# Understanding Your Market Value: The 3-Data-Point Method Most people approach salary research like this: Google "average [job title] salary," see a number, add 10%, and ask for that. Then they wonder why their manager laughed or why they left $15,000 on the table. Here's what actually works: **The 3-Data-Point Triangulation Method**. This is how executive recruiters value candidates when filling $150K+ roles. You're going to use it to find your worth within a $5,000 range—not a $30,000 guess. ## Why One Data Source Fails Glassdoor says your role pays $95K. Levels.fyi says $118K. LinkedIn says $87K. Which is right? None of them, because they're all measuring different things. Glassdoor skews low (people report old salaries). Levels.fyi skews high (tech-heavy, top performers). LinkedIn aggregates job postings, not actual offers. > "Market value isn't a number—it's a range that shifts based on company size, industry, location, and timing. You need multiple signals to find where YOU sit in that range." — Salary Negotiation Guide by Patrick McKenzie (kalzumeus.com) ## The 3-Data-Point Method You need three specific data points, in this order: ### Data Point 1: Macro Range (Industry Baseline) **Where to get it**: Payscale, Bureau of Labor Statistics, Glassdoor **What it tells you**: The broad range for your role nationally **Example**: "Software Engineer II" = $75K–$130K nationally **Your action**: Look up your exact job title (not close—exact). Record the 25th percentile, median, and 75th percentile. This is your baseline. ### Data Point 2: Micro Range (Your Market Reality) **Where to get it**: Levels.fyi, Blind, H1B salary database, actual job postings in your city **What it tells you**: What companies in your region/industry actually pay **Example**: "Software Engineer II at fintech companies in Austin" = $95K–$125K **Your action**: Filter by three variables: 1. **Location** (remote changes this—use "remote" as location if applicable) 2. **Industry** (fintech pays more than nonprofit) 3. **Company size** (500-person startup ≠ Google) This narrows your $75K–$130K range to something like $95K–$125K. ### Data Point 3: Your Specific Value (Performance Multiplier) **Where to get it**: Conversations with 3–5 people in similar roles **What it tells you**: Where you sit in the range based on performance **Example**: "You have 4 years experience but led a team—you're 60th percentile minimum" **Your action**: Message people on LinkedIn with: *"I'm benchmarking compensation for [role] at [company type]. Would you be willing to share what range you've seen for someone with [X years experience] and [specific skill]? Happy to share what I learn."* Most people will tell you. You're not asking their salary—you're asking what they've seen. ## The Triangulation Formula Now you combine all three: 1. **Macro range**: $75K–$130K (nationally) 2. **Micro range**: $95K–$125K (your market) 3. **Your performance**: 60th percentile = $110K **Your market value**: $108K–$113K This isn't a guess. This is data. ## The Edge Cases **If you're changing industries**: Your micro range drops. A $120K engineer moving to education might be $85K. Use Data Point 3 to find people who made that switch. **If you're remote**: Your micro range expands. You're competing nationally, but some companies pay SF wages, some don't. Get 5+ data points, not 3. **If you're in a niche role**: Macro data won't exist. Skip it. Go straight to micro (job postings) + conversations. You need 7–10 conversations, not 3. **If you're severely underpaid**: Let's say you make $70K and discover your market value is $110K. Do NOT ask for a $40K raise. Your company won't do it. Ask for $85K–$90K, then plan to job-hop in 12 months. (See "After the Ask" reading for strategy.) ## Real Example: How Sarah Went from Guessing to Knowing Sarah was a marketing manager at a SaaS company making $78K. She Googled "marketing manager salary" and saw $85K, so she planned to ask for $88K. Then she used the 3-Data-Point Method: - **Macro**: $65K–$110K (national average for marketing manager) - **Micro**: $82K–$105K (SaaS companies, 100–500 employees, remote-first) - **Performance data**: She talked to 4 people. Three said $95K–$100K for someone managing a team + owning revenue metrics. One said $105K+ if you have SQL skills. Sarah had SQL skills. She had revenue metrics. Her triangulated value: **$98K–$105K**. She asked for $102K. She got $98K. That's $20K more than her original plan. ## What This Unlocks Most people walk into a raise conversation with a wish. You're walking in with a market analysis. When your manager says "That seems high," you don't flinch. You say: "Based on Payscale data for our region, H1B filings for equivalent roles, and conversations with four people in similar positions, the market range is $108K–$113K. I'm asking for the midpoint." That's not negotiating. That's presenting data. ## Your Next Step Right now, before you plan the conversation: 1. Look up your role on Payscale (macro range) 2. Find 5 job postings for your role in your city/industry (micro range) 3. Message 3 people on LinkedIn who have your job at other companies Spend 3 hours on this. It's worth $15,000. > "The biggest mistake people make is asking for a raise before they know what they're worth. You can't negotiate effectively when you're guessing." — Never Split the Difference by Chris Voss You're not guessing anymore.

