0:00

Okay , hi , lady Leader , welcome

0:02

back to another episode of the Leading

0:04

Her Way podcast . If this is your first

0:07

time here , welcome , welcome

0:09

, welcome . My name is Dr Nicole

0:11

Bryan and I am your host . I

0:13

am a introvert , I am

0:15

a all

0:18

the things . I am a chief human

0:20

resources officer , I am a psychologist

0:22

, but most importantly , I

0:25

am an executive coach and

0:27

I have dedicated my career

0:30

to helping introverted women get

0:32

into the executive

0:34

level and into senior leadership

0:36

roles , and I have helped

0:38

them to continue to

0:40

become better leaders every

0:42

day . So if that

0:45

is you , or if any of those things

0:47

describe you , then you

0:49

are definitely in the right place . So

0:51

today is going to be and you probably

0:53

can tell by the title we are going to be

0:55

answering a listener

0:58

question . Specifically

1:00

, a couple of weeks ago , I put a

1:02

call out to my newsletter

1:05

community and if you are not

1:07

getting or subscribed to

1:09

my newsletter , which is called the

1:11

Leader Lowdown , then definitely

1:13

go into the show notes of this episode

1:16

and get yourself on that list

1:18

, but I sent out a call

1:20

exclusively to my

1:22

newsletter subscribers and

1:25

opened up and invited them

1:27

you to ask

1:30

me any question that you

1:32

might have that you want answered

1:35

any career question , any questions

1:37

about being introverted , anything

1:39

about getting promoted or

1:41

anything that has to do with work or

1:43

life . Frankly and

1:45

we've gotten a couple of questions in , so I'm excited

1:48

about that the one that I want to talk about

1:50

today I chose because it's very

1:52

timely , although

1:59

this question came in through my newsletter subscribers . The truth is , I've gotten this question

2:01

a couple of times in the last few weeks from other people as well , so

2:03

I think it's the time of the year , so

2:06

I want to address this question

2:08

. Unfortunately , the

2:10

audio that she left , unfortunately

2:13

, was a bit garbled

2:15

. There was a lot of background noise , so I'm not able

2:17

to play the audio voice message

2:19

, but I will read her message

2:22

verbatim so that you can

2:24

hear the exact question

2:26

and so that we can

2:29

answer the question as well . So

2:31

, before I move on , I do want to say

2:33

thank you to this listener

2:36

in particular . The question , like

2:38

I said , is very , very relevant and

2:41

I think it's going to open up probably

2:44

the opportunity to talk about this

2:46

topic even more on our podcast

2:48

. So thank you for submitting it and

2:51

let's go . Let's jump off . The

2:54

question is hi , dr Nicole

2:57

. I'm a vice president of development in a

2:59

small company . I report to the CEO

3:01

and want to ask for a raise before

3:03

the end of the year . My span of responsibilities

3:06

are not changing per se , but I

3:08

am the only member of the leadership team

3:10

that has been a consistent partner . All

3:13

of the other roles have turned over . The

3:15

other thing is that I haven't had a base

3:17

salary increase in four years , but

3:20

I have received generous bonuses

3:22

. What's

3:26

the best approach to getting what I want for my raise ? This is a great

3:28

question for many reasons

3:30

and

3:35

I'm sure , as you are listening , you can relate to this right , because

3:37

there are oftentimes when we

3:39

get into leadership positions

3:42

where there's some assumptions

3:44

for some reason , that we don't

3:46

want or need salary

3:48

increases , that we

3:50

are somehow immune

3:53

to . You know having to have

3:55

salary discussions , and

3:58

I think , particularly for us

4:00

as introverts , it can

4:02

be even more challenging

4:05

or intimidating to have

4:07

these types of conversations . Even

4:10

when we have really good relationships

4:12

with our boss or with our

4:14

companies , it can feel uncomfortable

4:16

talking about money . You

4:27

have not already listened to the podcast that I did a couple of weeks ago on abundance

