ask-for-a-raise

Ask for a Raise

Raises rarely come from working hard and waiting to be noticed — they come from making a clear case at the right time to the right person. Most people either never ask or ask badly ("I've been here a while and could use more money"). This builds the version that works: evidence of your value, a specific justified number, good timing, the words to say, and answers to the pushback. It's a business case, not a plea.

What This Skill Produces

• Your value case — your actual contributions, results, and added responsibilities, framed as value delivered (not effort spent)
• A target number — a specific ask backed by your market rate and contribution, not a vague "a raise"
• Timing & audience — when to ask (after a win, at review cycles, not during bad times) and who actually decides
• The conversation script — how to open, state the ask, and hold, in words you'd actually say
• Pushback responses — answers to "there's no budget," "not right now," "the market's tough," and how to get a concrete path if it's a no

Required Inputs

Ask for these if not provided:

• Your contributions — what you've delivered, especially results and expanded scope since your last raise
• Current pay & market rate — what you earn and what the role pays (benchmark it if unknown)
• The context — company/team health, review cycles, your relationship with your manager
• What you want — a number, and your walk-away/backup if it's no

Framework: Build The Case, Time It, Ask Clearly

1. Frame value, not effort. Managers pay for impact, not hours — lead with results, revenue/savings, and expanded responsibilities, quantified where possible.
2. Anchor to a real number. Combine your contribution with market rate into a specific ask; a vague request gets a vague answer.
3. Time it well. Ask after a clear win or at a review cycle, when budget and goodwill exist — not during layoffs or a bad quarter. And ask the person who actually decides.
4. Say it plainly and hold. Open with the value, state the number, then stop talking — let them respond. Confidence and a specific ask beat apology and hedging.
5. Handle the no. If it's not now, get a concrete path: what specifically would earn the raise, and by when — a vague "maybe later" is a soft no to pin down.

Output Format

Raise request: current [pay] → target [ask] · role [x]

Your value case: [contributions/results/added scope — as value delivered, quantified].

The number: [specific ask] — justified by [contribution + market rate].

Timing & who: [when to ask + the actual decision-maker].

The script

> [Open with value] · [state the number] · [then stop and listen].

If they push back: "no budget" → [response] · "not now" → [get a concrete path: what + by when].

Quality Checks

• [ ] The case is framed as value/impact, not effort or need
• [ ] The ask is a specific number backed by contribution + market rate
• [ ] Timing and the right decision-maker are addressed
• [ ] A clear, confident script is provided
• [ ] Responses to the common pushbacks are included
• [ ] A "get a concrete path" plan exists for a no

Anti-Patterns

• Asking based on need or tenure ("I've been here 3 years") instead of value.
• A vague ask with no number.
• Bad timing (during layoffs, to the wrong person).
• Apologizing or over-hedging the ask.
• Accepting a vague "maybe later" with no path.

Example Trigger Phrases

• "How do I ask for a raise? I think I deserve more."
• "Prepare me to negotiate a pay increase."
• "Help me build a case for a raise and what to say."
• "I want to ask for more money — what number and when?"
• "My manager said 'no budget' last time. How do I approach it now?"