Claire Wasserman

And then second, you've already been there.

I think if you've had a really big win that has had impact on the business bottom line, everything's always about how do you fit into the financial ecosystem of the company, making money, saving money. Okay. So you've had a really big win. Might be time to have a conversation of comp. You could have a conversation six months in. It's not necessarily about pay, though.

I think if you've had a really big win that has had impact on the business bottom line, everything's always about how do you fit into the financial ecosystem of the company, making money, saving money. Okay. So you've had a really big win. Might be time to have a conversation of comp. You could have a conversation six months in. It's not necessarily about pay, though.

I think if you've had a really big win that has had impact on the business bottom line, everything's always about how do you fit into the financial ecosystem of the company, making money, saving money. Okay. So you've had a really big win. Might be time to have a conversation of comp. You could have a conversation six months in. It's not necessarily about pay, though.

I think it's just about growth. What am I doing here? How can I do it better? What is the company prioritizing? What are your goals? Where are you investing? Take a look at where budgets are changing. So just aligning your work with their upward trajectory. So when I say six months, is it that you're going in and saying, I'd like a raise?

I think it's just about growth. What am I doing here? How can I do it better? What is the company prioritizing? What are your goals? Where are you investing? Take a look at where budgets are changing. So just aligning your work with their upward trajectory. So when I say six months, is it that you're going in and saying, I'd like a raise?

I think it's just about growth. What am I doing here? How can I do it better? What is the company prioritizing? What are your goals? Where are you investing? Take a look at where budgets are changing. So just aligning your work with their upward trajectory. So when I say six months, is it that you're going in and saying, I'd like a raise?

No, but you're kind of priming them to see you as somebody who should get a raise. then probably at your annual review, but try to find out when budgets are decided. Okay, so let's say your annual review's in February, but budgets are decided in November. Have the conversation in November, because chances are the person you're speaking to is not the ultimate decision maker.

No, but you're kind of priming them to see you as somebody who should get a raise. then probably at your annual review, but try to find out when budgets are decided. Okay, so let's say your annual review's in February, but budgets are decided in November. Have the conversation in November, because chances are the person you're speaking to is not the ultimate decision maker.

No, but you're kind of priming them to see you as somebody who should get a raise. then probably at your annual review, but try to find out when budgets are decided. Okay, so let's say your annual review's in February, but budgets are decided in November. Have the conversation in November, because chances are the person you're speaking to is not the ultimate decision maker.

And they're going to need you to kind of help them help you. Yeah. And so it's really about how do we all do better here? And even saying things like, how does the company give me a raise as opposed to personalizing it? Because chances are the person you're talking to, they want a raise too. Yeah. Make them your ally. I'm going to keep using that word. Like, we're all in this together. And

And they're going to need you to kind of help them help you. Yeah. And so it's really about how do we all do better here? And even saying things like, how does the company give me a raise as opposed to personalizing it? Because chances are the person you're talking to, they want a raise too. Yeah. Make them your ally. I'm going to keep using that word. Like, we're all in this together. And

And they're going to need you to kind of help them help you. Yeah. And so it's really about how do we all do better here? And even saying things like, how does the company give me a raise as opposed to personalizing it? Because chances are the person you're talking to, they want a raise too. Yeah. Make them your ally. I'm going to keep using that word. Like, we're all in this together. And

I have to remind everybody that because I think when we ask for a raise, we think it's me versus them. It's win or lose. And that just puts so much pressure and almost guarantees that you're not going to get what you want. And hopefully you get, if not the more money, full compensation or there's just some momentum happening in your career at this company in a way that's important to you.

I have to remind everybody that because I think when we ask for a raise, we think it's me versus them. It's win or lose. And that just puts so much pressure and almost guarantees that you're not going to get what you want. And hopefully you get, if not the more money, full compensation or there's just some momentum happening in your career at this company in a way that's important to you.

I have to remind everybody that because I think when we ask for a raise, we think it's me versus them. It's win or lose. And that just puts so much pressure and almost guarantees that you're not going to get what you want. And hopefully you get, if not the more money, full compensation or there's just some momentum happening in your career at this company in a way that's important to you.

Sure.

Sure.

Sure.

So come up with three numbers because expect that it's going to be a no for your first number. So but throw out the number. It depends on the situation. OK, so if you are applying for the job and you do not have the offer yet and they ask you how much you want to make, do not tie yourself to a number. Say this is the general research I've done. I've seen a ballpark.