4:29

and on building wealth , the definition

4:32

of wealth then definitely

4:34

go back and listen to those episodes

4:37

. I'll also tag them in the

4:39

show notes too . But , like

4:41

I said , very timely , very good

4:43

question , very timely question . So

4:45

let's talk about how

4:48

I would respond to it . Many

4:50

of us find ourselves in

4:53

a situation where

4:55

we have

4:58

a preferred

5:01

approach to negotiating

5:03

anything related to our jobs

5:05

and our positions or our careers . Some

5:08

of us avoid it all . Right for

5:10

very like I said , because it

5:12

feels intimidating , because we

5:14

are afraid of what the answer

5:17

will be . Maybe we anticipate

5:19

that it's already going to be no

5:22

, so we don't even want to bother . That it's already

5:24

going to be no , so we don't even want to bother . But when

5:27

we don't avoid it , then as introverts , we usually want

5:30

and prefer to have time to prepare

5:32

and to take a measured approach

5:34

to making the ask or to negotiating

5:37

. So let's break down strategically

5:40

how we might approach

5:42

this and how you might approach this going

5:45

forward . First

5:47

, in this particular situation

5:49

and I'm now talking directly

5:51

to the VP of Development- in this

5:53

particular situation . You are

5:55

in a position of strength because

5:58

you've already demonstrated incredible

6:01

stability and reliability during

6:03

a time in your company's

6:05

history where there

6:07

has been a significant amount of leadership

6:09

turnover . So that already

6:12

is , and should be , incredibly valuable

6:14

to any organization , especially

6:17

to a CEO who has experienced

6:19

the cost and the disruption of

6:21

executive turnover firsthand

6:24

. I say that because

6:26

, when you are in a position of strength

6:28

, that should give you more

6:30

courage and more credibility

6:33

to stand on as you

6:35

think about how you want to

6:37

make the ask . When it comes

6:39

to approaching this

6:42

conversation , what I would

6:44

want you to do is many

6:46

people will think about well , should I

6:48

go to HR to have this

6:50

conversation ? You know , should I go

6:53

through my boss per se

6:55

? Should I go directly someplace

6:57

else ? And in this regard , because

6:59

you report directly to the CEO

7:01

, I would not bring anyone

7:03

else , including HR , into the conversation

7:06

. If HR needs to be brought into the conversation

7:08

, they can be invited

7:10

into the conversation later . You

7:12

report directly to the person

7:14

who is making the ultimate decision , which

7:17

is the chief executive officer , and

7:19

so you should be preparing to have your

7:21

conversation directly with him or

7:23

her . Be preparing to have

7:25

your conversation directly with him or her Before

7:28

the meeting or before the conversation . What I would encourage you to do is

7:30

write down or document

7:32

your journey over the past

7:34

four years , and I would

7:37

encourage you to focus on any key

7:39

projects you've done through

7:41

leadership transitions . I

7:44

would encourage you to put down and make note of any initiatives you've

7:46

done through leadership transitions . I would encourage you to put down and make note of any initiatives

