Your transcript

[00:00:00] Well, welcome back today. We are diving into a topic that might make you feel a bit uneasy. Asking for what you're worth at work. Now I'm not just talking about asking for a raise in the usual way. We've all heard some of those tips before. Instead, I want to chat about how you can really understand and claim your value in a way that feels empowering, not awkward.
So let's break this down together, shall we? I've got five strategies that will help you , well I believe, feel more confident when it comes to talking about your pain. So whether you're gearing up for that conversation or you just want to be ready for when the time comes, these tips are going to make it a whole lot easier.
So, let's dive in here with strategy number one, understanding your worth. Now, when we talk about knowing your value, it's essential to ground that understanding in solid data, because what can often happen is we just make these assumptions. Maybe It's what someone told you, you should be earning, or you've just joined the dots and made an assumption.
We want to start with some data. We want to find some facts so we can really understand our true worth. Now, a great place to start is using a salary calculator. Now, if you haven't used one of these before, it's a resource readily available on the web, and it allows you to input specific details about your role, your experience level and location to generate an estimate of what your position typically commands in terms of salary.
[00:02:25] Now it's not entirely accurate because there are always going to be anomalies, but I like it because it's a good starting point. It's data driven. It's drawing from current market conditions and industry standards. Hayes does a salary calculator. It's one of many that you might like to check out if you haven't already.
But these numbers, while they're helpful for sure, they're just not enough. So yes, they give us a baseline, but understanding your worth needs to go a little bit further than that and this part requires more work. So, what I'm proposing is we want to compliment this data with insights from your professional network.
[00:03:08] Now this involves initiating conversations with trusted colleagues, maybe mentors and peers. People who have a deep understanding of your industry. Now the reason that we love these people is. They are the people that can offer invaluable context that goes beyond what a salary calculator can, they can share insights into real world salary dynamics, like current market trends, how roles similar to yours are valued across different companies, those kind of things.
[00:03:45] So in looking at this. Like consider reaching out to maybe like a former boss or a peer that you respect. I know mentors and trusted leaders above you are often the go to resource when you're looking for advice, but when it comes to money, it's different, right? And this is where I think peers are so important.
Peers can be great. I mean, think about it. They are navigating the same professional landscape as you and by tapping into these peer relationships, they might just be 12 months ahead of you or two years ahead of you. But when you tap into those relationships, you gain access to their knowledge and perspective, and it's probably going to be very relevant to you.
So ask yourself who in your network has the knowledge and the experience to provide you with an informed perspective on your salary expectations. Who might those people be? You will have these people in your network. They are the people that can help you position yourself effectively when it's time to negotiate. So that's number one.
[00:04:53] Strategy two. Well, once you've determined your value, the next step is to present it in a way that really hits home with decision makers. And I'm calling this strategy, strategy number two, presenting your case with impact, because this isn't just about making the ask. It's about positioning your contribution so that your value is crystal clear. Like you want to be so compelling in that moment. So to start with, and this is so important and I've spoken about this, in other episodes in different contexts, but it's so, so important.
[00:05:30] And that is you have to link your accomplishments directly to the business goals. It is this simple connection that turns your work from a task into something that clearly supports the success of the business. When you can demonstrate this alignment, your value is so much more visible. Because when your contributions are clearly tied to what the company is trying to achieve, it becomes so much easier for people to recognise the importance and value of your work. It makes sense, right?
[00:06:05] So how do you make this clear connection? Well, in a nutshell, it's about being specific and framing your work in terms of its tangible impact. So for example, instead of saying, you know, I managed X project, you could say I led a redesign that boosted new account signups by 10 percent in the first quarter, directly supporting our revenue goals. Now, this way, you're not only showcasing your contribution, your responsibilities as such, but you're also showing how your efforts directly contribute to the company's success. It's a compelling why, because you will always be measured on your contribution to the business. So why wouldn't you want to showcase that?
So when you're reflecting on, perhaps a recent achievement at work, focus on the work that has driven real results for the business. Like I call this the important work, like, you know, make sure you're working on the important work.
[00:07:04] There's always going to be lots of work to do, but are you working on the important work? The projects where you've really made an impact to the business. And when you can package up those accomplishments in a way that showcases your capabilities, your impact just goes through the roof.
[00:07:56] So let's, let's move on to the next one. I do want to talk about how you articulate things a little bit more in a moment, but I do want to move on. So, we're going to talk about timing here. So strategy three is timing is everything. Timing is everything. And it doesn't mean that if you can't tick the boxes of what I'm about to impart, you don't make the ask.
But if you're flirting with the idea, here are a couple of ideas to plug into. So let's talk about the importance of timing in these conversations, because choosing the right moment can be just as critical as what you say, really. Like you want to make your move at the right time. So what are your options?
[00:08:43] Well, syncing your conversation with your annual review is a classic approach, and it makes good sense. So during your reviews, your performance is already under the spotlight, right? So it's an opportunity to discuss your contributions in a very structured setting, very safe and structured setting.
