How to Ask for a Raise

The worst mistake employers make? Waiting for a resignation to offer a pay rise. By that point it's too late. The damage is already done. As uncomfortable as salary conversations can be (they shouldn't!). You need to advocate for yourself. Your employer won't give you a raise if you don't ask. Here's How to Have a Salary Conversations Like a Pro: 1️⃣ Set Clear Goals with Your Manager ↳ Define what success & progression looks like. ↳ Set KPI's that justify a pay rise later. 2️⃣ Have Regular Conversations About Growth ↳ Don’t wait for the annual review. Check in quarterly. ↳ Ask: “What can I do to be in the best position for a promotion?” Work on a plan together to upskill, get more responsibility & add more value. 3️⃣ Document Your Success ↳ Track wins, metrics & business impact. ↳ Use those numbers in your performance reviews. Instead of “I’ve worked hard” say: “I led [Project] which increased [Metric] by X% and saved Y hours.” 4️⃣ Promote Your Work (Without Bragging) ↳ Don’t assume people know what you've done. ↳ Present updates, share results, speak up in meetings. 5️⃣ Make the Ask (So It Feels Collaborative, Not Demanding) ↳ Timing matters. Make it an agreed time or in line with company reviews. Try: “Based on my contributions in [Project], I’d love to discuss salary progression. What would it take for me to reach [target salary]?” 6️⃣ Leverage the Market (If Necessary) ↳ If nothing is happening internally, go outside. ↳ Get an offer on the table to give you leverage. If your company won’t pay you what you deserve, another one will. Retention is cheaper than recruitment. ♻️ Repost to help people advocate for themselves. 👋🏼 Follow Dan Mian for more career insights.

If you’re hoping to get a raise or promotion in the next few months, the conversation needs to start long before your performance review. One of the biggest mistakes professionals make is waiting until review season to finally advocate for themselves. By then, most decisions have already been influenced by months of observed performance, visibility, and perceived impact. The people who move forward in their careers are usually the ones who start the conversation early. Set up a one-on-one with your manager in the next few weeks and talk about your short-term career goals. Be direct about what you’re working toward, whether that’s a raise, a promotion, or greater responsibility. Share why it matters to you. Talk about the value you’ve been bringing to the team. Then ask one of the most important questions you can ask in your career: “What would I need to demonstrate consistently over the next few months for this to happen?” That question changes everything. It gives you clarity instead of assumptions. It gives your manager time to advocate for you internally. And it helps you focus your energy on the work that actually moves your career forward. Too many talented professionals stay stuck because they assume hard work alone will speak for itself. Unfortunately, visibility, communication, and proactive career planning matter just as much. Your career will change when you stop hoping people notice your potential and start leading conversations about your growth. Follow along for more practical career tips that help you build a career you’re genuinely excited about. #CareerGrowth #CareerDevelopment #Leadership #SalaryNegotiation #Promotion

Most people ask for raises wrong. They say I've been here two years, rent went up, I work hard, I deserve more. Boss hears pay me because of personal finances and tenure. Your expenses aren't employer's problem. Time served isn't value created. What works: I've delivered X Y Z results with measurable impact. Based on market rate for this contribution, here's my request. Business case not personal plea. Step one: Build your case. Document quantifiable wins, revenue generated or saved, projects delivered, problems solved, expanded responsibility, external validation. Minimum six to twelve months documented impact. Step two: Research market rate. Use Glassdoor, Levels, Payscale, industry surveys, recruiter conversations. Need data not guesses. If you're at fifty thousand and market is sixty-five to seventy-five, strong case. Step three: Timing matters. Good timing after major win, during review cycle, after taking on more responsibility. Bad timing during layoffs, after costly mistake, first month in role. Step four: The conversation. Email to schedule thirty minutes, don't ambush. Opening: discuss compensation, been here timeframe, contributions warrant adjustment. Present quantified achievements, market data, specific ask, then stop talking. Step five: Handle objections. Budget tight? Ask when next cycle begins. Top of band? Discuss promotion. Can't match outside offers? Ask for fair compensation reflection. No? Ask what needs to change. Step six: After conversation. Three outcomes: yes get in writing, not now get timeline and conditions, no decide if staying makes sense. ------------------------------------------------- Follow me Dan Murray for more on habits and leadership. ♻️ Repost this if you think it can help someone in your network! 🖐️ P.S Join my newsletter The Science Of Success where I break down stories and studies of success to teach you how to turn it from probability to predictability here: https://lnkd.in/d9TnkzdH