7:48

you've maintained despite all the turmoil

7:50

and organizational changes . I

7:53

would ask you to think about any

7:55

new responsibilities you've naturally

7:57

absorbed , as other people have . Left

8:00

was not a part of your original job

8:02

description , for example . And

8:04

then I'd also encourage

8:06

you to think about quantifiable

8:08

wins and achievements under

8:10

your leadership . All of these

8:13

things are important because they

8:15

are based on facts , and

8:17

one of the many mistakes

8:20

that I see introverted

8:23

women make when they are going

8:25

to either make and ask

8:27

for more compensation

8:30

or different compensation , or

8:32

when they are negotiating

8:34

terms and conditions of their employment

8:36

, is that a lot

8:39

of it is based on feeling

8:41

. So , for example , I

8:43

will hear over and over again someone

8:46

say I deserve a

8:48

raise , or I

8:51

have given everything

8:53

that I have to give to this organization

8:55

, or I feel like

8:58

I am undervalued

9:00

, and it's not as if those

9:03

things are not true , but

9:05

when there is no evidence

9:07

to back it up or

9:09

data to back it up , it

9:11

comes off as being

9:13

more emotionally driven versus

9:16

fact-based and fact-driven

9:18

. So when you take

9:20

the time , before you engage

9:23

and talk to your CEO , to kind of jot

9:25

down the facts and the facts

9:28

don't always have to be hard

9:30

metrics and data , they can

9:32

be , but it also can be

9:34

this happened right Like

9:36

you can point to a project

9:38

that was completed , for example , you

9:40

can point to taking on additional

9:43

responsibilities , so those are

9:45

all facts as well . When

9:47

you have all of that written

9:50

down , that can serve

9:52

as you can pull that into your

9:54

conversation that you're having with the CEO

9:56

. So that's why it's important

9:59

to take the time to prepare

10:01

and write all of these things down , so

10:04

that you have it and that you can incorporate

10:07

it into how you

10:09

ask for your raise . But

10:12

the other reason why it's important is because I

10:14

don't know about you , but when I am

10:16

having such an important conversation

10:19

and I personally

10:22

feel like the stakes are high I

10:24

often forget about a lot of things

10:27

and then I walk away and two hours later

10:29

I'm kicking myself because I'm like I

10:31

should have said this . I could have said that , but

10:34

when you prepare for it and

10:36

prepare for it by , like , jotting things down

10:38

and even rehearsing some of the things

10:40

that you're going to say then you are

10:42

less likely to leave out important

10:44

facts that might sway the discussion

10:46

. So the first thing to

10:48

do , like I said , is prepare

10:51

for the meeting and document your journey

10:53

over the past four years . The

10:56

second thing I would encourage you to do

10:58

is , when you're framing the discussion

11:01

, instead of positioning it

11:03

as asking for a raise , it's

11:06

important to switch

11:08

how you think about it as well

11:11

as how you

11:13

talk about it , and

11:15

what I would encourage you to do is to frame

11:17

it as a strategic discussion

11:20

about aligning your compensation

11:22

with the value you bring to the organization

11:25

, because , let's face it , your

11:27

CEO likely appreciates

11:30

business-focused conversations

11:32

, so it would be important

11:34

to approach this conversation

11:37

similarly , just

11:39

because you already have a

11:41

very good working relationship

11:44

with your CEO you've obviously worked

11:46

with him or her for the past

11:48

four years , maybe longer with

11:50

him or her for the past four years

11:52

, maybe longer . And

11:59

the fact that you are still standing in that leadership team when everybody else has

