Alex Carter

So that's the first piece of it. Then the second is, I love the question you asked. A lot of people would ask this, something like, can I get a promotion? Or is it in the cards this year for me to get a promotion? Those questions, there's a major issue. The issue is you've asked a yes or no question. Can I get a raise or can I get a promotion is a yes or no question.

So that's the first piece of it. Then the second is, I love the question you asked. A lot of people would ask this, something like, can I get a promotion? Or is it in the cards this year for me to get a promotion? Those questions, there's a major issue. The issue is you've asked a yes or no question. Can I get a raise or can I get a promotion is a yes or no question.

And when you ask a yes or no question, what is the easiest answer for somebody to give you? No, no, no. So instead, I like people to ask questions, and I have three magic ways that you can formulate what I call an open or a diagnostic question. These are the questions that research shows make people the most money, and they compel someone to give you a lot of information.

And when you ask a yes or no question, what is the easiest answer for somebody to give you? No, no, no. So instead, I like people to ask questions, and I have three magic ways that you can formulate what I call an open or a diagnostic question. These are the questions that research shows make people the most money, and they compel someone to give you a lot of information.

So instead, you should be asking what, how, and my favorite two magic words, tell me. So Ilana, what are the criteria for promotion? Or Ilana, what is the process for promotion this year? How? Ilana, how can we work together to make the case? How can I help you with data or other evidence to show that this is the year I'm going to be promoted? And finally, it could be

So instead, you should be asking what, how, and my favorite two magic words, tell me. So Ilana, what are the criteria for promotion? Or Ilana, what is the process for promotion this year? How? Ilana, how can we work together to make the case? How can I help you with data or other evidence to show that this is the year I'm going to be promoted? And finally, it could be

Tell me when the next time is that we should have this conversation. Tell me the format you'd like me to put together this information in. Tell me who else is involved in the decision that I might want to speak to. Tell me about the process. Those are questions that show command, they show leadership, they show collaboration, and they're impossible to say no to.

Tell me when the next time is that we should have this conversation. Tell me the format you'd like me to put together this information in. Tell me who else is involved in the decision that I might want to speak to. Tell me about the process. Those are questions that show command, they show leadership, they show collaboration, and they're impossible to say no to.

Yes. The first half of Ask for More is the section that I call the mirror. And this is the section where we start the negotiation. Most of the time, people think negotiation starts from the moment that you and I are sitting down together and talking about my request for a promotion, but it doesn't.

Yes. The first half of Ask for More is the section that I call the mirror. And this is the section where we start the negotiation. Most of the time, people think negotiation starts from the moment that you and I are sitting down together and talking about my request for a promotion, but it doesn't.

negotiation starts at home with you, with that individual person and looking in the metaphorical mirror to ask yourself a few great questions so that you can go into that negotiation with the other person from a place of total clarity, total confidence, total command. So what does that look like? When I sit down with myself, I'm asking myself a few questions.

negotiation starts at home with you, with that individual person and looking in the metaphorical mirror to ask yourself a few great questions so that you can go into that negotiation with the other person from a place of total clarity, total confidence, total command. So what does that look like? When I sit down with myself, I'm asking myself a few questions.

First of all, I'm thinking about, okay, What's the problem I want to solve in what I'm about to ask Ilana for? Maybe I'm asking for this promotion because I want to show Ilana that I'm on a trajectory for the top. This promotion is part of where I want to go for the company.

First of all, I'm thinking about, okay, What's the problem I want to solve in what I'm about to ask Ilana for? Maybe I'm asking for this promotion because I want to show Ilana that I'm on a trajectory for the top. This promotion is part of where I want to go for the company.

Maybe I want this promotion because I know it's going to expose me to types of clients or different types of leaders that are going to help me grow. Maybe I want this promotion because I realized that that management team is lacking somebody with the skillset that I bring to the table. So all of that stuff helps you. Next, I would ask myself, what do I need?

Maybe I want this promotion because I know it's going to expose me to types of clients or different types of leaders that are going to help me grow. Maybe I want this promotion because I realized that that management team is lacking somebody with the skillset that I bring to the table. So all of that stuff helps you. Next, I would ask myself, what do I need?

This is so important, and I call this, Ilana, the needs audit. I want to sit down and ask myself, what are all the things I need in order to not just survive, but to thrive in my career? And I have people put them into two buckets. There's the tangibles, right? The things you can quantify, touch, see, or count. That might be my base compensation, my bonus, if there's any stock.

This is so important, and I call this, Ilana, the needs audit. I want to sit down and ask myself, what are all the things I need in order to not just survive, but to thrive in my career? And I have people put them into two buckets. There's the tangibles, right? The things you can quantify, touch, see, or count. That might be my base compensation, my bonus, if there's any stock.

But beyond that, what's my title? What are the resources attached to this position? What's my headcount? All of those different tangible buckets. But I don't stop there. I want each person also to think about what are the intangibles that I'm looking for, those values that make me feel fulfilled, that make my job life worth living, a place I want to stay.

But beyond that, what's my title? What are the resources attached to this position? What's my headcount? All of those different tangible buckets. But I don't stop there. I want each person also to think about what are the intangibles that I'm looking for, those values that make me feel fulfilled, that make my job life worth living, a place I want to stay.