A client once told me, “My boss definitely knows I’m underpaid… I’m just not sure he knows that I know.”
If you’ve ever felt that sting—doing senior-level work on a mid-level salary—you’re not alone. Many high performers wait for recognition to show up unprompted. But in most organizations, compensation isn’t a merit-badge ceremony. It’s a business decision. And business decisions respond to clear, well-timed cases.
Here’s a simple, strategic approach you can use this quarter.
Part 1: Time Your Ask
Raise requests fail when they’re made in the wrong season, like asking in April when budgets locked in March. Every company has rhythms: annual reviews, fiscal planning, Q3 budget cycles, post-launch windows, reorganizations. Your goal is to get in front of those conversations, not chase them.
Practical timing rules:
- Aim for 8–12 weeks before budget decisions or the performance-review cycle.
- Stack the deck with fresh momentum: a just-shipped project, measurable results, visible stakeholder praise, or a new certification.
- If the labor market is cooling, preparation matters even more; when raises are tighter, managers prioritize the clearest ROI cases.
- Put a 20-minute “Q4 goals + scope sync” on your manager’s calendar well ahead of budgets. That meeting becomes the runway for your raise request.
Part 2: Frame Your Value
“I’ve been here a long time” and “I work really hard” aren’t compensation arguments. They’re descriptions. Your raise case should read like a mini-business case with three sections.
1. Outcomes that matter
Translate your work into the metrics your team cares about:
- Revenue gained or costs avoided
- Cycle-time reductions or productivity lifts
- Risk reduction or brand/reputation protection
- Customer NPS/CSAT, retention, or adoption
Example: “Redesigned onboarding and cut back-and-forth by 40%, enabling +50 new client activations this quarter.” (Short. Specific. Business-relevant.)
2. Growth and scope
Raises reward expanded capability, not just output. Note new skills, certifications, cross-functional leadership, process improvements, and sustained ownership of higher-stakes work.
In most organizations, compensation isn’t a merit-badge ceremony. It’s a business decision.
3. Market benchmarks
Anchor your range with credible sources, not rumor or a friend’s salary. Use:
- Government data: Canada’s Job Bank wage reports and Statistics Canada tables, or the U.S. Bureau of Labor Statistics (OEWS) for role- and region-specific medians.
- Reputable aggregators (to triangulate): Salary.com/LinkedIn/Glassdoor/Payscale. (Treat any single site as directional; rely on multiple sources plus internal salary bands.)
Research shows women do ask, often as much or more than men, but are less likely to get the raise, and can face social backlash for negotiating. Knowing this helps you plan allies and structure. Keep the case fact-based and tie it to role scope and market data.
Part 3: Present with Confidence
You don’t need a TED Talk. You need a clear, calm 5-minute arc.
- Open with appreciation and impact: “Thanks for making time. Over the past two quarters, I led X, delivered Y, and we saw Z results.”
- State your intention plainly: “I’d like to discuss adjusting my compensation to reflect the current scope and impact of my role.”
- Show your brief (3–5 bullets):
- Outcomes: “…reduced cycle time 32%…”
- Scope growth: “…now leading cross-functional launch ops…”
- External benchmarks: “Job Bank/StatsCan/BLS data indicates a competitive band of $X–$Y for this scope.”
- Make the first number your anchor: “I’m seeking $Z (within the $X–$Y market range).”
Setting the first credible number influences the final outcome. This is the anchoring effect, well-documented in negotiation research. - Invite collaboration: “What would next steps look like? What else would help you champion this?”
Managers are more likely to advocate when they feel like co-authors, not gatekeepers. - Convert the no into a plan: “What specific milestones would warrant an increase, and can we set a target date to revisit?” (Document the agreement in a quick follow-up email.)
A Short Checklist for the Raise Request Meeting
- A one-page brief (impact, growth, benchmarks)
- Printed or linked sources (Job Bank/StatsCan/BLS page + one aggregator)
- 2–3 succinct stories that illustrate your value (save the detail for Q&A)
- A specific target number (and a defensible range)
- A list of alternative levers if cash is tight: one-time bonus, title calibration, equity, professional development budget, leadership opportunities, or remote/hybrid flexibility.
Common Pitfalls (and Better Moves) for Raise Request
Pitfall: Leading with fairness language (“It’s only fair…”)
Better: Lead with business impact and market alignment.
Pitfall: Asking right after a stressful incident or when you’re frustrated
Better: Ask when momentum is fresh and budgets are being shaped.
Pitfall: Throwing out a number without evidence
Better: Triangulate with 2–3 data sources and internal scope.
Pitfall: Backing off at the first sign of resistance
Better: Ask for the path: “Which milestones unlock the decision?”
Final Takeaway on Your Raise Request
You’re not asking for a favor. You’re asking for alignment between the value you create, the scope you carry, and the compensation you receive. Learning to advocate for yourself is not self-promotion; it’s professional stewardship. It signals that you understand how decisions get made and you can make a clear case when it matters.
So, take an hour this week. Draft your one-pager. Pull two credible wage sources. Rehearse your opener. Then book the meeting.
You’ve already done the hard work. Now give it the words—and the moment—it deserves.
