The 10 Commandments of Executive Negotiation
The proven principles that separate executives who command their worth from those who accept what's offered.
You don't get what you deserve, you get what you negotiate.
But most executives approach negotiation backwards.
They focus on proving their worth instead of controlling the process. They share information when they should gather it. They react to timelines instead of set them. They negotiate from fear instead of from power.
The difference between extraordinary compensation and settling for less isn't usually your track record—it's understanding that negotiation operates on two fundamental principles: information and timing.
Master these, and your compensation gains will follow.
Ignore them, and watch as oftentimes less qualified candidates command packages you thought were impossible.
Right now, someone with half your experience makes twice your salary.
Not because they're better at their job, but because they're better at negotiation. They understand that every conversation shapes their position, every piece of information shared or withheld shifts the balance, and every timeline accepted or challenged determines the outcome.
Or they just got lucky. You decide.
What follows are 10 commandments that will transform how you approach negotiation.
These are the proven principles that separate executives who get what they want from those who take what they're offered.
Today's commandments work because they address the psychology of negotiation, not just the tactics. They recognize that every interaction shapes your position, that information flow determines power, and that timing beats talent when talent doesn't control timing.
Break these laws at your own risk.
Follow them, and join the executives who understand that negotiation isn't something that happens to you—it's something you orchestrate from the first moment of contact.
Today, we’ll discuss the following negotiation principles:
How to control information flow to build leverage from day one
The exact scripts that deflect salary questions while you gather intelligence
Why timing beats talent
When to walk away and how to know you mean it
Let's make sure you never leave money on the table again.
The Ceiling You Can't See
For years, I thought I was a negotiation master. In my early twenties, I secured massive percentage increases and felt unstoppable when companies bent to my demands.
I was completely deluded about what winning actually meant.
Growing up lower class had wired faulty programming into my brain about money. What felt like massive victories were actually me negotiating within artificially low ranges—ceilings I'd built in my own mind before ever walking into a room.
The wake-up call came when I started working with more successful executives.
I'd watch a VP casually turn down what I considered dream salaries because the equity package wasn't compelling. I'd see executives negotiate signing bonuses that exceeded my entire annual salary—5 times over.
That's when I realized these weren't negotiations. They were conversations between people who understood their real market value.
Then I watched the same pattern repeat at every level.
The VP who felt like a champion for commanding premium salaries was actually underpaid compared to peers. The executive celebrating their signing bonus had unknowingly left significantly more on the table.
Each level up reveals new psychological barriers.
The limiting beliefs compound as you climb. What stops a $100K manager from reaching $150K isn't different from what stops a $400K VP from reaching $600K. The numbers change, but the self-imposed ceilings remain.
I can spot these patterns now because I've lived them at multiple levels.
The $300K executive thrilled to hit $350K while their peer commands $500K for similar work.
The startup VP accepting standard terms while someone else negotiates founder-level equity.
The C-suite leader grateful for any offer while their replacement will demand double.
The ten principles that follow aren't a formal framework. They're simply what runs through my mind when I advise executives through high-stakes moments. The mental checklist that helps break through those invisible barriers.
Your biggest negotiation obstacle isn't the company across the table. It's the voice in your head that whispers 'be realistic' instead of 'command what you're worth.'
I. Thou Shalt Study The Fundamentals
Negotiation starts the moment someone knows your name. Not when they present an offer.
Most executives believe negotiation begins during the compensation discussion. This misconception costs them tens or hundreds of thousands before they even walk through the door.
Every Google search, every LinkedIn view, every casual conversation with a recruiter shapes how companies value you.
Negotiation boils down to information and timing.
Three factors determine your leverage before you speak a single word:
The direct information you voluntarily share online. Your LinkedIn profile, your public posts, your company bio—all broadcast signals about your value and expectations. Smart executives audit their digital footprint before any job search. They know that recruiters mine these sources to anchor your worth before first contact.
The direct information you receive through research or conversation. Every interaction offers intelligence if you listen. When recruiters mention other candidates, when hiring managers describe challenges, when employees discuss culture—these moments reveal what matters and what pays.
The timing of when this information becomes known. Share your current salary, and you lower your ceiling. Reveal your other opportunities too late, and you lose leverage. The sequence matters as much as the substance.
