leadership to approve their raise request.
When the Company is Performing Well
If your employer is experiencing financial success—such as record-breaking ticket sales, increased donor funding, or expansion—use that as leverage. Companies are more open to salary increases when they’re in a growth phase.
Key Strategies:
- Be aware of the company’s financial health. If you hear about budget surpluses or expansion plans, it’s a good time to ask.
- Frame your request as a way to contribute to future success. Say something like, “With the company growing, I’d love to discuss how my role evolves and how that’s reflected in my compensation.”
Example: A regional theater received a major grant, allowing them to expand their production schedule. A stage manager used this as an opportunity to negotiate a pay increase, tying it to the additional workload that came with the expansion.
Before Taking on More Responsibility
If you’re being asked to take on additional duties—such as managing more productions, training new hires, or overseeing new technical elements—that’s the perfect time to negotiate your pay.
Key Strategies:
- Negotiate before agreeing to extra work. Say, “I’m happy to take this on, but I’d like to discuss how this impacts my compensation.”
- Get clarity on what’s temporary vs. permanent. If the additional workload is long-term, it should come with a salary adjustment.
- Ask for more than just salary if needed. If a raise isn’t possible immediately, negotiate for a future pay review, title upgrade,
Build a Case with Data
When asking for a raise, saying “I’ve been here a while” or “I work hard” isn’t enough. You need concrete data to back up your request. The more specific and measurable your case, the harder it is for leadership to ignore.
Here’s what kind of data makes the most impact:
- Expanded Responsibilities Beyond Your Job Description
- If you’ve taken on additional duties that weren’t part of your original role, document them. Employers often don’t realize how much extra work employees absorb over time.
High-Impact Data Examples:
- Comparing your original job description to what you currently do.
- Listing specific projects or initiatives you’ve taken on.
- Showing how many additional hours, people, or productions you now manage.
Example: A stage manager was initially hired to run four productions per season. Over time, that number increased to six. By presenting this data—showing a 50% workload increase—they made a strong case for a raise.
Cost Savings You’ve Created
If your work has saved the company money, highlight those numbers. Upper Management loves efficiency, and proving your contributions in financial terms is powerful.
High-Impact Data Examples:
- Showing how a new scheduling system reduced overtime costs.
- Demonstrating how your crew training initiative cut down on errors, reducing equipment damage.
- Calculating the cost of hiring an outside consultant vs. the expertise you provide in-house.
Example: A production manager noticed that the theater was overstaffing crew for load-ins, leading to unnecessary overtime costs. By adjusting scheduling practices, they saved the company $10,000 per season—a compelling reason for a raise.
Revenue or Audience Growth You’ve Contributed To
If your work has increased ticket sales, donor support, or client satisfaction, make sure leadership knows.
High-Impact Data Examples:
- Show how your work improved audience experience, leading to more ticket sales.
- Demonstrate how your smooth production management kept high-profile clients coming back.
- Prove how a new show format or technical innovation increased revenue.
Example: A stage manager at a theme park attraction noticed that show turnarounds were slow, reducing the number of performances per day. After streamlining the transition process, they added two extra shows per day, increasing daily revenue.
Industry Comparisons & Market Data
If peers in similar positions at other venues are making more, that’s powerful leverage. Gather data on salaries for comparable roles in your region.
High-Impact Data Examples:
- Union rates (if applicable) as a benchmark.
- Job postings that list salary ranges.
- Conversations with colleagues in similar venues.
Example: A stage manager at a regional theater learned through industry contacts that other theaters of similar size were paying $200 more per week. Presenting that data helped them negotiate a salary adjustment.
External Recognition & Professional Development
If you’ve gained certifications, industry recognition, or expanded your skill set, show how that adds value to your employer.
High-Impact Data Examples:
- Certifications (OSHA, rigging, first aid, leadership training)
- Awards or industry recognition
- New skills that allow you to take on bigger responsibilities
Example: A production manager completed an advanced rigging certification, reducing the need for an outside rigging consultant. They successfully negotiated a raise by proving they saved the venue thousands of dollars annually.
How to Present Your Data for Maximum Impact
- Keep it concise – A one-page summary or a few key slides in a meeting is more effective than overwhelming leadership with too much information.
