Answer a Lowball with a Reason

WHY IT WORKS

Instant counters turn the negotiation into a tug of war between two numbers. Asking what the offer reflects reveals whether it is based on budget, a misunderstanding of scope, outdated benchmarks or a test of your resolve. Each needs a different response, and the question shows composure.

WHEN TO USE IT

• You receive an offer well below your range.
• You feel the urge to respond immediately with anger or a counter.

WHEN NOT TO USE IT

• The offer is close to your range and a simple counter would close it.
• You have already decided to decline for other reasons.

SIGNALS IT FITS

• The offer is 20% or more below your expectation.
• No reasoning came with the number.

PREPARATION

• Pause before replying; decide not to counter in the first response.
• Prepare your market data or scope reasoning for the second response.

STEP BY STEP

1. Thank them for the offer without accepting it.
2. Ask what the figure is based on.
3. Listen for budget, scope or benchmark reasons.
4. Respond to the reason with data, scope changes or a reasoned counter.

OPENING LINE

“Thank you for the offer. Could you help me understand how you arrived at that figure?”

SCRIPT

Thank you. Before I respond, could you help me understand what the 68,000 is based on? It's below what I've seen for similar roles.

LIKELY RESPONSES & COUNTERS

If they cite a fixed budget

Ask which non-salary terms are flexible and whether the role scope could change.

If they cite internal benchmarks

Share your external data respectfully and ask whether level or title could be revisited.

If they say it's their best and final

Thank them, take time to consider, and decide against your walk-away point.

SECOND MOVE

Once you know the basis, use Anchor First with a Reason for your counter.

FOLLOW-UP

Summarise what you learned and your response in writing within 48 hours.

COMMON MISTAKES

• Countering instantly with your ideal number.
• Treating the lowball as a personal insult.

WALK-AWAY CONDITIONS

• After discussion, the best offer remains below your floor with no movement on other terms.

EXAMPLE (FICTIONAL)

Offered 15,000 for a project she quoted at 25,000, a consultant asked what it was based on. The client had excluded implementation from their estimate. They agreed 22,000 with a reduced implementation phase.

RELATED MOVES

• Move 8: Ask for the Constraint
• Move 31: Anchor First with a Reason
• Move 19: Know Your Walk-Away Point