Before any conversation, audit what the world knows about you. Search your name. Review your profiles. Check your previous company's website. Remove or update anything that weakens your position. Add elements that strengthen it.
Then research who you'll meet. Study their background, their challenges, their recent hires.
Read between the lines of job postings. Notice what problems they emphasize and what qualities they value. This intelligence shapes every conversation that follows.
Information asymmetry creates power in negotiation.
The person who knows more while revealing less controls the outcome.
Start gathering intelligence from the first moment of contact. Ask recruiters about their timeline, their process, their other candidates.
Listen to what they emphasize and what they avoid.
Every early conversation is reconnaissance disguised as rapport.
While they assess your interest, you map their priorities. While they gauge your experience, you uncover their constraints. This information compounds throughout the process, building toward the moment when compensation finally surfaces.
Control what information flows out. Maximize what information flows in.
Ensure that time flows to your advantage by controlling the process. For example, share your availability sparingly to reveal scarcity and value to your time, slow hiring processes down when others are in a rush, and don’t be hyper quick to respond to inquiries unless warranted.
Top executives recognize when urgency is warranted or simply a tactic.
II. Thou Shalt Not Share Salary Expectations
Never be so sure of your worth that you wouldn't accept more.
The most expensive mistake in executive negotiation happens when you answer "What are your salary expectations?"
This single question costs executives millions over their careers. Yet most answer reflexively, anchoring their entire negotiation at a number that becomes their ceiling, not their floor.
Companies that ask for salary expectations early rarely pay top dollar.
They fish for numbers to find candidates who undervalue themselves. The best-paying organizations and executive recruiters focus on fit first, compensation second.
They know that haggling over expectations upfront repels top talent.
When pressed for salary expectations, deflect with confidence. You have three proven responses that maintain rapport while protecting your position:
The Partnership Deflection: "I appreciate you asking. I'd like to understand more about the role and how I can contribute before we discuss compensation. At this point, I'm confident that if we find a strong mutual fit, we'll agree on a package that works for both of us."
The Reverse Inquiry: "I understand you need to ensure we're in the same ballpark. What range has the company budgeted for this role?"
The Context Redirect: "Compensation is important, but it's just one component of the right opportunity. I'm more interested in the scope of impact and growth potential. Can you tell me more about what success looks like in this role?"
These scripts work because they acknowledge the question without answering it. You demonstrate emotional intelligence by recognizing their need while protecting your negotiating position.
If recruiters persist (and some will) maintain your stance.
"I understand that this is important to you, but I will only discuss compensation once I’ve received a written offer. My experience shows this leads to better outcomes for everyone."
Professionals respect professionals who know their worth.
The anchor effect in negotiation is powerful and persistent. The first number spoken shapes every subsequent discussion. When you share expectations first, you create a reference point that limits possibilities. When they share first, you gain invaluable intelligence about their range and flexibility.
Remember: Your goal isn't to hide from the compensation conversation. Your goal is to have that conversation from a position of maximum leverage—after they've decided you're the person they need.
Every number you don't share early is an opportunity to exceed it later.
III. Thou Shalt Love Thy Competition
Your competition holds the keys to your next salary increase.
Most executives view other candidates as threats to eliminate. This scarcity mindset blinds them to a powerful truth.
Your competition provides the intelligence you need to maximize your package. They know the questions being asked, the compensation being offered, and the timelines in play.
Competition is your extended eyes and ears.
Building relationships (specifically those with complimentary roles) in your industry isn't just good networking—it's essential market research. These connections become your intelligence network, sharing insights about compensation ranges, interview processes, and company cultures that no recruiter will reveal.
Start with current colleagues who've recently changed roles.
Ask specific questions:
What surprised them about the process?
How did compensation discussions unfold?
What would they do differently?
These conversations reveal patterns that shape your approach.
Join executive groups in your industry.
Not for the happy hour photos, but for the candid conversations about compensation and opportunities.
When someone lands a new role, reach out privately to congratulate them. Most executives are happy to share their experience when approached with real interest.
The key to gathering competitive intelligence is reciprocity.
Share your own experiences and insights freely. Become known as someone who helps others navigate career transitions. This reputation attracts information that would otherwise stay hidden.
When interviewing, use your competition strategically.
Ask interviewers: "What qualities are you seeing in other candidates that excite you?" Their answer reveals what they value and what they feel they might be missing.
