3. rehearse, prepare, anticipate.

This stage is critical for success. Visualise how you would like the conversation to flow with your boss and practice your delivery. Keep it factual. Anticipate difficult and challenging questions and comments and practice your responses. Put yourself in the shoes of your boss, as this will help you anticipate their mindset, thought process, and avoid you being shocked, surprised or disillusioned by their responses. If you expect and plan for the worst-case scenario, you will hopefully be pleasantly surprised.

Ask a friend or family member to role play the conversation with you, as this may help refine your pitch. Likely responses to prepare for might be:

I don’t have budget/you missed the budget cut-off
The company is under-performing, I can’t afford to give you a pay rise
The economic outlook and business conditions aren’t good, now is not the time
I need you to outperform in your role not just deliver what is expected of you
No-one has been given a pay rise

If you plan for these responses, you will avoid the ‘shock factor’ your boss was possibly hoping for to make the conversation more testing. You will be ready. Be well-prepared, well-rehearsed, professional, determined, and confident in your delivery as it will contribute to a positive outcome.

Wherever possible use positive language emphasising results and outcomes demonstrating how you are outperforming or exceeding expectations, with phrases such as: “I delivered...”; “This contributed to…”; “I am committed to…”; “I created…”; “This resulted in…”; “This achieved...”.

4. choose the right time and place.

Timing is critical. These are the golden rules to be aware of to help you decide when the best time is to ask:

Company processes: When does your company run performance reviews? When are budgets prepared and signed off? If you want to align with this timing, ensure your request can be incorporated well in advance to be signed off in the new budget.
Calendar dates: Are you near the end of or start of the financial year, or similarly, the end or beginning of the calendar year? Consider this timing, the impact, and your key points in relation to these dates.
Your boss: Consider the mood, mindset, and current priorities of your boss to decide when, or more importantly, when not to ask.
Company performance: How is the company currently performing? Did the company achieve its goals and GP targets? What is the outlook? Be aware of this to prepare for a potentially challenging conversation and anticipate difficult questions.
Your performance: Have you recently finished a major project and achieved strong results for the company? Have your duties and responsibilities expanded? Can you demonstrate a greater rate of efficiency or contributed to an increase in results or revenue generation? If so, now would be the ideal time to ask and get your case ready (see below).
Date and time: Is morning better than afternoon? What about early morning, before official working hours begin? Or what about taking a working lunch to discuss? What do you think would work best for your boss to keep them engaged, receptive and focussed?
Location: Consider going offsite for this discussion to avoid interruptions and distractions. Or book an office or boardroom which is out of sight from your team and difficult for people to find you.

Once you are ready and have decided on the time, ask for 15-30 minutes in your boss’ calendar for a chat.

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