- Use numbers and percentages – A 20% increase in workload or $5,000 in cost savings is far more persuasive than vague statements.
- Frame it as a benefit to the company – Instead of “I need a raise,” present it as “My contributions have helped the company achieve X, and I’d like to discuss aligning my compensation with that impact.”
Compare Market Rates & Use External Offers
If you’ve discovered that others in similar positions at comparable venues are making more than you, that’s powerful leverage. Employers want to remain competitive in the industry, and if they’re significantly underpaying, they risk losing talent.
Research Industry Standards
Before approaching leadership, gather concrete data on what others in your field are earning. Look at:
- Union pay scales (if applicable, such as AEA or IATSE contracts).
- Job postings that list salary ranges for similar positions.
- Conversations with colleagues at other venues or touring productions.
- Salary surveys from professional organizations like USITT or SMA.
Example: A stage manager at a regional theater learned that peers at similar venues were making $250 more per week. They compiled this information from job listings and industry contacts and used it to justify their raise request.
Use External Job Offers as Leverage
If another company is offering you a higher salary, you can use this as leverage—if you’re prepared to walk away. Some companies will match or exceed the offer to retain you, while others may not.
How to Approach It:
- Express your commitment to the company but emphasize that the offer reflects your market value.
- Avoid ultimatums. Instead, frame it as an opportunity for a conversation: “I was recently offered X for a similar position, and I wanted to discuss how we can align my compensation with market standards.”
- Be ready to leave if they won’t match or improve your compensation.
Example: A production manager at a performing arts center received an offer from another venue that was $10,000 higher annually. They brought this to their current employer, who ultimately matched the offer to retain them.
Consider the Bigger Picture
If your employer won’t increase your pay, ask what their long-term plan is for salary adjustments. Some companies have structured pay scales that require time-based increases. If that’s the case, get clarity on:
- When your next raise or salary review will happen.
- What benchmarks you need to meet to qualify for a higher salary.
- Whether there are other financial benefits (bonuses, stipends) they can offer instead.
Example: A stage manager at a nonprofit theater was denied a raise but was told they’d be eligible for a 5% pay increase in six months. They documented the agreement and followed up at the scheduled time, ensuring they received the raise.
Negotiating Smartly & Handling Pushback
Not every negotiation will go smoothly. Employers may resist increasing your pay for various reasons, from budget constraints to internal policies. How you handle this pushback can determine whether you eventually get the raise—or end up frustrated.
Common Employer Responses & How to Counter Them:
- “There’s no money in the budget.” Response: “I understand budget constraints, but given my contributions (list them), I’d like to discuss ways to fairly compensate my role. Are there other forms of compensation we can explore, such as additional PTO, professional development funds, or a title change that positions me for future salary growth?”
- “We don’t give raises outside of annual reviews.” Response: “I’d love to align my request with the company’s review cycle. Can we set a timeline now for when my salary can be reconsidered, and outline specific performance goals that would justify an increase?”
- “We pay everyone in this role the same.” Response: “I understand standardization, but I’ve taken on additional responsibilities, including (list them). Given this expanded role, I believe an adjustment is warranted.”
- “We can’t match that external offer.” Response: “I appreciate the transparency. I truly enjoy working here, but I also need to ensure my salary reflects my market value. Can we explore other ways to close the gap, such as a stipend or a bonus structure?”
Stay Professional, But Be Persistent
Your employer may not immediately agree to a raise, but persistence pays off. Even if you get a no today, use it as an opportunity to:
- Secure a future pay review date (and get it in writing).
- Outline performance metrics you can meet for a raise.
- Negotiate for non-monetary benefits in the meantime.
Example: A production manager was denied a raise but negotiated an annual bonus tied to production success metrics. This allowed them to earn additional income without changing their base salary.
Know When to Move On
If your employer refuses to acknowledge your value and won’t negotiate, it may be time to look elsewhere. Your skills are in demand, and another company may be willing to pay what you’re worth. Negotiating your salary isn’t just about the number on your paycheck—it’s about recognizing your value, setting industry standards, and ensuring your long-term financial stability. By preparing with solid data, anticipating employer objections, and knowing when to push or walk away, you can confidently advocate for what you deserve.