Ask: "How does my background compare to others you're considering?" This positions you to address any gaps.
Never disparage other candidates.
Instead, acknowledge the strong market: "I imagine you're seeing impressive candidates for this role. What specific challenges are you hoping the right person will solve?" This frames the conversation around value, not comparison.
Your competition also provides leverage through timing.
When you know others are progressing through interviews, you understand the company's urgency. When peers share offer details, you gain ammunition for your own negotiations.
The executive market is smaller than most realize.
Today's competitor might be tomorrow's hiring manager. Build relationships that transcend individual opportunities. Share information that helps everyone negotiate better.
Remember: A rising tide lifts all ships. When executives share intelligence and support each other's negotiations, everyone wins (except companies trying to underpay for talent).
When you learn of other’s benchmarks, ask yourself, “What would it take to increase this 30, 50, or 100%? What’s the chance I could show up like that?”
IV. Thou Shalt Not Covet Thy Competition's Job
The grass isn’t greener on the other side. It’s greener where you water it.
Every executive seems to know someone who landed the "perfect" role.
These stories seduce you into chasing mirages instead of building real value where you stand.
Your career isn't a race against others. It's a negotiation with yourself about what matters most.
The executive making $2 million might work 80-hour weeks, miss every family dinner, and report to a toxic board. The one with the prestigious title might have no actual authority. The startup equity millionaire might be one funding round from worthless paper.
Define success on your terms.
Before any negotiation, clarify your non-negotiables:
How many hours will you actually work?
How much travel can you sustain?
What kind of culture energizes versus drains you?
Which skills do you want to develop?
What legacy do you want to build?
These answers matter more than any salary comparison. They determine whether you'll thrive or merely survive in the role you negotiate.
Sometimes the best negotiation is the one you don't pursue.
That "amazing" opportunity your peer landed might be a poor fit for your life. Their win doesn't diminish your path. Their package doesn't define your worth.
When peers share their wins, celebrate genuinely, then return to your own scorecard.
Ask yourself: "Does this change what I value? Does this alter my goals?"
Usually, the answer is no. Their success simply provides market data, not life direction.
The comparison trap kills your negotiation leverage.
When you covet someone else's role, you negotiate from want instead of worth. You make concessions to match their title. You accept trade-offs to hit their number. You lose sight of what actually drives your satisfaction.
Set your own benchmarks:
Revenue impact you want to create
Team size that optimizes your leadership style
Equity stake that matches your risk tolerance
Work flexibility that supports your life
Learning opportunities that fuel your growth
Negotiate for the life you want, not the role you think you should want.
Sometimes that means taking less money for more freedom. Sometimes it means passing on prestige for better culture. Sometimes it means building where you are instead of chasing what glitters elsewhere.
Maybe everything right now is exactly as it is supposed to be—and that’s okay.
The most powerful negotiation position comes from clarity about what you actually want. When you stop coveting and start creating, you negotiate from strength, not envy.
V. Thou Shalt Not Spill The Beans
The achievements you're most proud of might be the ones that kill your negotiation.
Executives love to showcase their wins.
The turnaround that saved the company. The team that broke every record. The product that changed the market. But oversharing your past victories can trap you in roles that repeat history instead of writing your future.
When you lead with past accomplishments, you invite more of the same.
Talk extensively about fixing broken sales teams, and guess what role they'll offer? Share your expertise in cost-cutting transformations, and watch them position you as their hatchet.
Your impressive track record becomes your typecasting.
Control your narrative strategically. Instead of listing what you've done, paint pictures of what you'll create.
When interviewers dig into your past (and they will) keep your answers brief and bridge to the future. "Yes, I led that turnaround. What excites me now is building something from a position of strength. Tell me about your growth plans." This pivot keeps you out of the past performance box.
The most dangerous oversharing happens early.
Casual conversations with recruiters, preliminary calls with hiring managers, coffee chats with potential colleagues—these moments feel informal but carry weight. Every detail you share becomes data they use to slot you into their predetermined needs.
Practice strategic disclosure.
Share enough to establish credibility, not enough to pigeonhole yourself. Give them a table of contents, not the whole book. Let them discover depths through the interview process rather than drowning them upfront.
Watch for fishing expeditions disguised as friendly chat:
"Walk me through your background"
"What are you most proud of?"
