 |
|
|
|||||
When the economy feels volatile and companies are navigating change, many of us instinctively wait before initiating a raise conversation. But the truth is, uncertainty isnt a signal to stay quietits a call to lead. Asking for a raise during times of flux doesnt mean youre tone-deaf. It means you understand your impact and are choosing to advocate for it with clarity and courage. You deserve that raise. Heres how to ask for it. Frame your true impact A key part of preparing for this conversation involves framing your contributions through the lens of business value. Dont just mention what you dodescribe how it moves the organization forward. Maybe youve streamlined reporting processes that previously consumed hours each week. Maybe you led a team through onboarding a new platform with minimal disruption, or prevented client churn by intervening early in a cross-functional issue. When you frame your impact as solving problems, reducing friction, and advancing team performance, your raise request shifts from transactional to transformational. It becomes a narrative of strategic contribution: not a personal ask, but a business case. Position yourself as worthy of a raise This framing becomes even more powerful during moments of organizational change. Promotions, restructures, new leadership teams: these transitions often create ambiguity, and in ambiguity, visibility tends to shrink. Thats why it’s critical to position your role not just as a stabilizing force, but as a value driver. If youve stepped up to clarify goals during a leadership shift, kept morale high during a merger, or coached teammates through re-orgs, youre not just doing your jobyoure enabling continuity and accelerating progress. Being a value-driver means connecting your work to the organizations needs. For example, if your team is navigating a new product launch, and youve helped streamline cross-functional communication or anticipate customer pain points, youre not just executing: youre shaping outcomes. If youve identified inefficiencies and proposed solutions that saved time or budget, youre demonstrating strategic foresight. These are the kinds of contributions that deserve to be surfaced in a raise conversation, not as a list of tasks, but as evidence of leadership in motion. Indra Nooyi, former CEO of PepsiCo, once said, If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. Your value isnt about self-promotionits about lifting the organization through your growth, insight, and initiative. When you frame your contributions as catalysts for team performance, innovation, and resilience, youre demonstrating why investing in you is a strategic decision. In times of change, leaders look for people who bring clarity, calm, and momentum. If youve been that person, your raise request isnt just timely, its essential. Make a narrative, not a plea Constructing a raise request as a narrative, rather than a plea, is about shifting the tone from need to impact. Its not about asking for more; its about demonstrating why more is deserved based on results, readiness, and relevance to the business. A well-structured narrative helps leaders connect your individual contributions to larger organizational priorities, creating a stronger and more strategic case for compensation. Start with foresight. What challenges have you anticipated this year? Did you proactively prepare your team for a new workflow before a system migration? Did you pitch a customer retention idea that quietly prevented churn? These moments of anticipation speak volumes about your leadership capacity. Blend this with feedback and formal or informal. Perhaps your manager described your collaboration as a calming force in high-stakes conversations, or a senior leader acknowledged your ability to navigate complexity with grace. And then align everything to business goals. Whether you contributed to cost reduction, accelerated project delivery, improved engagement scores, or drove innovation, tie your impact to measurable outcomes and organizational growth. Tell that story over time Crucially, this story isnt delivered all at once. Your most important channel for building credibility and visibility is your regular 1:1 conversations. These ongoing touchpoints are where you showcase progress, context, and the evolution of your role. Think of them as a trail of breadcrumbs leading your manager up the hill, and not just to understand your work, but to advocate for it when it matters most. Leaders rarely respond well to surprise compensation asks. They want time to think deeply about equity, team dynamics, and fair recognition. When theyve seen your progression over time and had the opportunity to reflect on your influence, theyre far better positioned to reward it with integrity. These touchpoints are where you build not just your case, but trust. And that trust is what turns a raise request from a transactional moment into a thoughtful conversation about leadership, potential, and continued investment. Keep using timing as a strategy Now consider timing. Every organization has its own rhythm: bonuses may be awarded quarterly, biannually, or just once a year. Salary increases are often tied to fiscal budgets, performance cycles, or leadership reviews. Pay attention to when your company makes compensation decisions and calibrate your conversations accordingly. For instance, if merit reviews happen in July, but budgets close in May, the ideal moment to showcase your achievements isnt midsummerits late Q1 or early Q2. Strategically sharing progress updates, wins, and feedback in the months leading up to those decisions helps your manager build a case on your behalf. You’re not just asking them to advocate for you; youre equipping them to do it well. A confident ask is a leadership signal Ultimately, asking for a raise during uncertainty demonstrates something powerful: confidence. It signals that you’re aware of your value, committed to progress, and willing to engage in meaningful dialogue about your role. This kind of clarity isnt just good for your career; it uplifts the workplace. Because when professionals speak up with intention and resilience, they strengthen the very culture theyre part of. So as you consider making the ask, remember: in this economy, resilience is currency. Your earned worth isnt a luxury and its part of the solution. And when you advocate for yourself thoughtfully, youre modeling leadership that others will remember and follow.