12:01

left also points to the fact that there's probably deep mutual respect

12:03

between you and the CEO and

12:05

you guys probably have a

12:07

really good relationship

12:10

, just

12:12

because everybody else has kind

12:14

of gone by the weight side . So you guys

12:16

have worked together the longest . You've

12:18

probably encountered a lot of business

12:20

challenges together that everybody else

12:22

has not been involved in you

12:25

have probably bonded in a way

12:27

that credits

12:29

, frankly , the sustainability

12:31

both of you guys saying and contributing

12:34

to the success of the organization

12:36

. But just because you have

12:38

a good working relationship and

12:41

maybe even a good personal relationship

12:43

does not discount the fact

12:45

or eradicate the fact

12:47

the importance of you approaching

12:50

this discussion as a business discussion

12:53

and not a personal

12:55

discussion or not a emotional

12:57

discussion . So number two

12:59

in terms of what you need to do is make

13:02

sure that you frame your discussion again

13:04

not as asking for a raise , but

13:06

as a strategic discussion about aligning

13:09

your conversation with the value that you have

13:11

. Then I would encourage

13:13

you to think about the

13:15

meeting structure , how you want the meeting

13:18

to go . My recommendation

13:20

is that you book a dedicated

13:22

time to have this conversation

13:25

. Don't try to squeeze it

13:27

in at the end of another

13:29

meeting . Don't

13:34

try to make it part of your one-on-one check-in . It's important enough

13:36

for you to carve out

13:39

dedicated space and time

13:41

just to talk about this topic

13:43

. So I suggest that you say

13:45

something either in an email you can

13:47

write an email , or in person , or

13:49

over the phone , whatever but that

13:51

you say something like I'd like to schedule

13:54

time to discuss my role in compensation

13:56

as we look toward the coming year

13:58

. Would you have 45 minutes next

14:00

week ? You can choose the amount

14:03

of time . This is not a 15-minute discussion

14:05

for sure , and 30 minutes sometimes

14:07

is not enough . If you think 45

14:10

minutes is too much , go ahead . And

14:12

you think you might not be able to get that amount

14:14

of time from him or her next

14:17

week , then definitely shorten

14:19

it to 30 . But I wouldn't go lower

14:21

than 30 . 30 to 45 minutes

14:24

is what I would suggest

14:26

. And

14:35

then , obviously , it wouldn't be important for you to think through again

14:37

what you want to say during that meeting . And I would just go right back

14:39

to what we talked about in step one in

14:41

terms of the pre-meeting preparation

14:43

, the documentation that you have about your

14:45

journey over the four , four years

14:47

. Now , during the conversation

14:49

, this is where most of us get

14:52

very nervous and we

14:54

feel very uncomfortable , but

14:56

during the conversation , it

14:58

will be important for you to

15:01

lead the conversation

15:03

. Let me just pause here

15:05

and talk about another mistake that many of us

15:07

make . So what I have

15:09

seen and what I have experienced and what

15:11

I have coached my introverted

15:14

female clients through , is

15:16

don't Make

15:19

the mistake of saying

15:21

to your boss hey

15:23

, I want to talk about compensation

15:25

and the value that I bring to the organization and

15:28

then passing the baton to them

15:30

to allow them

15:32

to carry that conversation

15:35

forward , meaning allowing them to

15:37

set the pace of the conversation , allowing

15:39

them to open up the conversation

15:42

with their thoughts . Allowing them to open up the conversation with

15:44

their thoughts . You want to spend the first few

15:46

minutes of the conversation

15:48

building your business , stating what

15:50

you want , stating what

15:53

you hope the outcomes of that conversation

15:55

will be , as

16:09

well as stating the business case for why you think a salary increase is warranted . Do not hand over