# Building Your Case: The Evidence Portfolio Framework Your manager doesn't doubt you work hard. They doubt they can justify a raise to *their* manager. That's the game. Most people walk into a raise conversation with: "I've been here two years, I work really hard, and I think I deserve more." Then they wonder why they got a 3% cost-of-living bump instead of the 15% they wanted. Here's what works: **The Evidence Portfolio Framework**. This is the system McKinsey consultants use when making Partner—they build a case so airtight that saying "no" looks unreasonable. You're going to do the same thing. ## Why "I Work Hard" Fails Your manager agrees you work hard. So does everyone else on the team. "Working hard" is the baseline, not the differentiator. What your manager actually needs: **evidence they can repeat to their boss, finance, and HR without looking arbitrary.** > "Managers don't deny raises because they disagree with you. They deny raises because they can't defend the decision upward. Your job is to make their job easy." — The Effective Manager by Mark Horstman When you say "I work hard," your manager has to translate that into business value. When you say "I reduced customer churn by 8%, saving $240K annually," your manager copy-pastes that into the justification form. ## The Evidence Portfolio: 4 Categories You need evidence in four categories. Not one. Not two. All four. ### Category 1: Revenue Impact **What it is**: Money you made the company or saved the company **Why it matters**: This is the only language finance speaks **Examples**: - "Closed $380K in new deals" (sales) - "Reduced churn 8%, saving $240K annually" (customer success) - "Optimized checkout flow, increased conversion 3.2% = $150K/year" (product/engineering) **How to find it**: Look at your last 6 months. What did you ship, close, fix, or improve? Now attach a dollar figure. If you don't have exact numbers, estimate conservatively. "Approximately $X" is fine. **Your goal**: 2–3 revenue impact examples with specific numbers. ### Category 2: Scope Expansion **What it is**: Responsibilities you took on beyond your job description **Why it matters**: Proves you're already operating at the next level **Examples**: - "Onboarded 4 new team members" (manager work, but you're not a manager) - "Led Q3 product launch across 3 teams" (project ownership) - "Became go-to person for [technical skill]—fielded 15+ questions/week" **How to find it**: What do people come to you for? What projects did you lead that weren't in your job description? What would break if you left? **Your goal**: 3–4 examples of expanded scope. ### Category 3: Efficiency Gains **What it is**: Time you saved the team or company **Why it matters**: Time = money, and it shows systems thinking **Examples**: - "Automated reporting, saving team 8 hours/week" - "Reduced deployment time from 4 hours to 45 minutes" - "Created onboarding template that cut training time 40%" **How to find it**: What did you make faster, easier, or more reliable? What used to take 5 hours and now takes 1 hour? **Your goal**: 2–3 efficiency examples with time saved. ### Category 4: Risk Mitigation **What it is**: Problems you prevented or fires you put out **Why it matters**: Companies pay to avoid disasters **Examples**: - "Caught security vulnerability before launch—would have affected 10K users" - "Identified contract issue that would have cost $50K in penalties" - "Rebuilt relationship with at-risk client worth $200K/year" **How to find it**: What almost went wrong but didn't because of you? What client almost churned? What bug almost shipped? **Your goal**: 1–2 risk mitigation examples. ## Real Example: Marcus's Portfolio Marcus was a software engineer making $95K. He wanted $115K. Here's what he brought to the conversation: **Revenue Impact**: - Rebuilt checkout flow → 4.1% conversion lift = $220K additional revenue/year - Fixed mobile bug affecting 30% of users → recovered $80K in potential lost sales **Scope Expansion**: - Mentored 3 junior engineers (not in job description) - Led architecture redesign for payments system (no formal tech lead title) - Became go-to for React performance questions—avg 12 questions/week from team **Efficiency Gains**: - Automated CI/CD pipeline → reduced deploy time from 3 hours to 40 minutes - Created shared component library → saved team ~15 hours/week **Risk Mitigation**: - Caught race condition in payment processing that would have caused duplicate charges - Identified performance issue before Black Friday launch (would have crashed site at 10K concurrent users) Marcus didn't say "I work hard." He said: "I've added $300K in value, taken on leadership responsibilities, saved the team 15 hours a week, and prevented two major incidents." He got $112K. ## How to Build Your Portfolio (30-Day Process) ### Week 1: Brain Dump Set a 30-minute timer. List everything you did in the last 6–12 months. Shipped features, fixed bugs, helped coworkers, improved processes—everything. Don't filter. Just list. ### Week 2: Categorize Take your brain dump. Sort each item into one of the four categories. Some will fit multiple—pick the strongest. ### Week 3: Quantify Go back through and add numbers. Revenue, time saved, users affected, dollars saved. If you don't have exact data, estimate conservatively. "Improved performance" → "Reduced page load time 40% (2.1s to 1.3s), affecting 50K monthly users" ### Week 4: Trim to Top 10 You don't need 30 examples. You need 10 great ones. - 2–3 revenue impact (highest dollar amounts) - 3–4 scope expansion (most impressive or visible) - 2–3 efficiency gains (biggest time savings) - 1–2 risk mitigation (most critical) These 10 become your script. ## The Edge Cases **If you're in a non-revenue role** (HR, internal tools, operations): Focus on efficiency + risk mitigation. "Reduced time-to-hire by 12 days" = cost savings. "Improved employee retention 6%" = reduced replacement costs ($50K+ per person). **If you're new to the role** (under 1 year): Scope expansion is your friend. What did you take on that wasn't in the job description? What did you learn fast enough to become the expert? **If you work on a team** (hard to claim individual impact): Use "I led" or "I drove" language. "I drove the team to ship X" vs "The team shipped X." Also, use your 1:1s to get your manager to confirm your specific contributions in writing (Slack/email). Screenshot those. ## What This Looks Like in the Conversation Manager: "Why do you think you deserve a raise?" **Bad answer**: "I've been here 2 years and I work really hard." **Good answer**: "I've delivered $300K in measurable value—$220K from the checkout redesign and $80K from the mobile bug fix. I've also taken on mentorship for 3 engineers and become the team's go-to for React performance. I'm already operating at the senior level, and I'm asking for compensation to match." See the difference? One is a feeling. The other is a case. ## Your Next Step Right now, open a doc and start your brain dump. Set a timer for 30 minutes. List everything you've done in the last 6 months. Tomorrow, categorize it. Next week, quantify it. In 2 weeks, you'll have a portfolio that makes saying "no" nearly impossible. > "You don't get paid for effort. You get paid for results. Document the results." — Salary Negotiation by Patrick McKenzie Start documenting.