"Tell me about your biggest win"
Answer these questions, but on your terms.
Focus on capabilities and approaches rather than specific situations. Emphasize your range rather than your specialty. Show them a leader who adapts rather than one who repeats.
Remember: You're not interviewing for your last job. You're negotiating for your next chapter. The less you anchor them in your past, the more they can imagine your future impact.
Every story you don't tell is space for you to write a better one.
VI. Thou Shalt Mine Even More Information
Information is your negotiation currency. Spend it wisely, collect it relentlessly.
Managers can get away with half-ass research.
You cannot.
The difference between good and great compensation often lies in intelligence others miss—the recent failed hire they don't mention, the competing project that threatens funding, the board member who champions your expertise.
Every public source holds clues about your leverage. Start with the basics, then dig deeper:
Company intelligence: Annual reports reveal more than financials. Read between the lines for strategic shifts, resource constraints, and leadership priorities. Press releases announce what they want you to know. SEC filings reveal what they have to disclose. The gap between these tells the real story.
People intelligence: LinkedIn shows who's joining, who's leaving, and who's been promoted. Glassdoor reveals culture through complaints. Twitter and podcasts capture executives speaking candidly. Map the power structure. Meaning, know who has budget authority, who influences decisions, who desperately needs your skills.
Market intelligence: Study their competitors' moves. If rivals are poaching talent or launching initiatives, your target company feels pressure. This urgency translates to flexibility in negotiations. Know what keeps them awake at night.
Transform interviews into intelligence operations. While they evaluate you, you map their reality. Ask questions that reveal more than they intend:
"What's the real reason this role is open?" Surface whether it's growth, replacement, or transformation.
"What would make someone fail in this position?" Understand hidden challenges and political dynamics.
"How does this role's success impact your personal goals?" Connect your value to their incentives.
Listen for what they don't say.
Vague answers about budgets suggest flexibility. Defensive responses about culture indicate problems. Enthusiasm about specific initiatives reveals where resources flow.
Mine information from everyone you meet.
Executive assistants know schedules and pressures. Team members reveal daily realities. Cross-functional partners expose collaboration challenges. Each conversation adds pieces to your negotiation puzzle.
The research investment pays exponentially. Spend 20 hours gathering intelligence to gain $200,000 in compensation.
Know their BATNA (best alternative to negotiated agreement) better than they do. Understand their constraints, timelines, and alternatives.
Document everything.
Create a dossier on the company, role, and players. Reference this intelligence strategically during negotiations. When you demonstrate deep understanding of their business, you shift from candidate to consultant.
Remember: In negotiation, the person with the most information usually wins. Make sure that person is you.
VII. Thou Shalt Read Between The Lines
What they don't say reveals more than what they do.
Every organization wears its Sunday best during interviews.
The dysfunction hides behind polished presentations. The politics lurk beneath cordial conversations. The real culture emerges only when you know where to look and how to listen.
Master executives read the unspoken signals.
They notice when simple questions trigger defensive responses. They clock when enthusiasm suddenly dims. They feel when the energy in the room shifts. These moments expose truths that no recruiter will volunteer.
Watch for red flags disguised as positives:
"We work hard and play hard" = burnout culture with mandatory fun
"We're like a family here" = boundary issues and guilt-based retention
"Entrepreneurial environment" = chaos without structure
"Wear many hats" = understaffed with unclear roles
"Fast-paced atmosphere" = unrealistic deadlines as standard
Ask questions that pierce the veneer:
"What happened to the last person in this role?" Evasive answers suggest problems. Clear explanations build confidence.
"What's your least favorite part about working here?" How they handle this reveals whether honesty is actually valued.
"Describe a typical week in this role." Listen for impossible expectations and after-hours demands.
Body language speaks volumes. Do they maintain eye contact when discussing culture? Do they shift uncomfortably at certain topics? Do team members seem genuinely engaged or carefully rehearsed?
Pay attention to logistics.
Disorganized interview processes predict chaotic operations. Rushed timelines suggest desperation. Multiple reschedulings reveal priority problems. How they treat your time previews how they'll value it later.
Notice who you don't meet.
If they hide key stakeholders or limit team exposure, ask why. Companies confident in their culture showcase their people. Those managing perception carefully control access.
