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Meeting or exceeding goals

Meeting or exceeding goals

"You should always link individual performance to departmental goals, and then to overall company goals and how what you've done directly impacted each." -- Adam Ochstein

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If you led training, introduced new procedures, or became a trustworthy person during a year with tumultuous office politics, you should include that in your discussion.

Don't forget to follow up over email.

  • If you get turned down, ask what you need to do to improve. "Get as much specific feedback as possible so you can figure out what steps you need to take to get to the next level,"
  • Put something on the calendar for a few months out. Ask to revisit t...

  • Set up a meeting — in person. Approach the subject diplomatically, with an upbeat, positive demeanor.
  • Practice beforehand. Practice the discussion until it's free of emotion and nerves.
  • Consider using the 'gentle startup' techni...

  • If your performance review is coming up, plan to raise the topic after receiving favorable feedback.
  • If you don't have a performance review on the horizon, you could schedule a salary discussion a few months before the yearly budget is set.

  • Look at what your role pays industrywide. Online tools can help you learn what the median pay is for industry, position, and location.
  • Avoid asking your colleagues what they're paid.
  • Avoid asking for an outlandish increase.

... based on how you've quantifiably exceeded your goals.

... if you've been at the company for less than a year.

Don't discuss your own needs during a salary negotiation.

It's important to have goals that you can use to measure your success.

"If you were to leave your company tomorrow, would there be any meaningful disruption to the business? If the answer is no, you don't have any leverage to get a raise." -- Jason Nazar

Take an inventory of your unique selling proposition.

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