Organizational uncertainty is an opportunity to advocate for compensation by demonstrating leadership and strategic impact. Prepare by framing contributions in terms of business value, showing how work solves problems, reduces friction, and advances performance. Provide concrete examples such as streamlining reporting, leading platform onboarding, or preventing client churn. During promotions, restructures, or leadership changes, highlight roles as stabilizing forces and value drivers by clarifying goals, sustaining morale, and coaching teammates. Connect accomplishments directly to organizational needs like product launches or customer retention. Present the ask as a business case emphasizing clarity, courage, and measurable outcomes.
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 isn't a signal to stay quiet-it's a call to lead. Asking for a raise during times of flux doesn't mean you're tone-deaf. It means you understand your impact and are choosing to advocate for it with clarity and courage. You deserve that raise.
Don't just mention what you do-describe how it moves the organization forward. Maybe you've 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.
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. That's why it's critical to position your role not just as a stabilizing force, but as a value driver. If you've stepped up to clarify goals during a leadership shift, kept morale high during a merger, or coached teammates through re-orgs, you're not just doing your job-you're enabling continuity and accelerating progress.
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