Trust your instincts. That uneasy feeling during the facilities tour matters. The forced laughter at the CEO's jokes signals something. The exhausted faces in the hallway tell stories. Your gut processes signals your conscious mind might miss.
When something feels off, probe deeper. "That's interesting, tell me more" often unlocks truth. Silence after their answer invites elaboration. Professional curiosity uncovers what polish attempts to hide.
Remember: Every company has challenges. Your job isn't finding perfection but understanding reality. When you read between the lines accurately, you negotiate with full knowledge (or walk away before the lines blur).
All of the negative traits you discover become hesitations and leverage for your negotiation. Don’t gaslight yourself during due diligence.
VIII. Thou Shalt Be The G.O.A.T
Position yourself as the only solution, not just the best candidate.
Supply and demand governs every negotiation. When multiple candidates could fill the role, you're a commodity. When only you can solve their specific challenge, you name your price.
The difference isn't your resume, it's how you position your relevance.
Most executives sell their experience. Masters sell the future. They make themselves irreplaceable before compensation discussions begin. They create psychological commitment that transcends logical comparison.
Use strategic questions to build your unique position:
"Have you considered hiring two mid-level people instead of one senior executive?" Let them articulate why they need someone at your level. Their answer becomes your value foundation.
"What specific challenges require someone with my exact background?" Watch them connect dots between their needs and your expertise. They convince themselves you're essential.
"Why did you reach out to me specifically?" Their response reveals what sets you apart. Reference these points throughout negotiations.
Create distance from alternatives without disparaging anyone.
"Given the unique combination of scaling SaaS businesses and navigating regulatory challenges, how many candidates bring both perspectives?" This frames your value as rare, not just good.
Paint scenarios only you can navigate.
"When the EU regulations hit next quarter while you're mid-expansion, you'll need someone who's been through this before." Make your absence feel risky.
Demonstrate understanding they haven't seen elsewhere.
Reference challenges they haven't mentioned.
Connect dots they haven't drawn.
Show preparation that surpasses other candidates.
When you reveal depths others miss, you shift from option to answer.
Build champions throughout the process.
Every interviewer who says "We need you" strengthens your position. Create advocates by solving their individual problems, not just the company's challenges. Make multiple people fear losing you to competitors.
The psychology matters more than logic.
Companies talk themselves into paying premiums for perceived perfect fits. Your job is crafting that perception through every interaction. When they believe you're the only one who truly "gets it," price becomes secondary to securing you.
Never explicitly claim you're the only option—guide them to reach that conclusion. Guide them there through questions, insights, and demonstrated value that feels impossible to replicate.
You're not competing against others. You're creating a category of one.
IX. Thou Shalt Be Time's Puppeteer
Control the clock, control the deal.
Organizations spend months preparing to hire. They analyze needs, secure budgets, align stakeholders, and interview dozens. Then they hand you an offer and expect a decision in… 48 hours?!
This manufactured urgency is negotiation theater designed to limit your leverage.
Reject the timeline.
You're making a multi-year commitment that affects your career trajectory, family stability, and financial future. That deserves more than a weekend's consideration. Companies that balk at reasonable time requests reveal their true colors.
When offers arrive, respond strategically:
"Thank you for this offer. I'm excited about the opportunity and want to give it the consideration it deserves. I'll review everything carefully and reconnect with you on [specific date 5-7 days out]."
This buys time without seeming difficult. You demonstrate professionalism while establishing control.
Use time to build leverage:
Accelerate other opportunities in your pipeline
Gather intelligence from your network about the role
Research comparable compensation packages
Consult with advisors who understand your worth
Let the company's eagerness intensify
The first 72 hours after making an offer, companies feel confident.
After a week, doubt creeps in.
Did we offer enough?
Are they considering other options?
Should we sweeten the deal?
Time transforms their certainty into flexibility.
Manage multiple timelines like a conductor. When Company A makes an offer, inform Company B: "I wanted you to know I've received another offer. I remain very interested in your opportunity. Where are we in your process?"
This creates urgency without ultimatums.
I do advise you be careful with this one, there are a lot of nuances to consider when informing about offers and creating a bidding war.
Never reveal your true timeline—or better yet, don’t have one.
If you have two weeks to decide, say you need a few days to think. If another offer expires Friday, mention you have "other considerations" without specifics. Ambiguity maintains your power.