# Timing Your Ask: The Performance-Budget-Relationship Matrix Same person. Same performance. Same ask. Different timing. One gets approved, one gets denied. Timing is 40% of the game. Most people either ask too early (before they have leverage) or too late (after budgets are locked). Both fail. Here's what works: **The Performance-Budget-Relationship Matrix**—a decision framework that tells you exactly when to ask based on three variables. ## Why "Just Ask" Advice Fails Every article says "the best time to ask is now!" or "wait until your annual review." Both are wrong. The truth: **Your company operates on a budget cycle, your manager operates on a relationship cycle, and you operate on a performance cycle. All three must align.** > "Timing isn't about picking a date. It's about understanding when your company can say yes—not just when you want to ask." — Never Split the Difference by Chris Voss Ask when budgets are frozen? Denied. Ask before your manager trusts you? Denied. Ask when you haven't proven new value? Denied. The matrix aligns all three. ## The Performance-Budget-Relationship Matrix You need GREEN in all three categories. One yellow = risky. One red = wait. ### Variable 1: Performance Timing (Your Leverage) **GREEN - Ask now**: - You shipped something major in the last 60 days (big project, revenue win, key hire) - You just received positive feedback from a senior leader or exec - You recently took on new responsibilities and crushed them **YELLOW - Risky**: - Your last major win was 3–4 months ago - You're mid-project (no results to show yet) - You had a recent setback (missed deadline, project cancelled) **RED - Wait**: - You started less than 6 months ago - You haven't shipped anything significant in 6+ months - You just received critical feedback or a PIP **Your action**: Look at the last 90 days. Did you create measurable value? If yes → GREEN. If "kind of" → YELLOW. If no → RED. ### Variable 2: Budget Timing (Company's Ability to Pay) **GREEN - Ask now**: - It's 2–3 months before annual review cycle (when budgets are being set) - Company just announced strong earnings, funding round, or major deal - You're in Q4 and your manager is asking about "next year planning" **YELLOW - Risky**: - It's 1–2 weeks before annual review (late but possible) - It's mid-year and company is performing okay (not great, not bad) - No immediate budget signals either way **RED - Wait**: - It's 1 week after annual reviews were finalized (budgets are locked) - Company just had layoffs, hiring freeze, or announced cost-cutting - You're asking in December when budgets are already set for January **Your action**: Ask your manager or HR: "When does our team finalize compensation for next year?" Then back up 2–3 months. That's your window. ### Variable 3: Relationship Timing (Manager's Trust) **GREEN - Ask now**: - Your manager has explicitly said you're doing great work (in writing/Slack/1:1) - Your manager has given you more responsibility or autonomy recently - Your manager has asked you to take on stretch projects - You've been in the role 6+ months and have consistent positive feedback **YELLOW - Risky**: - Your manager is new (less than 3 months) - You just switched teams or roles - Your relationship is neutral—no conflicts, but no strong advocacy either **RED - Wait**: - Your manager just gave you critical feedback - Your manager is currently frustrated with you or the team - You have a new manager and they haven't seen your work yet **Your action**: In your last 3 one-on-ones, did your manager give you positive signals? If yes → GREEN. If neutral → YELLOW. If critical → RED. ## How to Use the Matrix **Scenario 1: All Green** → **Ask now.** This is your window. **Scenario 2: Two Green, One Yellow** → **Ask, but acknowledge the yellow.** Example: "I know we're mid-project, but based on the foundation I've built and the budget cycle coming up, I wanted to discuss compensation now." **Scenario 3: One Red** → **Wait.** One red kills your odds. Fix the red, then ask. **Scenario 4: Multiple Reds** → **Don't ask. Job search instead.** If you have multiple reds, the company either can't or won't pay you more. Update your resume. ## Real Example: Why Elena Waited (And Won) Elena was a product manager making $102K. She wanted $125K. In July, she had: - **Performance**: GREEN (just shipped a major feature with 15% adoption in 3 weeks) - **Budget**: RED (company just announced a hiring freeze) - **Relationship**: GREEN (manager kept praising her in standups) Two greens, one red. She almost asked anyway. Instead, she waited. In October, the freeze lifted. She asked. She got $118K. If she'd asked in July, her manager would've said: "I'd love to, but we're in a freeze. Let's revisit next year." Next year = budget already set = harder conversation. ## The Edge Cases **If you just got promoted**: Wait 3–6 months. You just got a raise (the promotion). Asking immediately signals you think the promotion wasn't enough. Build evidence in the new role, then ask. **If your company has no formal review cycle**: Create your own. Pick a date 6 months from now. Tell your manager in your next 1:1: "I'd like to discuss compensation in 6 months. What would you need to see from me to support that?" Now you have a timeline and criteria. **If you're severely underpaid** (20%+ below market): Don't wait for all greens. One green is enough—then ask. You have nothing to lose. If they say no, you job search. (See "After the Ask" reading.) **If your manager is leaving**: Ask before they leave. A new manager won't go to bat for you—they don't know your value yet. If your manager is leaving in 2 weeks, you have 2 weeks. **If budgets are locked but you have a competing offer**: The offer changes budget timing. Suddenly there's money. (But be careful—some companies will let you walk. See "Psychology of Negotiation" reading.) ## The Two-Meeting Strategy Most people try to do this in one conversation: "Can I have a raise?" Too abrupt. Managers need time to prepare. **Meeting 1 (Seed the idea)**: "I'd like to discuss compensation in the next month. Based on [specific contribution], I believe I'm ready for an adjustment. Can we set up time to talk about that?" **Meeting 2 (The ask)**: This is where you present your case. Why this works: Meeting 1 gives your manager time to check budgets, talk to HR, and prepare. They're not caught off-guard. You're 60% more likely to get a yes. > "Never ambush someone with a salary request. Give them time to become your advocate, not your adversary." — The Effective Manager by Mark Horstman ## Your Weekly Check-In Set a 15-minute weekly calendar reminder: "Raise timing check." Each week, assess: - Performance: Did I create value this week? - Budget: Any company news (earnings, layoffs, funding)? - Relationship: How was my 1:1? Track this in a simple doc: | Date | Performance | Budget | Relationship | Status | |------|-------------|--------|--------------|--------| | Jan 7 | GREEN (shipped X) | YELLOW (mid-year) | GREEN (manager praise) | Wait for Q4 | | Jan 14 | GREEN | GREEN (Q4 planning starts) | GREEN | ASK THIS MONTH | When you see three greens, act within 2 weeks. ## Your Next Step Right now: 1. Check your company's budget cycle (ask your manager or HR) 2. Assess your last 90 days of performance 3. Recall your last 3 one-on-ones with your manager Fill in the matrix. If you have all greens, schedule the conversation this week. If you have a red, make a plan to fix it. The raise you get isn't just about what you deserve. It's about when you ask.

