Alan Sklover
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Authority on "Negotiating for Yourself at Work™". Expert
Alan Sklover Quick Facts
Alan L. Sklover, Founding Member of Sklover & Donath, LLC and Founder of Sklover Working Wisdom, empowers employees worldwide to stand up for themselves at work.
From his offices in New York City’s Rockefeller Center, Alan has devoted his 28 years of professional life to counseling and representing employees worldwide on how to negotiate and navigate for job security and career success. Mr. Sklover’s practice concentration is in the negotiation of senior executive employment, compensation and severance agreements, and in counseling senior executives in career navigation.
As a noted authority on workplace negotiations, Alan has appeared on many media outlets, including CNN, CNBC, National Public Radio, Bloomberg Business Radio, and Court TV. He is frequently quoted by such leading publications as The New York Times, The Wall Street journal, Business Week Magazine, Money Magazine, and The New York Post.
Alan is also the author of a number of books and articles, including the most popular text on severance negotiating, “Fired, Downsized, or Laid Off – What Your Employer Does Not Want You to Know About How to Fight Back.” (H.Holt, Publ., 2000)
Learn the trade secrets and 'uncommon common sense' of Atto ey Alan L. Sklover, the leading authority on "Negotiating for Yourself at Work™" at http://skloverworkingwisdom.com.
Articles by this expert
SelfGrowth articles and saved writing connected to this expert.
Article
Bonus or Raise Disappointing? Consider These Alte ative Forms of Compensation
CASE HISTORY: An employee, we will call Brad for the purposes of this article, called us in late December, "fuming," to put it mildly. Two weeks earlier, he had received word that his annual bonus for the recently-completed fiscal year would be 20% lower than his last year's bonus, despite his business group's "numbers" being up 40%. In his six years with his employer, a top-shelf investment banking firm in Chicago, he'd never been treated this way before. To Brad, this was inexplicable, and a serious breach of faith. He could barely contain his anger.
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When Office-Negotiating, Put the Power of Purpose in Your Pocket
ACTUAL CASE HISTORY: Edward, a 59-year-old insurance executive, came to see me with two tremendous problems: of greatest immediacy, he was being pushed out of his job by an acerbic, dishonest boss who wanted to give Edward's job to one of the boss's buddies from a different insurance company. Day in and day out, Edward's boss would set him up to fail, and then publicly humiliate him for it. Edward was becoming a nervous wreck. At home, though, Edward faced a problem of even greater magnitude: his wife was battling both cancer and depression. The weight on Edward's shoulders was crushing.
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Facing Merger or Sale of Your Employer? Here's Fourteen Smart Steps
ACTUAL CASE HISTORY: I left my last law firm employment about 25 years ago. I left because I just didn't see the law firm having much of a future. The reason was that younger partners were not permitted to bring in their own clients. Instead, they were assured that they would "inherit" the significant clients of the law firm when they became senior partners, just as the then-senior partners had done. It didn't make sense to me, and I didn't trust it. That was one of the major reasons I left to form my own firm.
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Twelve Steps to Negotiating a Bridge to Retirement
ACTUAL CASE HISTORY: Alex had been employed in the Information Technology ("I.T.") department of a large insurance company for 20 years. At 54 years of age, he was looking forward to retirement in just a few years. His wife, Barbara, had recently retired as a school teacher in a private school, and the two looked forward to traveling and spending more time with their grandchildren.
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With Your Boss, It Pays (and Pays Big) to Be Tactically
ACTUAL CASE HISTORY: Martin, a senior manager of computer sales, was in a quandry: through a recruiter, he'd been offered a position as a Regional Sales Director by his company's direct competitor. Though the position was clearly a step up, and offered a higher commission structure than he had, he felt a strong loyalty to both his mentor, Harold, and to his company, as he'd always been treated well, and with honesty.
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Hidden Handcuffs - Watch Out for Buried and Disguised Non-Compete Agreements
CASE HISTORY: "Objection!" I bellowed, "My client is not an atto ey, and so his understanding of the law is irrelevant to the issues before this arbitration panel." "Objection overruled," the arbitration panel chairman immediately shot back. "What is in writing, and therefore binding on your client is, indeed, relevant. Now, Ms. Downey, proceed with your questioning." I sat down.
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When Leaving Your Job, How to Take Your Colleagues With You
CASE HISTORY: Martina's skills, education, experience and personality all combined to elevate Martina into an enviable position. A naturally outgoing personality, an MBA in Marketing, and a background in biology together formed a rock solid platform for her role as Chief Innovation Officer at a growing biotechnology firm. For Martina, her job was fun, fulfilling and full of future growth potential.
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Expatriate Assignments - The 18 Mandatory Requests
ACTUAL CASE HISTORY: Dennis was considered a rising star in the field of financial management software. At 39, he'd risen steadily over the years, and now worked for the third largest financial management software distributor in the U.S. As his company's National Sales Manager, he had taken company sales higher and higher for four years straight. He'd also expanded sales into the area of financial management for non-profit organizations, a fast-growing niche. His future seemed very bright.
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Negotiating Employment With a Private Equity Firm - 7 Surprises to Expect
ACTUAL CASE HISTORY: Fourteen years of hard work had paid off for Enrique: he'd risen to Executive Vice President of a privately-held firm that was one of the country's largest providers of continuing medical education for surgeons. He was number two to the firm's founder, and the only non-family member among the senior-most executives. Enrique was considered by all to be a good prospect to run the company one day. The founder, who was 64, had been speaking of retiring for some time.
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Negotiating Stock, Options, Etc., in a Very Relative Way
CASE HISTORY: Evan, a biomedical research scientist with a large pharmaceutical company, was recruited by a fellow biomedical scientist to join him in running a start-up biotech firm. The biotech firm, funded by venture capitalists, was engaged in cutting-edge research on two promising drugs. The work was interesting, the pay was good, but something they offered was especially enticing: an ownership interest in the firm. This was the first time Evan had been close to an opportunity to really "make it big" if things went well.
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Commissions: What Happens When You Leave?
ACTUAL CASE HISTORY: Walter was a 41-year-old ophthalmologist who'd previously worked for a large New Jersey hospital for nine years. He'd recently moved on to open his own private practice. In his hospital job, he'd worked especially hard the last six months, so he'd have a cushion of extra income when he started his own practice. He came to us with a fairly common problem: after leaving his former job, he'd encountered difficulties getting paid the "commissions" the hospital owed him. Though he tried on his own to get the hospital to pay him, he now sought our help.
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Kids Are the Best Negotiators - Learn From Them
ACTUAL CASE HISTORY: A few weeks ago, my son, Sam, 13, called me at the office with an urgent tone to his voice. "Dad," he said, "you know that hiking watch we saw at the ski shop... the one that costs only $120? Well, I really want it" "Oh, really," I responded, "I want my own jet airplane, too...I don't have that, do I?" Sam is not someone who's easily deterred, "Well, you can always fly on a regular airplane... I don't even have a watch that's waterproof that I can use for hiking. I need that watch." My next response was automatic: "I need a vacation, too.
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