How should you answer the salary question at the end of your interview? A top leadership expert has the insights:

For most candidates, the salary question feels like the riskiest moment in an interview: tense, awkward, and full of second-guessing. Many approach it defensively, often lowballing out of fear, or naming an overly-ambitious figure without foundation. But understanding what the question is really seeking to gauge is key to turning it from a potential pitfall into one of the most powerful opportunities to strengthen your candidacy, a leadership expert says.

Advaita Naidoo, Africa MD at Jack Hammer, Africa’s largest executive search firm, says that the salary discussion isn’t a side-issue or a logistical check, but rather one of the most revealing parts of the entire interview.

“The salary question should be viewed and approached as a strategic opportunity that hiring managers use to evaluate not just affordability, but your confidence, commercial acumen, self-worth, and readiness to contribute real value. For this reason, when preparing for interviews, the question of salary warrants as much preparation as any other potential questions that are likely to arise.”

Naidoo says that, instead of evasion or guesswork, candidates must research and determine realistic salary expectations with deliberate and thorough preparation. This preparation includes both the determination of desired salary, as well as the delivery during the interview.

“The difference between a strong response and a weak one is stark. Hesitation, undervaluing yourself, or anchoring on the top of the salary range without justification can signal desperation, poor preparation, or an inflated view of your market position. Conversely, a calm, evidence-based answer – delivered as a thoughtful dialogue rather than a demand – reinforces every other strength you have shown in the room.”

Naidoo notes that with AI-powered benchmarking and formal salary surveys now readily available, candidates can enter the interview room much better informed than in the past. Even when the exact range can’t be pinned down, you can research market data, evaluate your skills and experience against the role, and prepare a thoughtful justification – whether that means recognising you sit in the middle of the band, requesting an adjustment for industry differences (for example if you are moving from a small business or supplier to a larger corporate), or highlighting unique value-add that warrants the higher end.

She says one of the biggest missteps a candidate can make, is to negotiate so aggressively that the employer feels squeezed. “When a company senses they are overpaying from day one, expectations shift. You start on the back foot, with pressure to over-deliver just to prove you were worth it.”

Naidoo says the following practical guidelines can assist candidates to turn the salary discussion to their advantage:

• Frame your response as a reasoned business case, not a personal ask.
• Anchor expectations in objective market data rather than emotion or hope.
• Present a realistic range supported by clear reasoning instead of a single inflexible number.
• Highlight specific value you bring that differentiates you from others at the same level.
• Acknowledge any gaps (experience, industry context) upfront and explain how they are offset by your strengths.
• Position the conversation as collaborative – focused on fair mutual value rather than winning a negotiation.
• Stay composed and concise – let evidence do the persuading, not volume or urgency.
• End by tying your ask directly back to the impact you will deliver in the role.

“The candidates who impress us most are those who treat the salary conversation as a professional dialogue. They come across as commercially astute, self-aware, and ready to deliver value. That’s the difference between being remembered as a strong contender or someone who just quoted a number.

“When candidates justify their expectations with evidence and context, they reinforce their overall candidacy, build credibility, and position themselves as high-value contributors who understand market dynamics and their own worth – often making them far more memorable and attractive than those who simply threw out a figure without explanation.”