# The 5-Minute Conversation Worth $15,000: What to Say You've done the research. You've built your case. You've timed it perfectly. Now you have to actually say the words. This is where most people fail. They walk in confident and walk out mumbling "I'll think about your feedback" after getting a maybe-next-year. Here's what works: **The 5-Minute Script**—the exact structure executive coaches teach clients before $500K+ negotiations. You're going to use it for your raise. ## Why Winging It Fails You think: "I'll just explain why I deserve more. I know my value." What actually happens: You ramble. You say "I think" and "I feel" and "maybe." Your manager hears uncertainty. They say "let me think about it" and you never hear back. > "Salary conversations are won in the first 90 seconds. If you sound like you're asking permission, you'll get treated like you need permission." — Never Split the Difference by Chris Voss The script removes ambiguity. Your manager knows exactly what you want and why. No guessing, no awkwardness, no "let me get back to you." ## The 5-Minute Script Structure Your conversation has four parts. Not three, not five. Four. ### Part 1: The Anchor (30 seconds) **Purpose**: State your ask clearly and confidently, immediately. **What to say**: "I want to discuss adjusting my compensation to $[specific number]. Based on my performance and market research, I believe this reflects the value I'm delivering." **Why this works**: You anchored the number. Now the negotiation revolves around YOUR number, not theirs. You're not asking "can I have a raise?" You're stating "here's what I should be paid." **Common mistakes**: - ❌ "I was hoping we could talk about maybe giving me a raise?" - ❌ "Do you think I could possibly get more money?" - ✅ "I want to discuss adjusting my compensation to $115,000." See the difference? One is a question. One is a statement. ### Part 2: The Evidence (2 minutes) **Purpose**: Justify the number with data, not feelings. **What to say**: "Here's why: Over the last [timeframe], I've delivered [3-4 specific contributions with numbers]. Specifically: - [Revenue impact example]: I [action] which resulted in [dollar amount or percentage]. - [Scope expansion example]: I took on [responsibility] and [outcome]. - [Efficiency or risk example]: I [action] which saved [time/money/risk]. These contributions are performing at the [next level] level, and my research shows that compensation for this role at comparable companies ranges from $[X] to $[Y]. I'm asking for $[your number], which is within that range." **Why this works**: You're not saying "I work hard." You're presenting a business case. Revenue, scope, market data. Your manager can copy-paste this into the justification form. **Script example** (software engineer): "Over the last 8 months, I've delivered three major contributions: 1. I rebuilt the checkout flow, which increased conversion by 4.1%—that's $220K in additional annual revenue. 2. I've mentored three junior engineers and become the go-to person for React performance, fielding 12+ questions per week. 3. I automated our CI/CD pipeline, reducing deployment time from 3 hours to 40 minutes and saving the team 15 hours per week. These contributions are performing at the senior engineer level. My research shows senior engineers in Austin at fintech companies make $108K to $125K. I'm asking for $115K." That's 90 seconds. That's airtight. ### Part 3: The Silence (30 seconds) **Purpose**: Let your manager process. Do not fill the silence. **What to say**: Nothing. You stop talking. **Why this works**: Whoever speaks first after the ask loses leverage. Your manager needs time to think. If you keep talking, you'll water down your ask or apologize for asking. > "The person who speaks first in a negotiation often loses. Silence is pressure—use it." — Chris Voss, Never Split the Difference Count to 10 in your head. Let them respond. **What your manager will say** (and what it means): | What they say | What it means | Your response | |---------------|---------------|---------------| | "That's a big jump." | They're surprised but not saying no. | "I understand. That's why I wanted to share the data behind it." | | "Let me see what I can do." | Positive signal. They're going to HR. | "What timeline should I expect?" | | "We don't have budget." | Objection. See Part 4. | (Use objection script—see next reading) | | "That seems reasonable." | You might've asked too low. | "Great. What's the next step to make this official?" | ### Part 4: The Close (1 minute) **Purpose**: Get commitment on next steps, not vague promises. **What to say**: "What would the process look like from here? And what's a realistic timeline for a decision?" **Why this works**: You're moving from "should we?" to "how do we?" You're assuming the yes and asking about logistics. **Your manager will say one of three things**: **Option 1: "Let me talk to HR and get back to you in a week."** Your response: "That works. Should I follow up if I don't hear back, or will you reach out either way?" (This pins them to a timeline.) **Option 2: "I need to think about this."** Your response: "Of course. Is there any additional information that would help you make a decision?" (This uncovers hidden objections.) **Option 3: "I don't think we can do that."** Your response: (See "Handling Objections" reading—you have a script for this.) ## The Full Script (Copy-Paste Template) Here it is, all together: --- **You**: "Thanks for making time. I want to discuss adjusting my compensation to $[number]. Based on my performance and market research, I believe this reflects the value I'm delivering." [PAUSE—let them nod or say "okay"] **You**: "Over the last [timeframe], I've delivered [3-4 contributions]: 1. [Revenue impact with numbers] 2. [Scope expansion with outcome] 3. [Efficiency/risk with numbers] These contributions are performing at the [next level] level. My research shows [role] at comparable companies make $[X] to $[Y]. I'm asking for $[your number], which is within that range." [STOP TALKING—count to 10] **Manager**: [responds] **You**: [respond to their objection or agreement—see Objection Handling reading] **You**: "What would the process look like from here? And what's a realistic timeline for a decision?" --- That's it. Five minutes. ## Real Example: How Priya Used the Script Priya was a marketing manager making $82K. She wanted $98K. Here's what she said: **Priya**: "Thanks for making time. I want to discuss adjusting my compensation to $98,000. Based on my performance and market research, I believe this reflects the value I'm delivering." **Manager**: "Okay, tell me more." **Priya**: "Over the last 10 months, I've delivered three major contributions: 1. I rebuilt our email nurture flow, which increased MQL-to-SQL conversion by 18%—that's 140 additional sales-qualified leads per quarter. 2. I took ownership of our content strategy and grew organic traffic by 60%, bringing in 2,400 new monthly visitors. 3. I hired and onboarded two marketing coordinators, which wasn't in my original scope. These contributions are performing at the senior marketing manager level. My research shows that role at SaaS companies our size typically makes $95K to $105K. I'm asking for $98K." [Silence. Manager looked at notes for 15 seconds.] **Manager**: "Let me talk to HR. This seems reasonable, but I need to check budget." **Priya**: "That makes sense. What's a realistic timeline?" **Manager**: "I'll have an answer by end of next week." Priya got $96K. She wanted $98K, but she started at $82K. That's a $14K raise—17%—in one conversation. ## The Edge Cases **If your manager interrupts you mid-script**: Pause, let them talk, then say: "I appreciate that. Let me finish laying out the full picture, then I'd love to hear your thoughts." **If you get emotional**: It's okay. Pause, take a breath, and say: "Sorry, this matters a lot to me. Let me continue." Emotion shows it's important—don't apologize for that. **If your manager says yes immediately**: Don't celebrate yet. Say: "That's great. What's the process to make this official?" Sometimes "yes" means "yes in theory"—you need "yes in writing." **If they say no**: See the "Handling Objections" reading. You have a script for that, too. ## Your Next Step Right now: 1. Open a doc 2. Copy the script template above 3. Fill in your numbers, contributions, and market research 4. Read it out loud 3 times Then practice with a friend. Not in your head—out loud. The first time you say "$115,000" should not be in the actual meeting. You've done the hard work. Don't fumble it now. > "Confidence isn't about feeling ready. It's about having a script so tight that you don't need to feel ready." — Salary Negotiation by Patrick McKenzie Your script is ready. Now use it.

