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