Category:
E-Commerce
In 2020, the murder of George Floyd and the growing Black Lives Matter movement put a spotlight on diversity and equity issuesincluding in the business world. Suddenly investors were clamoring to support Black entrepreneurs, a way of course correcting a history of underinvestment and unfair barriers. In the year after Floyds murder, a given investor was 36% more likely to invest in a Black-founded startup, and the overall share of venture capital dollars going to Black entrepreneurs grew by 43%. Major investments made headlines. SoftBank, for example, announced a $100 million fund that would invest only in companies led by founders of color. Andreessen Horowitz launched a $2 million fund focused on founders from underserved communities, and VC firm Revolution set aside $2 million to support Black entrepreneurs. But that surge didnt last, according to new research out of Cornell University. Within two years, investment in Black-founded startups reverted back to previous levels. (Some studies say just half a percent of all VC funding goes to Black founders; separate Cornell research found that just 3.5% of founders seeking funding from VC firms are Black.) For this new study, Cornell researchers analyzed data from PitchBook, which shows venture capital funding into companies. They used software (and then manually checked it) to classify images of about 150,000 founders by race, and then looked at investments from 2020 to 2023. The researchers also looked at who was driving the temporary surge in investments, digging into about 30,000 investors. They found that the main increase in funding was primarily among venture capitalists who had never previously invested in a single Black entrepreneur. The researchers found that Black entrepreneurs with stronger business track records were less likely to take investments from those newcomer investors in that period after Floyds death. In other words, the strongest Black entrepreneurs paired up with investors who had more of a track record of investing in founders of color, says study coauthor Matt Marx, a Cornell professor who focuses on entrepreneurship and innovation. To Marx, that shows how investing is a two-way relationship: The investor has to get the entrepreneur to agree to take their money, and so it becomes a little trickier to right past wrongs or address the issue if the very people you were ignoring have to agree to go along with you. Most VCs who did invest in Black entrepreneurs also did so in a less engaged way, the researchers found. These investors were about 15% less likely to take a board seat in the startup they supported, for example. So where does this leave Black founders now? Marx has other research that points to some opportunities. In a 2024 study, his team found that the racial funding gap for startups is smaller when a business comes out of an acceleratorlike Y Combinator or Techstarsthan just through VC funding. With traditional VC investing, founders may need a personal connection to get referred, which can leave certain people out. If venture capital funds adopted a more open application process like accelerators do, that could help close the funding gap, Marx says. And though that surge of investments to founders of color petered out, overall the number of Black founders is growingalbeit slowly. Although Black entrepreneurs represented just 3.5% of all founders seeking VC funding over the past 20 years, in the past five years that number has grown to 4.5%. That means Black founders are still underrepresented, Marx says. But maybe [that growth] gives someone the thought that, Hey, I can play this game too. Im going to take an entrepreneurship course or apply to an accelerator. Thats my hope.
Category:
E-Commerce
Ive been through so many of these calls that theyre more predictable than a Tyler Perry plot. They start with small talk about the weather or exciting weekend activities. I recite my 90-second mini bio, walk through my resumé bullets, and listen for red flags (see: vague roles, use of the word family that doesnt describe actual kinfolk). Just when it seems were wrapping up, the part I dread most shows up: the money question. Before you go, can you share your salary expectations? I love Boots on the Ground, but I hate this dance. Younger me used to get tripped up, blurting out a safe number thats low enough to stay in the running, but far below what I knew I deserved. It took me years to learn the jig: Some companies know exactly what theyre willing to pay but still ask you to guess, like youre appraising a speedboat on The Price Is Right. Go too low, you undercut yourself. Go too high, you risk a polite rejection email. After my most-recent two-step, I decided Im done playing that game. If a job posting doesnt advertise the positions salary range, I dont apply. Part of that confidence comes from a rules shift. Wage transparency laws are still new. California started in 2018 by banning invasive salary-history questions that often reinforced pay gaps. Colorado raised the stakes in 2021 by forcing employers to post pay ranges to protect applicants from lowballing. My native Washington State and a handful of others followed. Thats progressbut only if the job youre applying for is in one of those states. For me, these rules make local interviews less shady. But when pursuing remote gigs that lack these protections, Im taken right back to those early career missteps where I failed to keep my playing cards concealed. Even with pay transparency becoming the norm, some suspect companies list absurd ranges. They claim theyre considering a wide range of experience levels, but it looks hella sketchy to me. I saw one posting that claimed the salary could be anywhere between $60,000 and $180,000. Thank you for that incredibly helpful insight. Hard pass. Job hunting is a full-time hustle: scrolling boards; tweaking your résumé for the 12th time; rushing to apply before the avalanche of résumés roll in; surviving the gauntlet of Zoom, phone, and panel interviews. Thats hours of unpaid labor. The least an employer can do is tell me upfront what the hell a competitive salary is. If were keeping it real, employers that withhold this information while pressing candidates to reveal their expectations are keeping the deck stacked against marginalized applicants. For Black folks like myself, wage and information gaps can make under-asking more likely, which keeps the cycle going. This brings me back to that awkward moment with the hiring manager. Asked what I wanted to make, I answered honestly: I needed more details about the day-to-day before I could price my talents. The manager said the budget wasnt settled yet, and we moved on. I hung up proud that I didnt fold, but also convinced Im done vying for jobs that treat salary like a guessing game. If you want a mystery solved, call Scooby-Doo and the gang. I just came here to work.
Category:
E-Commerce
All news |
||||||||||||||||||
|
||||||||||||||||||