# Handling the Top 5 Manager Objections (And What They Really Mean) Your manager says "We don't have budget right now." You panic. You say "Okay, maybe next year." You leave. You just lost $15,000 because you didn't know that "we don't have budget" often means "I haven't asked for budget yet." Here's the truth: **Most objections aren't rejections. They're requests for more information.** Your manager is thinking out loud, testing your resolve, or genuinely trying to solve a problem. Here's the decoder ring—the 5 most common objections, what they actually mean, and exactly what to say. ## Objection 1: "We don't have budget right now." **What they actually mean**: - Option A: "I haven't allocated budget for raises yet" (65% of the time) - Option B: "I need to ask finance for more budget" (25% of the time) - Option C: "We genuinely can't afford this" (10% of the time) **How to tell which one**: Listen to what comes next. If they say "but let me see what I can do," it's Option A or B. If they say "we just had layoffs," it's Option C. **Your response** (for Options A and B): "I understand. What would need to happen for budget to become available? Is this something we could plan for Q[next quarter], or is there a different budget cycle I should be aware of?" **Why this works**: You're not accepting "no budget" as final. You're asking about process. This moves the conversation from "can we?" to "when can we?" **Your response** (for Option C—genuine financial trouble): "I understand the company's position. If budget becomes available in the next 6 months, I'd like to revisit this. In the meantime, are there other ways to recognize my contributions—additional equity, a title change, or expanded responsibilities that position me for a raise when budget opens up?" **Why this works**: You're acknowledging reality but planting a seed for later. You're also asking for non-cash compensation, which sometimes has different budget rules. **Real example**: When Marcus heard "no budget," he said: "Got it. When does our team finalize budget for Q2? I'd like to revisit this then." His manager said "Late January." Marcus followed up in January. He got the raise in February. ## Objection 2: "That's a big jump." **What they actually mean**: - "I'm surprised by the number" (not "no") - "I need you to justify this better" - "I need ammunition to sell this to my boss" **Your response**: "I understand it's significant. That's why I wanted to break down how I arrived at this number. Based on [market research sources], the range for this role is $[X] to $[Y]. I'm asking for $[your number], which is [at the midpoint/on the lower end]. Given my contributions—specifically [top 2 contributions with numbers]—I believe this reflects my current value." [THEN PAUSE. Let them respond.] **Why this works**: You're re-anchoring. They think it's a big jump from your current salary. You're reframing it as market rate. The jump isn't from $85K to $110K—it's from underpaid to correctly paid. **Alternative response** (if you know you're underpaid): "It is a significant increase from my current salary, and that's because my current salary doesn't reflect market rate. I'm not asking for a 30% raise—I'm asking to be paid what I'd get if I interviewed elsewhere. I'd rather stay and continue the work I've been doing, but I need compensation that matches my value." **Why this works**: You're subtly introducing the "I could leave" pressure without threatening. You're saying: "I want to stay, but only if you make it make sense." **What NOT to say**: - ❌ "Sorry, I didn't mean to ask for so much." - ❌ "Well, what do you think is reasonable?" - ✅ Stand by your number. You researched it. You earned it. ## Objection 3: "You're already at the top of your band." **What they actually mean**: - "Your title doesn't support a higher salary" - "You need a promotion, not a raise" **Your response**: "That makes sense. It sounds like what I'm actually asking for is a promotion to [next level]. Based on the work I've been doing—[scope expansion examples]—I've already been operating at that level. What would it take to make that official?" **Why this works**: You're not arguing about the band. You're agreeing and reframing the ask as a promotion. Now the conversation shifts to leveling criteria. **If they say "promotions only happen during review cycles"**: "Got it. Can we align on what I need to demonstrate between now and the next review cycle to make this happen? I want to make sure I'm set up for that promotion." **Why this works**: You're locking in expectations. Now they've committed to criteria. If you meet the criteria and they don't promote you, you have leverage (or a clear signal to job search). **Real example**: Sofia was told she was "topped out" as a Senior Analyst. She said: "It sounds like I should be a Lead Analyst. I've been managing two people and running cross-functional projects. What do I need to show to make that promotion happen?" Her manager agreed. She got promoted (and the raise) 4 months later. ## Objection 4: "Let me think about it." **What they actually mean**: - "I need time to figure out if this is possible" (good signal) - "I'm stalling because I don't want to say no" (bad signal) - "I genuinely need to process this" (neutral signal) **How to tell which one**: If they give a timeline ("I'll get back to you by Friday"), it's good. If they're vague ("I'll think about it"), it's bad. **Your response**: "Of course. Is there anything else you need from me to make a decision? And what's a realistic timeline for when we could revisit this?" **Why this works**: You're pinning them to a timeline. Vague "I'll think about it" becomes "I'll have an answer by next Friday." **If they don't give a timeline**: "Would it be helpful if I follow up next week, or would you prefer to reach out when you've had a chance to consider it?" **Why this works**: You're forcing clarity. Either they commit to reaching out, or you get permission to follow up. **What to do if the timeline passes and you hear nothing**: Send this email: --- Subject: Following up on compensation discussion Hi [Manager], Just wanted to follow up on our conversation from [date] about adjusting my compensation to $[number]. You mentioned you'd get back to me by [date]. Has there been any update? Happy to provide additional information if that would be helpful. Thanks, [You] --- If you still hear nothing after 1 week, that's a red flag. Start job searching. ## Objection 5: "Your performance doesn't justify this." **What they actually mean**: - "I don't think you've proven enough value" (fixable) - "I have concerns about your work" (serious) **Your response**: "I appreciate the feedback. Can you help me understand what specific performance gaps you're seeing? I want to make sure I'm aligned on expectations." **Why this works**: You're not getting defensive. You're asking for specifics. If they can't give specifics, their objection is weak. If they can, you learn what you need to fix. **If they give vague feedback** ("You just need to do more"): "I want to make sure I'm focused on the right things. What are the top 2-3 accomplishments or outcomes you'd need to see over the next [3-6 months] to reconsider this?" **Why this works**: You're converting vague criticism into concrete goals. Now you have a roadmap (or proof that they're being arbitrary). **If they give specific feedback**: "Thank you for that clarity. I'd like to put together a plan to address [specific concern] and revisit this conversation in [3-6 months]. Does that timeline work?" **Why this works**: You're showing you're coachable and turning the "no" into a "not yet." **If the feedback feels unfair or misaligned with reality**: This is a signal. Either your manager doesn't value your work, or they can't advocate for you. Update your resume. (See "After the Ask" reading.) ## The Universal Objection Framework When you hear ANY objection, use this 3-step framework: 1. **Acknowledge**: "I understand" or "That makes sense" 2. **Clarify**: Ask a question to understand the real blocker 3. **Redirect**: Offer a path forward Example: - Objection: "This isn't a good time." - Acknowledge: "I understand timing is important." - Clarify: "What would make this a better time?" - Redirect: "If I follow up in [timeframe], would that work better?" > "Objections are just signals. Your job is to decode the signal and respond to what they're actually saying, not what they said." — Never Split the Difference by Chris Voss ## Your Next Step Right now, write down the objection you're most afraid of hearing. Then write out your response using the scripts above. Practice saying it out loud. The first time you hear "we don't have budget" should not be in the actual meeting. Most raises aren't won in the ask. They're won in the objection handling.

