Erin McGoff

Give me, give me.

Yeah. So, you know, what you're doing when you come out of the gate strong, like you said, is you're putting a lot of work and like load on them because you're a manager. If you work in a corporate structure is probably not the one that actually has to green light that raise. They have to go to their boss who has to go to finance, who has to go to HR.

Yeah. So, you know, what you're doing when you come out of the gate strong, like you said, is you're putting a lot of work and like load on them because you're a manager. If you work in a corporate structure is probably not the one that actually has to green light that raise. They have to go to their boss who has to go to finance, who has to go to HR.

Yeah. So, you know, what you're doing when you come out of the gate strong, like you said, is you're putting a lot of work and like load on them because you're a manager. If you work in a corporate structure is probably not the one that actually has to green light that raise. They have to go to their boss who has to go to finance, who has to go to HR.

And it's like a lot of people who have to say yes. So that's why it's important. Yeah, that's why it's important to not. And it's always, you know. I always talk about how there's a difference when you're negotiating with the person who has the power to say yes and the person you're talking to. And they're oftentimes two different people.

And it's like a lot of people who have to say yes. So that's why it's important. Yeah, that's why it's important to not. And it's always, you know. I always talk about how there's a difference when you're negotiating with the person who has the power to say yes and the person you're talking to. And they're oftentimes two different people.

And it's like a lot of people who have to say yes. So that's why it's important. Yeah, that's why it's important to not. And it's always, you know. I always talk about how there's a difference when you're negotiating with the person who has the power to say yes and the person you're talking to. And they're oftentimes two different people.

So if you're talking to your manager, like you said, enroll them in the conversation and say, hey, look, I did my market research and other social media coordinators out there are getting paid $10,000 more than me to do less than me. So I'm just being frank with you here.

So if you're talking to your manager, like you said, enroll them in the conversation and say, hey, look, I did my market research and other social media coordinators out there are getting paid $10,000 more than me to do less than me. So I'm just being frank with you here.

So if you're talking to your manager, like you said, enroll them in the conversation and say, hey, look, I did my market research and other social media coordinators out there are getting paid $10,000 more than me to do less than me. So I'm just being frank with you here.

I really like working here, but we need to do something to adjust my compensation because I'd really like to stay here, but this is not sustainable for me. And so you enroll them because now they're thinking their manager brain clicks on and they're like, must retain good employee.

I really like working here, but we need to do something to adjust my compensation because I'd really like to stay here, but this is not sustainable for me. And so you enroll them because now they're thinking their manager brain clicks on and they're like, must retain good employee.

I really like working here, but we need to do something to adjust my compensation because I'd really like to stay here, but this is not sustainable for me. And so you enroll them because now they're thinking their manager brain clicks on and they're like, must retain good employee.

And so they can take that to their boss and they can say, look, Erin's thinking about quitting if we don't give her a 10K bump. And so I want to retain her because she's really productive and she's a great value add to the company. And then they can go to finance and advocate for you. So you have to give them a case to advocate for. on your behalf to somebody else.

And so they can take that to their boss and they can say, look, Erin's thinking about quitting if we don't give her a 10K bump. And so I want to retain her because she's really productive and she's a great value add to the company. And then they can go to finance and advocate for you. So you have to give them a case to advocate for. on your behalf to somebody else.

And so they can take that to their boss and they can say, look, Erin's thinking about quitting if we don't give her a 10K bump. And so I want to retain her because she's really productive and she's a great value add to the company. And then they can go to finance and advocate for you. So you have to give them a case to advocate for. on your behalf to somebody else.

And you can't just say, Hey, give me a raise because they're thinking I can't control that. I got to go talk to Dave and he's got to talk to Karen and they got to talk to all these people, you know? So just working with them and making it a collaboration.

And you can't just say, Hey, give me a raise because they're thinking I can't control that. I got to go talk to Dave and he's got to talk to Karen and they got to talk to all these people, you know? So just working with them and making it a collaboration.

And you can't just say, Hey, give me a raise because they're thinking I can't control that. I got to go talk to Dave and he's got to talk to Karen and they got to talk to all these people, you know? So just working with them and making it a collaboration.

Yeah.