16:11

your power and your authority on this topic to your boss just because

16:13

you are nervous and uncomfortable . I

16:16

would much rather you topple

16:19

your way through , stumble your way

16:21

through the conversation , but you

16:24

lead it , versus you

16:26

allow your nervousness

16:28

to quiet

16:30

you and hand over

16:32

the authority of the meeting

16:34

to your boss . But during the conversation

16:37

, you can start it out by saying

16:40

something like because it's

16:42

going to be important for you to you know , make

16:44

an overarching statement and

16:46

to indicate what you

16:48

want out of the conversation

16:51

and from your boss . So

16:53

you can say something like I

16:55

appreciate the company's recognition of my

16:57

contributions through my bonuses

16:59

over the past four years , but

17:02

as we look to the long-term

17:04

stability and growth . I'd like

17:06

to discuss adjusting my base compensation

17:09

to reflect my role as the

17:11

most tenured member of the leadership

17:13

team . Some of the key points

17:15

that you would want to emphasize , based on what

17:17

you shared and again , your story

17:20

is likely much longer

17:22

. Your contributions are much deeper

17:24

, much broader than you were able

17:26

to share in your voice

17:28

message , your question that you left . But

17:30

some of the key points you could emphasize are

17:33

your institutional knowledge , because

17:35

it's likely become a crucial

17:38

asset to your CEO

17:40

and to the organization . Maybe you

17:42

can talk about some of the cost savings that you've

17:44

been able to generate and that the company has

17:46

realized from not having

17:49

to recruit and train a replacement for your

17:51

position . You might be able to talk about

17:53

and point to different ways

17:55

that you have provided stability

17:58

during multiple leadership

18:00

transitions . You can also talk

18:02

about market rates for your expanded

18:04

scope of responsibility and even

18:07

if your role because you said that you

18:09

haven't taken on additional responsibilities

18:12

in the four years . That's fine

18:14

, but you know what's likely happened

18:16

in those four years that you are not necessarily

18:18

thinking about . I am confident that

18:21

the complexity of your role has

18:23

likely increased , meaning the types

18:25

of business problems that you have had to adjust

18:27

, or even being

18:29

the sole person standing on a leadership

18:32

team , there's likely reasons

18:34

why other people have responsibilities or your

18:36

scope of responsibilities have not changed

18:38

per se . I

18:46

am pretty confident that the

18:48

job that you started the company

18:50

doing four years ago is

18:52

not the same job that you're doing now

18:54

, because the environment has

18:56

changed , the company has likely changed , the

18:59

industry has likely changed , the market

19:01

has likely changed . The market has definitely changed . So all of those

19:04

things need to be taken into account and

19:06

are part of the business rationale

19:09

for you to receive

19:11

a solid salary increase

19:13

so you can look at the market

19:15

rate for your role and

19:17

for your role of responsibilities . Now

19:20

many people will ask me well , I don't have

19:22

access to salary data , so should I

19:24

ask my HR person for that ? No

19:26

, like I said , you don't have

19:28

to have the exact salary

19:30

information about your

19:33

role to have a very

19:35

pointed and fruitful conversation

19:38

with your boss and , in this case

19:40

, with the CEO . What I would

19:42

advise you to do is you

19:44

can have a ballpark so you can

19:46

go to sites like

19:48

salarycom and type

19:50

in your title and it'll

19:52

pop up . The good thing about sites

19:55

like salarycom is that they will

19:57

even narrow it down to

19:59

like where you're located

20:01

, how many years of experience , like . You can

20:03

put all that in and it will generate like

20:06

a range of salary that might

20:08

be appropriate for your particular

20:10

position . Another thing you can do

20:12

is if you have colleagues , if you know

20:15

other vice presidents of development

20:17

, for example , which I'm sure you do in

20:19

other organizations you can ask

20:21

them kind of to give you a ballpark

20:23

of what their salary is so that

20:25

you can use that as leverage . You

20:28

could also go on

20:30

LinkedIn and LinkedIn

20:33

, because many companies

20:35

now are adhering to the

20:37

more recent laws of transparency

20:40

with salary . Many of those

20:42

job descriptions also

20:44

post a salary range

20:47

. So you can look on LinkedIn , search for VP

20:49

of Development roles , and

20:51

you can even look at probably some of your competitors

20:54

and see if you can

20:56

get a sense of what

20:58

other companies are offering for

21:00

the roles . That's all you need

21:02

. You don't need to have the exact

21:04

compensation measures for

21:07

