Jefferson Fisher

You're all of a sudden like, oh, these associates, geez Louise. And you start, it does this mindset shift that's so easy to do. And the same thing happens wherever you're at. I love this idea of remembering they're just people. And a tip that I like to give people that are dealing with ones that are above them is this idea of when you ask them questions,

if you want a raise or whatever it is, you become almost the student to them. So if you can make them feel like a teacher by asking questions of, so how did you get to your position? Or what's the best way you think for me to, if I'm interested in a raise, what would you do if you were in my shoes?

if you want a raise or whatever it is, you become almost the student to them. So if you can make them feel like a teacher by asking questions of, so how did you get to your position? Or what's the best way you think for me to, if I'm interested in a raise, what would you do if you were in my shoes?

if you want a raise or whatever it is, you become almost the student to them. So if you can make them feel like a teacher by asking questions of, so how did you get to your position? Or what's the best way you think for me to, if I'm interested in a raise, what would you do if you were in my shoes?

So when you can try and put them in a position and make them feel good of, I see where you're at, and I'd love to be where you're at sooner than later. How did you get to where you are? And you kind of get them to tell their story of what they did and how they did it and when they did it.

So when you can try and put them in a position and make them feel good of, I see where you're at, and I'd love to be where you're at sooner than later. How did you get to where you are? And you kind of get them to tell their story of what they did and how they did it and when they did it.

So when you can try and put them in a position and make them feel good of, I see where you're at, and I'd love to be where you're at sooner than later. How did you get to where you are? And you kind of get them to tell their story of what they did and how they did it and when they did it.

they'll be much more receptive to having, you'll get more nuggets out of them instead of just asking them, hey, so I'd like a raise. Can you give me a raise?

they'll be much more receptive to having, you'll get more nuggets out of them instead of just asking them, hey, so I'd like a raise. Can you give me a raise?

they'll be much more receptive to having, you'll get more nuggets out of them instead of just asking them, hey, so I'd like a raise. Can you give me a raise?

Yeah, when am I gonna give a raise? Because all they're hearing is, oh, you just want stuff. You just want stuff. Oh, you're threatening me in a sense of, oh, if you don't get a raise, you're gone. So I can see, talk about the downside real quick of when somebody comes out of the gate almost too strong and they're saying, if they just come right in and say, Aaron, I want to raise.

Yeah, when am I gonna give a raise? Because all they're hearing is, oh, you just want stuff. You just want stuff. Oh, you're threatening me in a sense of, oh, if you don't get a raise, you're gone. So I can see, talk about the downside real quick of when somebody comes out of the gate almost too strong and they're saying, if they just come right in and say, Aaron, I want to raise.

Yeah, when am I gonna give a raise? Because all they're hearing is, oh, you just want stuff. You just want stuff. Oh, you're threatening me in a sense of, oh, if you don't get a raise, you're gone. So I can see, talk about the downside real quick of when somebody comes out of the gate almost too strong and they're saying, if they just come right in and say, Aaron, I want to raise.

What does it go through the employer's mind?

What does it go through the employer's mind?

What does it go through the employer's mind?

Yeah, I think that's spot on. So often they're not the one that can do it, but you want them on your side. You want to turn them into an advocate for you. One little tweak that I, because I'm weird, you know, I'm weird about communication here and she knows this.

Yeah, I think that's spot on. So often they're not the one that can do it, but you want them on your side. You want to turn them into an advocate for you. One little tweak that I, because I'm weird, you know, I'm weird about communication here and she knows this.

Yeah, I think that's spot on. So often they're not the one that can do it, but you want them on your side. You want to turn them into an advocate for you. One little tweak that I, because I'm weird, you know, I'm weird about communication here and she knows this.

So when you say something like, you know, I love working here, but I'm not going to be able to continue on with the salary that I'm at. what my brain automatically does is, so how I would tweak that, is instead of the but, would change it to and I also. Because, yeah, which anybody can use for any of these conversations, and I think, and Erin already,