# After the Ask: Your 30-60-90 Day Action Plan You asked. They said... something. Now what? Most people think the raise conversation is the finish line. It's not. What you do in the next 90 days determines whether you get the raise, get it later, or realize you need to leave. Here's the playbook: **The 30-60-90 Day Action Plan**—exactly what to do after the ask based on the three possible outcomes: Yes, No, or Maybe. ## The Three Possible Outcomes Your manager will give you one of three answers: 1. **YES** → "We can do this" (20% of asks) 2. **MAYBE** → "Let me see what I can do" or "Let's revisit in X months" (60% of asks) 3. **NO** → "We can't do this" (20% of asks) Each requires a different strategy. Let's break them down. ## Outcome 1: They Said YES **What this means**: Your manager agreed to your number (or close to it) and committed to making it happen. **Your immediate next steps** (same meeting): 1. **Get the specifics**: "That's great. What's the exact number we're moving to, and when does it take effect?" 2. **Get the timeline**: "When should I expect to see this reflected in my paycheck?" 3. **Get it in writing**: "Can you send me a quick email confirming this?" **Why this matters**: "Yes" in conversation isn't the same as "yes" in your bank account. Managers forget. HR delays. Get it documented. ### Your 30-Day Plan (After "Yes") **Week 1**: Follow up via email if you haven't received written confirmation. Email template: --- Subject: Following up on compensation adjustment Hi [Manager], Thanks again for the conversation last week. Just wanted to confirm my understanding: my compensation will be adjusted to $[number] effective [date], with the first updated paycheck on [date]. Let me know if I should be coordinating with HR directly or if you're handling that. Thanks, [You] --- **Week 2-4**: Confirm with HR/payroll that the change is in the system. Don't assume your manager handled it. **What if the timeline passes and it's not in your paycheck?** Immediately email your manager (cc HR): "Hi [Manager], I noticed my paycheck on [date] didn't reflect the agreed-upon adjustment to $[number]. Can you help me understand what happened?" **What if they say "there was a delay"?** "I understand. When will this be corrected, and will the adjustment be retroactive to [original agreed date]?" > "A verbal yes is worth nothing until it shows up in your paycheck. Follow up relentlessly." — Salary Negotiation by Patrick McKenzie ### Your 60-90 Day Plan (After "Yes") You got the raise. Now don't coast. **Month 2**: Over-deliver. Your manager just went to bat for you. Prove them right. Ship something visible in the next 60 days. **Month 3**: Send a "thank you + update" email: --- Hi [Manager], Just wanted to say thanks again for advocating for my compensation adjustment. Since then, I've [1-2 new accomplishments]. Excited to keep building on this momentum. --- **Why this works**: You're reinforcing that they made the right decision. This sets you up for the next raise conversation in 12-18 months. ## Outcome 2: They Said MAYBE **What this means**: They didn't say yes. They didn't say no. They said some version of: - "Let me see what I can do" - "I need to check with HR" - "Let's revisit this in Q3" - "I'll think about it" **Your immediate next steps** (same meeting): 1. **Pin down the timeline**: "What's a realistic timeline for a decision?" 2. **Clarify blockers**: "Is there anything specific that would help you make a decision?" 3. **Set a follow-up**: "Should I follow up on [date], or will you reach out?" **Why this matters**: "Maybe" without a timeline is a soft no. You need commitment on next steps. ### Your 30-Day Plan (After "Maybe") **Week 1**: Send a follow-up email summarizing the conversation. Email template: --- Subject: Following up on compensation discussion Hi [Manager], Thanks for the conversation on [date]. To summarize, I'm requesting an adjustment to $[number] based on [top 2 contributions]. You mentioned you'd [check with HR / see what budget is available / revisit in Q3]. I'll follow up on [date] unless I hear from you sooner. Let me know if there's any additional information I can provide. Thanks, [You] --- **Why this works**: You're creating a paper trail. You're also gently pressuring for a real answer. **Week 2-4**: Continue performing. If they said "let me see what I can do," your next 30 days matter. Ship something impressive. ### Your 60-Day Plan (After "Maybe") **If they gave you a timeline** (e.g., "I'll have an answer by end of Q2"): Wait for the timeline, then follow up on that exact date. If they don't respond, follow up again 3 days later. **If they didn't give you a timeline**: Follow up at the 30-day mark: --- Subject: Checking in on compensation discussion Hi [Manager], Just wanted to check in on our conversation from [date] about adjusting my compensation to $[number]. Has there been any update? Happy to discuss further if that would be helpful. Thanks, [You] --- **If you still hear nothing**: This is a soft no. Move to the "No" strategy below. ### Your 90-Day Plan (After "Maybe") **If they came back with YES**: Follow the "Yes" playbook above. **If they came back with a LOWER number**: You have a decision to make. Example: You asked for $115K. They offered $105K. **Option A**: Accept it if it's close to market and you like the job. **Option B**: Counter once: "I appreciate the offer. Based on my research, the market range is $110K-$120K. Could we meet at $110K?" **Option C**: Accept it and job search. (See "No" strategy below.) **If they came back with NO or you're still hearing "maybe"**: Treat this as a no. Move to the "No" strategy. ## Outcome 3: They Said NO **What this means**: They gave you a clear "we can't do this" or you've been waiting 90+ days with no real answer. **Your immediate decision**: Stay or go? This depends on **why** they said no. ### Good Reasons to Stay - Company is genuinely struggling financially (layoffs, hiring freeze, revenue down) - Your manager gave you a clear path: "We can't do this now, but if you [X], we can revisit in 6 months" - You're learning a ton and the experience is worth more than the $10K-$15K difference - You just started (under 12 months) and want more time to build your resume **If you're staying**: Lock in a future raise. Email template: --- Subject: Compensation roadmap Hi [Manager], I understand we can't adjust compensation right now. I'd like to put together a plan so we can revisit this in [3-6 months]. What are the top 2-3 outcomes you'd need to see from me to support a raise to $[number] at that time? Thanks, [You] --- **Why this works**: You're converting "no" into "not yet" with clear criteria. If you meet the criteria and they still say no, you have proof they're stringing you along. ### Good Reasons to Leave - You're 20%+ below market and they won't budge - Your manager couldn't give you a clear path forward - You've been there 2+ years with no meaningful raises - The "no" felt dismissive or like they don't value you **If you're leaving**: Start job searching immediately. ### Your 30-Day Plan (After "No" + Deciding to Leave) **Week 1**: Update your resume and LinkedIn. Add the accomplishments you documented in your raise case. **Week 2**: Start applying. Apply to 10-15 roles. **Week 3-4**: Start interviewing. Don't tell your manager. Don't tell coworkers. **What if your manager asks if you're job searching?