If you're wondering whether you're being underpaid, you probably are. Here's how to know for sure and what to do about it. 1. Benchmark your comp using real data. ✅ Use tools like Levels.fyi, Glassdoor, and Blind to see what others at your level are making. ✅ Filter by location, company size, and years of experience—not just title. ✅ Have peer conversations. Ask: "What's the comp range for senior engineers at your company?" Most people will share if you're direct and respectful. Don't guess. Get data. 2. Spot the red flags that you're being underpaid. 🚩 You're doing senior-level work but paid at mid-level rates. 🚩 New hires at your level are making more than you. 🚩 You haven't had a meaningful raise in 2+ years despite strong performance. 🚩 Recruiters keep reaching out with offers 20-30% higher than your current comp. If two or more of these are true, it's time to act. 3. Bring it up with your manager without burning bridges. ✅ Frame it around market alignment, not personal need. ✅ Say this: "I've been doing some research on comp for my role and level. Based on what I'm seeing, I'd like to discuss whether there's room to adjust my compensation to better reflect market rates and my contributions." ✅ Come with data. Show the research. Make it objective, not emotional. ❌ Don't say: "I feel like I'm being underpaid." ❌ Don't threaten to leave unless you're actually ready to walk. 4. Know when to stay and fight vs. when to walk. ✅ Stay if: Your manager engages, HR reviews your comp, and you see movement within 3-6 months. ✅ Walk if: You're met with deflection, vague promises, or "that's just how it is here." That's a signal they don't value you. You don't owe loyalty to a company that won't pay you fairly. 5. Take action, don't wait for permission. ✅ If they adjust your comp, great. You advocated for yourself. ✅ If they don't, start interviewing. Let the market tell you what you're worth. ✅ Either way, you're no longer guessing. You're operating with clarity. Being underpaid isn't just about the money. It's about knowing your value and refusing to settle for less. Save this for when you're ready to have the conversation. You're closer than you think.

🤝 Asking for a pay raise can be a daunting task for many, but you and your loyalty to your employer, deserve it. Below are some tips to consider 👇 💰 Before initiating the negotiation, research the typical salary range for your position and experience level in your industry. 💰 Compile a list of your accomplishments, contributions, and any additional responsibilities you've taken on since your last pay review. 💰 Choose the right time to negotiate. Typically, the best times are during performance reviews, after completing a major project successfully. 💰 Request a meeting with your manager to discuss your compensation. Give them ample notice and explain the purpose of the meeting briefly. 💰 Prepare and practice a confident and persuasive pitch outlining why you deserve a pay rise. 💰 While it's important to aim high, be realistic in your expectations. Consider factors such as company budget constraints, industry standards, and your performance relative to your peers. 💰 If a salary increase isn't immediately feasible, consider negotiating for other benefits such as additional vacation days, flexible working hours, professional development opportunities, or performance bonuses. 💰 Approach the negotiation with a positive attitude and maintain professionalism throughout the conversation. 💰 Be prepared for your employer to provide feedback or counter-offers. Listen to their points and be ready to address any concerns they may have. 💰 After the meeting, send a follow-up email summarizing the key points discussed, any agreed-upon actions, and your appreciation for the opportunity to discuss your compensation. Still have questions? Feel free to reach out to me or anyone at Truity Partners as we're here to help!