Watch for pressure tactics:
"We have other strong candidates waiting"
"This offer expires at midnight"
"The budget might change if you wait"
These are rarely true. Companies that want you will wait. Those that won't were never invested in you specifically.
Slow everything down.
Read contracts word by word. Ask clarifying questions about benefits, equity vesting, and role expectations. Each interaction extends your control while demonstrating thoroughness.
Remember: You're a supply of one. They have deadlines. You have decisions. The person who controls time controls terms.
X. Thou Shalt Never Show Thy Hand
Your strongest power is walking away—but only if you mean it.
The negotiation doesn't end when you sign. How you conclude shapes future negotiations, internal dynamics, and your reputation in a surprisingly small executive world. Victory laps destroy relationships. Revealed compromises weaken future positions.
Never disclose what you would have accepted.
That throwaway comment, "I would have taken 20% less" becomes ammunition in next year's review. Your new boss remembers. HR documents. Future negotiations start from your revealed floor, not your achieved ceiling.
And yes, I have seen this happen more than a few times.
Maintain strategic ambiguity even after success.
When colleagues fish for details, stay vague: "We found a package that works for everyone." When recruiters probe for future negotiations, deflect: "I'm focused on delivering value in my current role."
The golf follow-through analogy applies perfectly.
Your swing continues after contact, determining ball flight. Your negotiation continues after agreement, determining the relationship trajectory.
Strike the ball cleanly, then follow through with grace.
Build bridges, don't burn them.
Thank everyone involved in the process. Acknowledge their professionalism. Express genuine excitement about contributing. The hiring manager who stretched the budget becomes your champion. The HR partner who found creative solutions becomes your ally.
Set up your next negotiation immediately.
Document your agreed-upon goals, metrics, and growth trajectory. Establish review timelines. Create accountability that positions you for future conversations from strength.
Develop your walk-away power before you need it. The executive who can genuinely decline offers negotiates from abundance, not scarcity.
This means:
Maintaining market visibility even when happy
Building multiple revenue streams
Creating value that transcends any single role
Knowing your worth independently of others' opinions
Practice small walk-aways to build the muscle. Decline lowball consulting offers. Pass on advisory roles that undervalue your time. Turn down speaking engagements that don't meet your standards.
Each "no" strengthens your ability to walk when it matters most.
The word "no" gives you unlimited power, but only when it’s real.
Bluffing destroys credibility. Empty threats backfire. But genuine willingness to walk away transforms every negotiation.
Your reputation compounds across negotiations.
Today's graceful conclusion becomes tomorrow's leverage. Executives talk. Industries are small. How you handle success matters as much as achieving it.
The best negotiators win without anyone feeling like they lost.
Master this final commandment, and you'll negotiate successfully throughout your career, not just in single transactions.
Conclusion
You now hold 10 commandments that transform how compensation gets negotiated at the highest levels.
These aren't suggestions or best practices.
They're the laws that govern every executive negotiation, whether participants recognize them or not.
Information and timing determine outcomes. Control these, and compensation follows.
Ignore them, and watch others claim packages you deserved.
The executives who master these principles share common traits.
They gather intelligence while others share credentials.
They control timelines while others meet deadlines.
They create unique value while others compete on commoditized skills.
They know when to walk away while others grasp at any offer.
Most importantly, they understand that negotiation isn't an event. Rather, it's an orchestration that begins the moment someone learns your name.
Start with one commandment.
Pick the one that challenges your current approach most. If you reflexively share salary expectations, practice deflection scripts until they feel natural. If you negotiate in isolation, build your intelligence network. If you rush decisions under pressure, start controlling timelines.
Small changes compound into massive differences.
The executive who implements even half these principles will out-negotiate those who rely on experience alone.
The one who masters all 10 operates in a different league entirely.
Your competition already uses these tactics. While you evaluate whether these principles apply to your situation, they're positioning themselves as irreplaceable. While you consider timing, they're controlling it. While you hope for fair treatment, they're ensuring it.
The choice is yours.
Continue negotiating from your resume and accepting what's offered. Or implement these commandments and command what you're worth.
You should never be so sure of your worth that you wouldn't accept more.
Now stop leaving money on the table.
Need help applying this? Upgrade to paid for monthly live sessions with Jacob.
Stay fearless, friends.
Good stuff Jacob!
Great read!!