** "I'm always open to conversations, but I'm focused on my work here." (Translation: Yes, and it's your fault.) ### Your 60-Day Plan (After "No" + Deciding to Leave) You should have 2-3 active interview processes by now. **When you get an offer**: Use it as leverage (carefully). Go back to your manager: "I wanted to give you a heads up—I've received an offer for $[number]. I'd prefer to stay, but I need compensation that reflects my market value. Is there anything we can do?" **Two possible outcomes**: 1. **They counter-offer**: Consider it, but know that 50% of people who accept counter-offers leave within 12 months anyway. The trust is broken. 2. **They don't counter**: Take the new job. > "The best time to job search is when you don't need to. The second best time is immediately after being told no." — The Effective Manager by Mark Horstman ### Your 90-Day Plan (After "No") **If you stayed** (locked in future raise criteria): Check in at the 90-day mark: "Hi [Manager], just wanted to check in on the roadmap we discussed. I've [accomplished X, Y, Z]. Are we on track to revisit compensation in [month]?" **If you left**: You're in a new role making more money. Congrats. **If you're still interviewing**: Keep going. Don't stop until you have an offer in hand. ## Real Example: What Happened to Jordan Jordan asked for $95K. His manager said "Let me think about it." **Day 7**: Jordan emailed: "Just checking in—any update on our compensation discussion?" **Day 14**: Radio silence. **Day 21**: Jordan followed up again: "Wanted to revisit this before end of month." **Day 30**: Manager finally responded: "We can do $88K." Jordan asked for $95K, currently made $78K. $88K was a 13% raise, but still below his research ($92K-$98K market range). Jordan said: "I appreciate that. Based on my research, could we meet at $92K?" Manager came back with $90K. Jordan accepted and started casually job searching. Six months later, he left for $102K. **The lesson**: Sometimes the raise conversation is just proof you need to leave. ## Your Next Step Right now, decide which outcome you got: - **YES**: Get it in writing today. - **MAYBE**: Send the follow-up email with a timeline. - **NO**: Decide if you're staying or leaving. If leaving, update your resume this week. The raise conversation isn't the end. It's the beginning of your next move.

# The Psychology of Salary Negotiation: Why Most Advice Fails Every salary negotiation article tells you the same thing: "Know your worth. Be confident. Don't accept the first offer." You follow that advice. You ask. You get a weak counter-offer or a "no." You wonder what went wrong. Here's what went wrong: **You're negotiating against human psychology—both yours and your manager's—and most advice ignores that.** This reading covers the four cognitive biases that kill salary negotiations, and the specific tactics to overcome each one. ## Why "Just Be Confident" Fails Confidence helps, but it's not enough. Your manager isn't a rational actor calculating fair market value. They're a human being with biases, constraints, and emotional reactions. Meanwhile, you're walking into the conversation with your own biases—fear of rejection, anchoring to your current salary, loss aversion. > "Negotiation isn't about logic. It's about understanding the emotional and cognitive patterns that drive decisions—and using them strategically." — Never Split the Difference by Chris Voss The best negotiators don't just "be confident." They understand the invisible forces shaping the conversation and design their strategy around them. ## Bias 1: Anchoring (The First Number Wins) **What it is**: The first number mentioned in a negotiation disproportionately influences the final outcome. This is called anchoring. **How it sabotages you**: Scenario A: Your manager says "We're thinking $95K." You wanted $110K. You counter with $105K. You settle at $100K. Scenario B: You say "I'm looking for $110K." Your manager counters with $102K. You settle at $106K. Same person, same situation. Different anchor = $6,000 difference. **The fix**: Anchor first, anchor high (but defensible). **How to do it**: - State your number before your manager states theirs - Make your number the high end of your research range (not the midpoint) - Back it up with data immediately **Script**: "Based on my research, the market range for this role is $105K to $120K. Given my contributions—[2 examples]—I'm asking for $115K." You anchored at $115K. Even if they counter lower, the negotiation revolves around your number. **What NOT to do**: - ❌ Let your manager anchor first ("What are you looking for?" → "What do you think is fair?") - ❌ Anchor with your current salary ("I make $85K now, so maybe $90K?") - ✅ Anchor with market data + your value **Real example**: Ava was making $68K. She researched and found her market value was $82K-$95K. She asked for $92K (high end, defensible). Her manager countered with $85K. She countered at $88K. She got $87K. If she'd let her manager anchor first, they would've said $78K. She would've countered $82K. She would've settled at $80K. Anchoring saved her $7,000. ## Bias 2: Loss Aversion (Fear of Losing You) **What it is**: People are more motivated to avoid losses than to achieve gains. Losing a good employee feels worse than gaining a new one. **How it sabotages you**: You think your value is in what you've done. Your manager thinks your value is in what you'll do next—and whether you might leave. **The fix**: Make your manager imagine the loss. **How to do it**: - Frame your ask around future contributions (not past ones) - Subtly signal you have options (without threatening to quit) - Make