Role negotiation can result in an interpersonal agreement that is mutually binding and that has provisions for enhancing the efficiency of both supervisors and employees. Issues for negotiations must be behaviorally stated and relevant to job performance and job satisfaction. When two people decide to role negotiate, they should set the date for the negotiation interview a week or two in advance. This gives both sides time to think about their wants and time to complete an issues diagnosis form. Some concessions resulting from role negotiations may be easy to make, others require more creativity, and some may be highly reciprocal in nature. Key to role negotiation are a positive orientation to the negotiation process and an attitude of good faith on the part of negotiators. A time-saving alternative to one-on-one role negotiation is group role negotiation. Group role negotiation works best if the supervisor begins by scheduling a meeting to explain the need and expected benefits. Once the reason for role negotiation is clear, the supervisor should call on a spokesperson or elected facilitator to lead the actual discussion. One-on-one role negotiation is a useful addition to annual performance appraisals, and group role negotiation is of great value in leadership transitions. The unique benefits of role negotiation in the supervisor-employee relationship are considered. An appendix contains the issue diagnosis form.