Career · 15 recordsAsk for a raise

Raises are usually won before the meeting: in a record of what you delivered, a pay figure from real market data, and timing that lines up with the budget cycle rather than a bad week. This builds that case, rehearses the conversation, and plans what happens if the answer is not yet, so a no becomes a date rather than a dead end.

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The whole plan, before you install it

Goal

A raise agreed, or a clear plan and date to get one Month 2

Evidence first, timing on purpose, and a number that can be defended.

Build the case Week 4

What I delivered, and what the role is worth.

  • Find out when pay decisions are madeDo firstDay 3
  • List what I delivered this year, with numbers where possibleDo firstDay 10
  • Research pay for my role, level and locationDo firstWeek 2
  • Decide the number I am asking forDo firstWeek 3
  • Write a one-page summary to bring to the meetingDo firstWeek 4

Have the conversation Month 2

Rehearsed, booked, and followed up in writing.

  • Rehearse the conversation with somebodyDo firstWeek 4
  • Book a meeting with my manager for this conversationDo firstWeek 5
  • Send a short written summary of what was agreedDo firstWeek 6
  • If not yet: agree the goals and a date to revisitWeek 6

Routines

  • Note one win from this weekweekly
✦ It puts something in the calendar

Dates you will not have to remember

Pay conversation with my manager

Week 510:0030 min
✦ It comes with a note

The one-page case

Role, and time in it What I delivered this year, with outcomes and numbers Responsibilities I have taken on beyond the role Market pay data for the role, level and location The number I am asking for

Lead with the evidence and end with the number. Personal costs, like rent going up, are real, but they are not the argument that moves a budget.

Questions

Ask for a raise, answered.

A month or two before budgets are set or reviews are held, and soon after a visible success. Asking in the week pay decisions are finalised is usually too late, which is why the first task is finding out when that cycle runs.
A specific number backed by market data for your role, level and location, rather than a percentage picked out of the air. Salary surveys, job adverts that publish pay and recruiters are all useful sources.
Ask what would need to be true for the answer to be yes, and when you can revisit it. Agreeing specific goals and a date turns a no into a plan, and if the answer never changes, that is useful information about the job.
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