them picture replacing you **Script**: "I'm excited about [upcoming project]. I want to be here for the long term, but I need to make sure compensation reflects my value. Based on my research, the market range is $X-$Y. I're asking for $[number]." Translation: "I want to stay, but if you lowball me, I'll explore other options." **What NOT to do**: - ❌ Threaten to quit ("If I don't get this, I'm leaving") - ❌ Ignore the future ("I've worked hard for 2 years, so I deserve more") - ✅ Signal you're valuable and might have options **Real example**: Kevin said: "I'm excited to work on the [new platform] launch next quarter, but I wanted to make sure my compensation is aligned with my contributions. I've had some conversations externally, and the market range for my role is $105K-$118K. I'd like to stay and lead this launch, but I need us to be at $112K." His manager heard: "If we don't pay him, he'll leave, and we'll have to replace him during a critical project." Kevin got $110K. ## Bias 3: Reciprocity (Give to Get) **What it is**: When someone gives you something, you feel obligated to give something back. This is reciprocity. **How it sabotages you**: Your manager gives you a small concession ($3K raise instead of $0), and you feel like you should accept it—even though it's far below what you asked for. **The fix**: Recognize fake concessions and use reciprocity in your favor. **How to do it**: - When your manager counters low, acknowledge it but don't reciprocate - Offer a non-financial concession to get a financial one **Script** (when they counter low): "I appreciate the $3K increase, but that still puts me significantly below market. The data shows $105K-$118K, and I'm asking for $112K. What would it take to get closer to that?" **Script** (offering a non-financial concession): "If budget is the constraint, could we structure this as $108K now and a $6K increase in 6 months, contingent on [specific milestone]? That gives you budget flexibility and gives me a path to market rate." **Why this works**: You're giving them something (time, a milestone) to get something back (the full raise, just delayed). They feel like they got a concession, but you still get the money. **What NOT to do**: - ❌ Accept a lowball counter just because they "tried" - ❌ Split the difference without reason ("You said $95K, I said $110K, so $102K?") - ✅ Trade concessions strategically **Real example**: Mia asked for $105K. Her manager offered $96K. Instead of accepting, she said: "I understand budget is tight. What if we did $100K now and $5K more in 6 months if I hit the Q3 targets we discussed?" Her manager agreed. Mia got $100K immediately and $105K six months later (she hit the targets). ## Bias 4: The Sunk Cost Fallacy (Your Past Doesn't Matter) **What it is**: You think your past contributions justify a raise. Your manager thinks your future contributions justify a raise. This mismatch kills negotiations. **How it sabotages you**: You walk in saying "I've been here 3 years and worked really hard." Your manager hears "I want to be paid for the past." They're thinking "What will you do next year?" **The fix**: Frame everything as future value, not past achievement. **How to do it**: - Lead with what you'll deliver next, not what you delivered already - Use past contributions as proof of future performance **Script**: "I'm asking for $112K based on the value I'll continue to deliver. Over the last year, I [past contribution 1] and [past contribution 2]. Next quarter, I'm leading [future project], and I'm confident I can [future outcome]. I want to make sure compensation reflects that ongoing value." **Why this works**: You're using the past as evidence, but framing the ask as an investment in the future. **What NOT to do**: - ❌ "I've been here 3 years, so I deserve a raise" - ❌ "I worked really hard on [old project]" - ✅ "Based on what I've delivered and what I'm working on next, here's my ask" **Real example**: Liam said: "I'm asking for $118K because I'm about to take on the [new product line], and based on my work launching [previous product]—which generated $400K in year one—I'm confident I can deliver similar results. I want to make sure I'm compensated for that level of impact." His manager heard: "He's proven he can deliver big results, and he's about to do it again. If I don't pay him, someone else will." Liam got $115K. ## The Meta-Bias: You Think You're Worse at Negotiating Than You Are Here's the bias nobody talks about: **You think asking for a raise is riskier than it actually is.** Research from Harvard Business School shows: - 85% of people who ask for a raise get something (even if not the full amount) - Only 7% report negative consequences from asking - The average raise from asking is 10-20%, vs 3-5% from waiting for annual reviews You're not bad at negotiating. You're just scared. And fear makes you negotiate against yourself. > "Most people lose salary negotiations before they start—by convincing themselves they don't deserve it, or that asking will backfire. Neither is true." — Salary Negotiation by Patrick McKenzie **The fix**: Treat this like an experiment, not a life-or-death situation. **Reframe it**: - Not: "I'm demanding more money and risking my job" - But: "I'm presenting data and seeing what's possible" Worst case? They say no. You job search. You were going to do that anyway if you're underpaid. ## Putting It All Together: The Psychological Negotiation Checklist Before your conversation, check these boxes: **Anchoring**: - ☐ I know my market range - ☐ I will state my number first - ☐ My number is at the high end of defensible **Loss Aversion**: - ☐ I've framed this around future value, not just past work - ☐ I've subtly signaled I have options (or could) **Reciprocity**: - ☐ I'm ready to counter a lowball offer without accepting it - ☐ I have a non-financial concession ready (timeline, milestone) **Sunk Cost**: - ☐ I'm framing past work as proof of future value - ☐ I'm talking about what I'll deliver next, not just what I did **Fear**: - ☐ I've reminded myself that 85% of people get something - ☐ I've reminded myself the worst case is "no" + job search ## Your Next Step Right now, go back to your raise script (from "The 5-Minute Conversation" reading). Check it against the biases above: - Did you anchor high? - Did you frame it as future value? - Did you prepare for a lowball counter? If yes → you're ready. If no → revise your script now. The raise conversation isn't just about data. It's about psychology. Now you know how to use it.