your specific role within your specific

21:09

company . Oh , and the other thing I would say

21:11

is if your company does have

21:13

compensation salary

21:15

bands that are publicized

21:18

, meaning that everyone inside of the organization

21:20

has access to those , that's another thing that

21:22

you could bring to the table . Everyone inside

21:24

of the organization has access to those . That's another thing that

21:26

you could bring to the table . Frankly

21:28

, you don't need this information , but I do believe

21:30

that the more information you have , probably the more

21:32

comfortable you would feel about having the conversation . So

21:34

those are just a few places for you to

21:37

look and to get a sense

21:39

of what the market

21:41

is offering for your role outside

21:43

of your company . And then , as

21:46

part of the conversation , I would

21:48

encourage you to also

21:50

state and make sure he knows

21:53

, he or she knows your CEO knows that you

21:55

are remaining committed

21:57

to the company . Like you are

21:59

not bringing this to him or

22:02

her because you want to leave

22:04

. In fact , you are bringing it

22:06

for the opposite reason . Like you want

22:08

to stay and you plan to stay and

22:10

you plan to give just as

22:12

much or even more

22:14

than you've already given in terms

22:17

of serving the organization as the VP

22:19

of development . But

22:21

you want to make sure that you state that

22:23

openly so that there are no

22:25

assumptions being made after

22:27

the conversation that you

22:29

are intending to leave . Because

22:32

, frankly , if I were

22:34

in the CEO's position and all

22:36

of my team members except one has

22:39

turned over in the past four years

22:41

, I would be panicking , Like

22:43

there's something bigger . There's a bigger

22:45

issue there that probably needs to address , and

22:48

you have been his or her rock . So

22:51

if you start this conversation

22:53

, I'm sure the first thing that they

22:55

are thinking of is oh man , is

22:57

she about to leave me too ? And

22:59

so it would be important for you to reassure that

23:02

you're not . You're having this conversation because

23:04

you want to and you intend to stay All

23:07

right . So those

23:09

are the things

23:12

that I would offer

23:14

. So let's recap those steps . The

23:17

first is it would be important for you

23:19

to prepare for the

23:21

meeting by kind of writing down

23:23

all of the things that you've contributed

23:25

, all the ways that you have added value

23:28

to the organization in the past four

23:30

years and , frankly , all the ways you

23:32

intend to continue to add value

23:34

in the future . The second

23:36

step is to make sure

23:39

that you frame

23:41

your discussion in terms of not

23:43

asking for a raise . So I want

23:45

you to change it in your own mind

23:47

as well as when you verbalize

23:50

it , finally , with your CEO . You're

23:52

not asking for a raise . You're asking

23:54

to have a strategic discussion about

23:57

aligning your compensation with

23:59

the value that you've added

24:01

and will continue to add to

24:04

the company . The third step

24:06

is making sure that you

24:08

ask for dedicated time

24:11

to talk about only

24:13

this issue . We

24:15

all know that things come up every

24:18

day , multiple times a day , that

24:20

distract or detract from

24:23

us being able to advocate for

24:25

ourselves . So making sure you have dedicated

24:27

time to talk about this issue is

24:29

important . Don't try to tack it on to

24:32

your weekly one-on-one . Don't

24:34

try to tack it on to another

24:36

business meeting . Don't try to have

24:38

the conversation walking down the hall or

24:40

in the elevator . Walking down the hall or in the elevator . You want to treat

24:42

this conversation or

24:44

the time of this conversation

24:47

as important as

24:49

it is . How

24:59

much you want the outcome is how important it is to kind of set it up so

25:01

that the discussion gets you what you want . And

25:04

then , during the conversation , you want to make sure

25:06

that you open the conversation with

25:08

a statement of gratitude

25:11

, like recognizing what the

25:13

company has been able to give you

25:15

over the past four years that you've

25:17

appreciated , but then also go right into all of the

25:19

things we talked about Also . Go right into all

25:21

of the things we talked about , like the business

25:23

case of why you

25:25

believe that

25:27

you are not currently being compensated

25:30

in alignment

25:32

with the value that you're bringing to the

25:34

company . Those

25:45

are all the ask Because , as professional

25:47

women , we build business cases every day

25:49

. We are out here doing

25:52

strategic work for our

25:55

companies all the time . It's

25:57

not that part that

25:59

scares us but it's because

26:02

, like I mentioned before part

26:07

that scares us but it's because , like I mentioned before , we become very emotional

