First thing’s first: you are not “lucky” to be at your job. You are qualified! This is your permission slip to stop winging it and start running a process. When you show up confident and strategic, you increase your odds of a bigger title and a bigger paycheck!
Disclaimer: This content is educational only. Numbers, policies, and compensation bands vary by company and market. Use this framework for ideas and verify specifics with your employer or a qualified professional.
Here are some steps to consider if you’d like to confidently ask for your next big raise or promotion.
Step 1: Audit your impact like a CFO
You need to prove that you create real value. Know exactly how your work improves the company’s bottom line.
Do this now: Create a one-page brief that shows why a bigger title or paycheck is the logical next step.
- Quantify outcomes. Tie each bullet to a metric such as revenue influenced, costs reduced, time saved, or risk reduced.
- Show leverage. For example, “I led a team of four,” “I own X process end to end,” or “I trained twelve sellers who now hit 110 percent of quota.”
- Add receipts. Include short screenshots of positive feedback, client emails, and performance dashboards. Keep it visual and scannable.
Template prompts
- “In Q2, I improved [metric] from A to B, which saved [time or dollars].”
- “I created a system that lets the team do [task] in half the time.”
Step 2: Map the decision makers
Every raise and promotion has a hidden org chart. It is rarely just your direct manager. Here are some people that may be involved in deciding whether or not you should get a raise or promotion:
- Direct manager. They verify your work and advocate for you.
- Skip level. Your manager’s manager often influences headcount and band approvals.
- HR/Comp. They own salary bands and equity ranges.
- Cross-functional leaders. Partners who benefit from your work and can vouch for your impact.
Create a simple stakeholder map and mark each person green, yellow, or red based on your relationship with them & how much you think they’ll already advocate for your work. Then work to move everyone toward green with updates, results, and quick check-ins.
Step 3: Learn the rules of the game
Learn how your company makes these decisions so you can work the process, rather than guess. For example…
- Timing. Ask when promotion cycles and calibration meetings happen so you can plan your push.
- Bands. Learn titles, levels, and ranges. Use reputable market data and internal guidance.
- Criteria. Understand what “ready” looks like. Many companies have rubrics. If yours does not, ask leaders what they look for at the next level.
Script:
“Could you share the timeline and criteria for promotions at my level so I can align my goals and deliverables?”
Step 4: Pre-wire the room before you ask
Schedule two or three quick fifteen-minute chats with various leaders that your work touches. Your goal is to surface your impact, gather quotes, and build allies in the process.
Sample Script:
“I am building my H2 impact brief and would love your perspective on where my projects created the most leverage for your team. Is there anything I should quantify more clearly? Anything would be appreciated.”
Ask for permission to include short endorsements and quotes in your brief.
Step 5: Build your one-page impact brief
Create a document you can share with your manager and use to align the room.
Executive summary
- A headline result that matters to the business.
- The scope you already operate at that matches the target level.
The clear ask: e.g., a promotion to [Title] with compensation aligned to market and internal leveling.
Business impact highlights
Show four to six metrics. Prioritize revenue, cost, speed, quality, and risk.
- Revenue influenced or created.
- Costs avoided or reduced through vendor negotiation or process changes.
- Time saved and throughput gains.
- Quality and risk improvements such as defect or incident reduction.
- Customer and team outcomes.
Include a simple chart or a before-and-after graphic if it helps.
Scope and leverage
- People leadership and mentorship.
- Ownership of systems, products, or programs.
- Cross-functional influence and enablement.
- Budget ownership and decision rights.
Evidence mapped to level criteria
- Strategy and execution with a measurable outcome.
- Communication and influence with a key stakeholder.
- Problem solving and judgment with business impact.
- People leadership or mentorship with a clear result.
- Operational excellence with a metric.
Endorsements
Add two or three short quotes with names and titles.
What the org needs next
List the top two or three objectives for the next two quarters and how you will deliver them.
The ask
State the title and level you seek and the compensation components you want aligned to market and internal ranges.
Step 6: Run the conversation like a pro
Book a dedicated meeting titled something like: “Career growth and compensation plan.”
Open strong
“I am excited to walk you through the results I have delivered and the scope I am operating at. Based on impact and level criteria, I am requesting a promotion to [Title] and a base salary of [$X], with [bonus or equity] aligned to market for this level.”
Anchor clearly
Use reliable market data and present a number at the top of your acceptable range. Be ready to discuss the full package including salary, bonus, equity, sign-on, relocation, education support, and title.
Use silence when necessary
State your number and pause. Let them respond.
Step 7: Navigate pushback, document outcomes, and set Plan B-P
If you get any objections, be prepared to respond with data, then close the loop in writing and secure next steps. This combines your original steps on pushback, follow-up, and additional contingency planning.
Common pushbacks you might get, with responses
- “We do not have budget.”
“I understand budgets are tight. Given the scope I already own, what is the path to an off-cycle adjustment or a phased plan? Here is the impact at stake…” - “You are not ready yet.”
“Thank you for the feedback. Which competency are preventing me from promotion? I would like specific targets and a timeline so we can set the next review date.” - “Here is a smaller increase.”
“I appreciate the offer. Based on the market data and the results outlined, I am targeting [$X]. If base is capped, can we add a one-time adjustment or an equity refresh to close the gap?”
Close the loop within two hours
After your meeting, send a short recap that thanks them, summarizes your impact that you discussed, restates your exact ask, and confirms the next step and date.
Additional things you can do:
- Suggest a bigger scope agreement with a written review date.
- Ask for a one-time bonus or equity top-up if base is capped.
- Request budget for a course or certification that ties directly to helping you advance levels.
- Schedule a 90-day benchmark check to keep the conversation going.
- Build an external pipeline and keep your resume warm. Interviewing builds leverage and confidence.
Mindset for the room
Remember, when you are seeking a promotion or pay raise, you are not begging or asking for something unreasonable! You’re simply aligning your pay with the value you bring to the business.
If you have clarity about the value you bring, and you can present that clearly to your leadership team, you’ll have a greater likelihood in securing that pay increase.