In my journey, I've had the privilege of conducting a few thousand compensation negotiations with working professionals. A common theme? Many rely on arbitrary "industry standards" like the 30% rule when switching jobs, often without a solid rationale. Some insights: 1. Beyond the Basics: Compensation isn’t about your title or years of experience. It’s a product of Attitudes, Skills, and Knowledge (A-S-K), and the measurable value you bring. Whether it’s boosting product innovation, enhancing customer experience, or driving revenue, impact dictates worth. 2. Context Matters: Comparing salaries across industries/sectors can be misleading. A salesperson at a company with a high ARPU - and monthly revenue potential - will earn a higher fixed salary compared to a salesperson with a lower monthly revenue potential. The difference lies in the revenue-to-CTC ratio, which must be maintained for profitability. 3. Re-thinking Fixed Salaries: Due to our general low risk-taking appetite, we focus only on “fixed salaries”. The message we send organisations is “we want to make money, irrespective of whether the organisation does”, which demonstrates lack of self-belief in our own ability to deliver outcomes. 4. Key factors that should define increments: a) Inflation: if I’m doing the same job year-on-year, why should I make more money vs general inflation?  b) Increased contribution: if I’m adding more value to product, revenue, bottom-line, people, I deserve to make more. c) Increased responsibility: if I’m going to be responsible for a team or a larger project, I deserve to make more. *My recommended negotiation framework:* 1. Ruthlessly Assess Your Value: begin with a realistic assessment of your A-S-K 2. Set Financial Goals: determine your desired annual earnings, balancing ambition with realism. 3. Engage in Meaningful Conversations with Employers: "What is this role worth to you?" "How does this role contribute to the company's success?" "What are the expectations for exceptional performance?" "Is it possible to achieve my financial goals here? By when?" 4. Co-create a holistic compensation plan: a) Fixed Salary (for basics and pre-existing EMIs) b) Milestone based monthly & quarterly incentives (for saving/investment goals) c) Organisation Performance Based Annual Bonus (for large investments) d) Profit-Share (for wealth creation) e) ESOPs (for non-linear wealth) 5. Go beyond salary: a) Annual investments in your L&D/A-S-K development b) Leaves and related policies c) Work timings (Do you have the freedom to choose when you want to work, as long as you deliver what you’ve committed?) d) Growth trajectories: responsibility, money, greater decision-making authority e) Benefits offered Creating positive-sum outcomes in your career is about more than salary. It's about aligning your goals with the right opportunities and negotiating to maximise your potential. #careergrowth #workingprofessionals #compensation #cluttertoclarity

The problem with most advice about “being more assertive” at work: It assumes you won’t be penalized for using it. That assumption changes how a lot of people should read the advice they've been given. I’ve coached over 200 leaders at the director level. The ones who feel most stuck aren’t the ones who lack confidence. They’re the ones who actually followed the advice. They spoke up. They made the ask. They were direct. And watched it land differently than it was supposed to. Social science has a name for this. The double bind. Inside most organizations, many leaders already operate like this: Be collaborative. Be warm. Be easy to work with. Then the leadership advice arrives: Speak up more. Push your ideas forward. Make the ask. The problem isn’t the second list. It’s when the second list replaces the first. Because the signals people were reading as trust and cooperation disappear. And suddenly the same behavior lands very differently. Same ask. Different read. Which means the standard advice “just ask for what you want” skips right past the real constraint. So what actually works? Make assertiveness harder to misread. Here’s what that looks like in practice. ↳ Build rapport before the ask. The relationship isn’t separate from the negotiation. In environments where people are already calibrating how you show up, trust is what makes your ask land as confident instead of demanding. ↳ Use a range instead of a single number. If you want a 10% raise, ask for 12–15. You bring the ambitious number into the conversation without presenting it as a demand. You stay flexible. You negotiate toward what you actually wanted. ↳ Use precise numbers. Research consistently shows precise offers outperform round ones. $92,000 reads like preparation. $90,000 reads like a guess. ↳ Make your direction visible. When your manager understands where you're headed, your asks stop reading as overreach. They start reading as strategy. The double bind is real. But the walls are narrower than most people think. The goal was never to stop being assertive. It was to make your assertiveness legible inside a system that wasn’t always designed to receive it. That is a skill. And it is absolutely learnable. If this reframed how you think about assertiveness at work, share it with someone navigating it right now. In tomorrow’s podcast episode, I’m discussing the research behind this dynamic with Columbia Business School negotiation professor Malia Mason. 🔖 Save this for the next time you need to make an assertive ask at work. Follow me, Jill Avey, for practical leadership strategies most advice skips over.