26:09

and we put a lot of high stakes on the outcome . We

26:12

misinterpret a company

26:14

saying no or potentially

26:16

saying no to an ask

26:19

like increasing our salary

26:21

as if it's a personal

26:23

attack on us and

26:25

that often prevents

26:27

us from having

26:30

very direct

26:32

and having very productive

26:35

conversations . But I think the way

26:37

I've laid this out here should

26:39

help you have

26:42

the conversation that needs to be had in

26:44

a very professional way

26:46

. That kind of sets you up frankly

26:49

to hear and

26:51

to kind of see how

26:54

the relationship between you , the

26:56

company and your CEO can

26:58

move forward and how you can

27:00

continue to feel valued

27:03

and how you can continue to

27:05

deliver results and how you

27:07

can get the salary

27:09

increase that you

27:12

want . So I hope this has been helpful

27:14

. Like I said , this question about

27:16

how to ask for a salary increase

27:18

or a raise is always

27:21

one that I think is top

27:23

of mind for many introverted

27:26

professional women , but particularly

27:29

it becomes particularly top of mind during

27:32

kind of performance review seasons and at

27:34

the end of the calendar year . So it

27:36

was very , very timely and once

27:38

again , I thank you , vp

27:40

of Development , for submitting

27:43

your question . I think I'm going

27:45

to end here . So if you

27:47

are listening other listeners

27:50

, if you have a

27:52

question that you want to submit , like I said

27:54

, definitely get on my

27:56

newsletter community . Join my newsletter

27:58

community because for the foreseeable

28:00

future , this will be

28:03

only available to

28:05

everyone on my newsletter . I

28:07

send out my newsletter on a weekly basis

28:09

every Sunday morning and

28:12

it has been well received for

28:14

over two years . The newsletter

28:16

actually happens to

28:18

include tips and

28:21

actions for the week , include

28:23

tips and actions for the week . So , like the podcast , where

28:25

I'm just kind of talking at you and

28:28

kind of sharing information , the

28:30

newsletter breaks down

28:32

actions that you can be taking

28:34

every week to and

28:37

I call them mini challenges . So I present

28:39

mini challenges in the newsletter that

28:41

would help you to

28:44

, you know , start taking action and

28:46

increase your accountability for

28:48

leading more effectively and

28:51

moving your career up

28:53

and forward as an introverted

28:56

leader . So if you are a woman of

28:58

action , then I definitely encourage you

29:00

to use the link in the show notes to sign

29:02

up for my weekly newsletter if

29:04

you're not already on there , and

29:07

if you are a woman

29:09

introverted leader who is

29:11

looking to and already knows

29:13

that she is ready , you

29:16

are ready to take

29:18

your leadership career to the next level

29:20

, that you are ready to increase

29:23

your authority and power

29:25

within your organization , that you are

29:27

ready to change your

29:29

career by leading

29:32

more strategically and

29:34

more effectively , then

29:37

you will want to

29:39

think about joining my

29:41

one-on-one coaching program

29:43

. I have a

29:45

few slots available for

29:47

the rest of the year . And

29:50

the first step would be you kind of

29:52

booking a sales call

29:54

with me and on that sales call , you

29:57

and I will talk very candidly

29:59

about your career experiences

30:01

so far , what your goals

30:03

are , where you want to take your

30:05

leadership career , why you

30:07

want to take your leadership career there

30:10

and maybe even some of the roadblocks

30:12

that you've encountered up until

30:14

this point , and I

30:17

will ask you a few questions

30:19

to kind of get to know you and your

30:21

background and then , based

30:23

on what you've shared , I will be able

30:26

to outline a strategy

30:28

and a plan to get

30:30

you to that senior leader and

30:32

executive level that you want

30:34

to be . And then we'll talk about

30:37

whether or not it makes sense for us

30:39

to work together as we execute

30:41

that plan and that strategy . If

30:44

it's not maybe it won't be a good fit for

30:46

whatever reason then we'll talk about

30:48

that too , and I will likely

30:50

point you to other resources

30:53

that you could leverage

30:55

to continue to move forward , even if you

30:57

and I are not able to work together , because

31:00

at the end of the day , I want

31:02

only happiness and success

31:05

for you . Lady leader , that is

31:07

likely going to be with

31:09

me , but even if it's not , then

31:12

I want to make sure that I set you up for

31:15

success some

31:17

other way . Okay

31:19

, so thank you once again

31:21

for joining our

31:23

Leading Her Way podcast for

31:25

lending me your air for

31:28

a few minutes , and I

31:30

hope that the answer to

31:32

our VP of Development's question also

31:35

helped you to think about how

31:37

you can approach asking

31:40

for a salary raise

31:42

or salary increase or a raise or

31:44

even some other change in

31:46

your compensation package . In

31:49

some cases I have women who ask

31:51

for more PTO , for example

31:53

. So what we talked about today

31:55

, we're using the specific

31:58

ask for a salary increase

32:00

, but the same steps and same

32:03

approaches can be used if

32:05

you are asking for any other change

32:07

in your compensation package

32:09

. So save this one

32:11

. I'm sure it will come in handy at

32:14

the right time when you need

32:16

it . Until next time , lady leader

32:18

, keep leading your introverted

32:20

way .

32:26

That's a wrap for this episode of Leading

32:28

Her Way . Thanks for tuning in . If

32:31

you have thoughts , questions or ideas

32:33

for future topics , connect and send

32:35

me a message on LinkedIn and

32:38

if you enjoyed today's episode , subscribe

32:40

. And please take a minute to write a quick review

32:42

on Apple Podcasts . Your

32:45

review will help spread the word to other ambitious

32:47

females so they know they're not

32:49

alone and that this podcast is a community

32:52

of support for all of us . Leading her

32:54

way to the top , remember

32:56

your leadership is needed , your

32:58

leadership is powerful , so

33:00

lead boldly Until

33:02

next time .