However, there's another angle to consider that might be even more powerful, and that is capitalising on a recent success. So think about it, when you've just delivered a major win, if your contributions are fresh in everyone's mind, you are the shining star in that moment. Now, whether it's, I don't know, leading a successful project, hitting a target, driving an initiative.
[00:09:29] Now is the moment when your value is most visible. This is the moment. So bringing up the conversation when your accomplishments or achievements are front and centre can make your case even stronger. Makes sense, doesn't it? It's an easier entry point. So timing isn't just about finding a convenient moment, it's about strategic positioning.
And when you approach the discussion at a time when your work is so good, it's easier for your boss or employer to see the connection between your contributions and the value you bring to the organisation. So take a step back and consider the timing. Like for you right now, is there a moment coming up that aligns with your recent achievements?
Like, have you pulled off something great? Or maybe you're about to, people will be more receptive. Or perhaps you've got a performance review coming up. I mean, you're doing all the work to prepare for that, to showcase your value. So why not leverage that opportunity? Okay. We're going to keep moving here.
[00:10:36] I'm going to move on to strategy number four, and this is all about structuring and delivering your message. Okay. So once you've identified your key achievements and link them to the business goals, which is what I talked about in strategy two, the next step is all about how you structure and deliver this information.
So even the strongest examples, you might have done some incredible things, but the way you convey that, like you can lose their impact, if not communicated effectively. So here are some simple tips. First, consider the order in which you present your points. Now, my suggestion is to start with your most impactful accomplishments.
The ones that, that had the greatest influence on the company's success. This ensures that your strongest contributions are front and centre, setting that tone for the rest of the conversation. Next, think about the clarity and brevity of your message. I talk a lot about this, particularly when I'm talking about things like, talking with senior stakeholders, like brevity, the executive summary, being articulate, all those things matter so much.
[00:11:48] It's easy in this moment to get caught up in the details. Now you need to know the details. But you don't need to share all the details. Your goal is to convey your value in a way that's both concise and compelling. And to do this, you've got to stick to the facts and ensure they're presented in a way that's easy to understand and directly relevant to the company's priorities.
Also consider the language that you use. Like we want to aim for language that is both assertive and professional. For example, instead of saying, “I think we should consider”, you could say, “based on the data, I recommend that we”, can you feel the difference in that? Let me give you another example. Instead of saying, “I was involved in X, Y, Z”. You could say, “I led the initiative to X, Y, Z”. Like this shift in language, sure, it shows confidence, but it also positions you as a leader rather than someone merely participating. And finally, practice delivering your message with confidence. How you present yourself can be just as important as the content of your message.
[00:12:57] So be clear, concise, and assertive in your delivery, ensuring that your value is not only heard, but it's also felt you, you want them to feel something that's going to be a measure of success from your meeting, a feeling that's going to move them towards making a decision, a positive decision of course.
[00:13:18] All right. The final strategy I have for you here, handling the unexpected. Now, even with thorough preparation, things don't always go as planned, do they? Particularly during negotiations. And that's why it's crucial, and I always say this, you gotta have a backup plan. If things go pear shaped, what are you going to do?
What are you going to do? Well, you're not just going to walk. If your request for a raise isn't immediately accepted, be prepared to pivot. Have alternative benefits up your sleeve, things that can add value, like consider asking for increased superannuation or greater flexibility in your work schedule or opportunities for travel and professional development.
You could come on the RISE Accelerate program. So many things you could pop in there. But having these options in mind, don't walk away, get them on the table. Even at that tricky part of the conversation. And I do appreciate it can feel tricky. Like keep your messaging consistent all the way through to this backend.
So whether you're discussing salary or other benefits, stay aligned with the data and the value that you've already demonstrated, because this consistency reinforces your position. It shows that you're serious about what you're asking for. It's about the business, the impact you have made and your case for more money.
We don't want to make it personal. We don't want to make it overly emotional when handling the unexpected. Okay. So that consistency of messaging is going to count for a lot. And finally remember, if the response is a big fat, no. It's not necessarily a no forever. It doesn't mean the door is closed. You can ask if you can revisit the discussion in three to six months.
[00:15:15] I always encourage people to do this. If you get a no, ask for that and inquire what specific accomplishments or results would justify this request for additional compensation. Put another way. What do I need to pull off for you to give me this? This way you leave that conversation with clarity. Accountability, driving accountability through them, and a clear plan. You're not walking away empty handed.
Okay. So, there are five to bring it all together. Asking for what your worth is more than just making the ask. It's about navigating the whole process thoughtfully from understanding your value and presenting it clearly to choosing the right moment and staying flexible when things don't go as planned.
Now, these conversations aren't just about getting a raise, they're your chance to show your impact. It's your chance to build your credibility, set yourself up for success. I also think, and this is less talked about, it's about recognising your own worth. Like you've got to back yourself to have these conversations, and this is so important to practice too.
So thank you for spending this time with me. It's been great sharing these insights with you. Give it a go. Let me know your thoughts and I will be back. I'll chat with you again in a few weeks.