I gave my mentees a 4-line script for salary talks. Three got raises within a month. You rehearsed it in the shower. You had the words ready. Then you sat down across from your boss and your brain turned into TV static. This happens because you framed it as begging. "Asking for a raise" is a phrase designed to make you small. You walked in like a child requesting more allowance. Here is what changes everything: You stop asking. You start negotiating a new rate. Different energy. Different posture. Different outcome. The script for the terrified: 1.     Open with data. "My market rate for this role is between X and Y." 2.     State the gap. "My current compensation sits below that range." 3.     Make the request specific. "How do we close this gap? I propose we adjust to [number] effective [date]." 4.     Shut up. That last part is the hardest. Your body will scream at you to fill the silence with justifications. Do the opposite. Let them sit in the quiet. The silence does the negotiating while your mouth stays closed. Three more rules: Bring a printed summary. Your shaking hands need something to hold onto. Use "we" language. "How do we close this gap" sounds like partnership. Pick a Tuesday or Wednesday. Mondays are chaos. Fridays are mental checkout. Your boss has a budget. Your boss has retention targets. Your boss dreads recruiting your replacement for 6 months. You are the leverage. You just forgot. The ones who negotiate instead of beg tend to gather in the same place: MBAinAction™ | Change Management OS 💬 Do you also think that silence is a super-powerful negotiating tool?

𝗬𝗼𝘂 𝘄𝗮𝗻𝘁 𝘁𝗼 𝗮𝘀𝗸 𝗳𝗼𝗿 𝗯𝗲𝘁𝘁𝗲𝗿 𝗽𝗮𝘆. 𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝘄𝗮𝗻𝘁 𝘁𝗼 𝘀𝗼𝘂𝗻𝗱 𝗿𝘂𝗱𝗲. 𝗧𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 𝘀𝗵𝗼𝘄𝘀 𝗵𝗼𝘄 𝘁𝗼 𝗱𝗼 𝘁𝗵𝗮𝘁. I’ve coached many smart professionals. They worked hard but still felt underpaid. Not because they lacked skills. But because they didn’t know how to ask. 𝗧𝗵𝗲𝘆 𝗳𝗲𝗹𝘁 𝘀𝗰𝗮𝗿𝗲𝗱, 𝗮𝘄𝗸𝘄𝗮𝗿𝗱, 𝗼𝗿 𝘂𝗻𝘀𝘂𝗿𝗲. Some stayed silent and regretted later. Others spoke too fast and lost respect. 𝗧𝗵𝗮𝘁’𝘀 𝘄𝗵𝘆 𝗜 𝗰𝗿𝗲𝗮𝘁𝗲𝗱 𝘁𝗵𝗶𝘀 𝗴𝘂𝗶𝗱𝗲. It helps you ask — with confidence. 𝗛𝗲𝗿𝗲 𝗮𝗿𝗲 𝘁𝗵𝗲 𝟱 𝘀𝗵𝗶𝗳𝘁𝘀 𝘁𝗵𝗮𝘁 𝘄𝗼𝗿𝗸: 🔹 𝟭. 𝗞𝗻𝗼𝘄 𝗬𝗼𝘂𝗿 𝗠𝗮𝗿𝗸𝗲𝘁 𝗩𝗮𝗹𝘂𝗲 • Don’t guess your worth. • Look up what others earn. • Use sites like Glassdoor or Levels.fyi. • Ask people in the same field. • Know your role, your skills, your price. 📌 When you know the real range, you stop asking for too little. 🔹 𝟮. 𝗧𝗶𝗺𝗲 𝗬𝗼𝘂𝗿 𝗔𝘀𝗸 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆 • Don’t ask about money too early. • Wait until they offer you the job. • Once they like you — you have power. • Now, it’s your turn to ask well. 📌 Asking too soon weakens your position. Let them want you first. 🔹 𝟯. 𝗦𝘁𝗮𝗿𝘁 𝗪𝗶𝘁𝗵 𝗥𝗮𝗻𝗴𝗲, 𝗡𝗼𝘁 𝗡𝘂𝗺𝗯𝗲𝗿 • Don’t say one fixed number. • Say a salary range instead. • Start from the higher side. 𝗦𝗮𝘆 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗹𝗶𝗸𝗲: “Based on my research, $150K–$195K seems fair.” 📌 A range shows confidence and research. It opens room to talk, not fight. 🔹 𝟰. 𝗛𝗶𝗴𝗵𝗹𝗶𝗴𝗵𝘁 𝗬𝗼𝘂𝗿 𝗨𝗻𝗶𝗾𝘂𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 Don’t just say “I worked hard.” 𝗦𝗮𝘆 𝗵𝗼𝘄 𝘆𝗼𝘂 𝗵𝗲𝗹𝗽𝗲𝗱 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝘄𝗶𝗻. Did you save time or money? Did you help grow revenue? 📌 𝗚𝗶𝘃𝗲 𝗼𝗻𝗲 𝘀𝘁𝗿𝗼𝗻𝗴 𝗲𝘅𝗮𝗺𝗽𝗹𝗲, 𝗹𝗶𝗸𝗲: “My last project saved $215K.” That turns your ask into a business case. 🔹 𝟱. 𝗘𝘅𝗽𝗹𝗼𝗿𝗲 𝗧𝗼𝘁𝗮𝗹 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 𝗣𝗮𝗰𝗸𝗮𝗴𝗲 • Salary is not the only thing. • Also ask about bonus, perks, growth. • Maybe the base pay is fixed, • but you can get better rewards elsewhere. 📌 𝗦𝗮𝘆: “Can we talk about bonus or raise plans?” This shows you’re thinking long-term. 🔹 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗺𝘆 𝗰𝗹𝗶𝗲𝗻𝘁𝘀 𝘂𝘀𝗲 𝗶𝘁: • They check what others earn first. • They wait until they get the offer. • They give a range, not one number. • They talk about their value clearly. • They ask about bonus and growth too. 𝗦𝗶𝗺𝗽𝗹𝗲 𝘄𝗼𝗿𝗱𝘀. 𝗖𝗹𝗲𝗮𝗿 𝘁𝗮𝗹𝗸. 𝗕𝗲𝘁𝘁𝗲𝗿 𝗽𝗮𝘆. 📌 You’ll find all this in my infographic below. ✅ Easy to follow. ✅ Real sentences you can use. ✅ A full example at the end. 𝗪𝗮𝗻𝘁 𝗺𝘆 𝗦𝗮𝗹𝗮𝗿𝘆 𝗦𝗰𝗿𝗶𝗽𝘁 + 𝗖𝗵𝗲𝗰𝗸𝗹𝗶𝘀𝘁? Comment “𝗦𝗔𝗟𝗔𝗥𝗬 𝗧𝗢𝗢𝗟𝗞𝗜𝗧” and I’ll DM it. • You can ask. • You can stay respectful. • And you can get paid better. 𝗟𝗲𝘁 𝗺𝗲 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝘀𝗮𝘆 𝗶𝘁 𝗿𝗶𝗴𝗵𝘁. 👉 𝗗𝗠 me if you want 1-on-1 help.   #peakimpactmentorship #growth #leadership #dnaofinfluence #success  

Security Professionals: Your Guide to Fair Compensation Are you getting paid what you're worth? Most security leaders avoid salary conversations, but your expertise deserves market-rate compensation. Here's your actionable roadmap: Before You Ask: Do Your Homework Action Step 1: Research your market value using trusted industry surveys (not just online calculators). Know where you fall: 25th percentile = less experienced roles 50th percentile = fully experienced professionals 75th percentile = high performers with superior experience Action Step 2: Build your performance case with business-aligned KPIs: ✅ Security incidents resolved (quantity + type) ✅ Time to detect/resolve incidents ✅ Cost per incident reductions ✅ Team retention/satisfaction rates (for managers) Optimize Your Job Description Action Step 3: 1. Focus on 5-7 core responsibilities that answer: "What does the company pay this role to accomplish?" 2. Keep it concise, avoid clichés 3. Highlight new responsibilities you've taken on 4. Include required skills, certifications, and credentials 5. Ensure 80% matches survey descriptions for accurate benchmarking Smart Negotiation Strategies Action Step 4: Understand your total compensation package: 1. Base salary + bonus structures 2. Benefits (negotiable vs. regulated) 3. Consider alternatives: retention bonuses, additional PTO, training opportunities Action Step 5: Factor in your unique value: 1. Job scope matters: organization size, global responsibilities, industry complexity 2. Remember: replacing you costs 6-9 months of salary (up to 200% for executive roles) Timing Matters During layoffs? Focus on retention strategies and performance discussions rather than raises. Companies still need to retain key talent competitively. Best approach: Schedule performance discussions BEFORE pay decision cycles. Pro Tips: If you're losing team members, conduct a salary review first.