Speaker 1: You're listening to a.
Speaker 2: Mumma mea podcast.
Speaker 3: Hello, it's m Vernom here dropping into your feed to
Speaker 3: introduce you to a brand new podcast from Mamma Mia.
Speaker 3: Biz is the podcast rewriting the rules of work for
Speaker 3: a new generation, and each week I'll be joined by
Speaker 3: our career coaches and business experts Michelle Battersby and Sophhurst
Speaker 3: as they tackle everything from dealing with difficult bosses to
Speaker 3: knowing if your side hustle can actually become your career.
Speaker 3: In the very first episode, we learn the art of
Speaker 3: asking for a pay rise successfully.
Speaker 2: Check it out.
Speaker 3: Welcome to BIZ, the podcast that's rewriting the rules of
Speaker 3: work for a new generation. I'm m Vernon and look,
Speaker 3: I would describe my work ethic as someone who's a
Speaker 3: career driven girl boss, but I'd also like to clock
Speaker 3: off at four pm. Career success is important to me,
Speaker 3: but I just want someone to kind of tell me
Speaker 3: what the shortcuts are. The good news is my two
Speaker 3: co hosts give excellent career advice and they know.
Speaker 2: A lot about business.
Speaker 3: Michelle Battersby launched Bumble into this region and now she
Speaker 3: runs her own startup called Sunroom. It helps people monetize
Speaker 3: their content and when I enter the workforce in twenty eighteen,
Speaker 3: Look Michelle was the person I wanted to be. She's
Speaker 3: literally thezillennial woman's career idol. My other co host, Sophhirst,
Speaker 3: is an ex Google marketing manager and she's the founder
Speaker 3: of work Baby. It's a career coaching program for people
Speaker 3: in their early career era like myself. Mission sof have
Speaker 3: been bosses, managers, employees, and employers, and the way this
Speaker 3: show is going to work is that they're going to
Speaker 3: share all of their knowledge with tired career girlies like myself.
Speaker 3: First start being how to ask for more money?
Speaker 4: How much money can I realistically ask for?
Speaker 1: I don't know what's reasonable and what's considered a promotion.
Speaker 4: I wonder you where to start.
Speaker 3: I swear all my male friends have no problem asking,
Speaker 3: but I just feel so embarrassed.
Speaker 2: I don't know what to say.
Speaker 3: I think I once went in and said, could I
Speaker 3: maybe look at I don't know, like maybe a pay
Speaker 3: rise in six months? And my boss said yeah, sure,
Speaker 3: and then never spoke of it again.
Speaker 2: It's so ikey talking about money.
Speaker 1: I remember going into a pay rise meeting. I had
Speaker 1: all my ducks in a row.
Speaker 3: I knew everything I was going to say, and the
Speaker 3: moment I got in there and stared down the barrel
Speaker 3: at my boss, I got so nervous and completely froze.
Speaker 1: And we didn't even get to that part of the conversation.
Speaker 3: Talking about pay rises is about as comfortable as when
Speaker 3: you have to call in sick when everyone saw you
Speaker 3: taking three tequila shots. I'd worked drinks to the night before.
Speaker 3: But luckily our beer's career coaches, Michelle and Sof are
Speaker 3: going to share exactly what the expert secrets are on
Speaker 3: how to nail that conversation. So let's get into it.
Speaker 1: So, salary is kind of a weird thing to talk
Speaker 1: about work. I actually think it's very awkward to talk
Speaker 1: about money. Read your coworkers, and there's a lot of
Speaker 1: bad advice during the rounds on social media about how
Speaker 1: to actually ask. So we're gonna bust some Paarise myths
Speaker 1: and answer your big questions about asking your big boss
Speaker 1: for more cash. Michelle, you worked in HR, so I
Speaker 1: imagine you've been behind the scenes at quite a few
Speaker 1: pairrise conversations.
Speaker 2: Yeah. I feel like I've seen the good, the bad,
Speaker 2: and the ugly.
Speaker 5: I once saw someone get a six figure pay rise
Speaker 5: off the back of going and getting a job offer
Speaker 5: from another company. So we can talk about if that's
Speaker 5: do or don't. And I've also seen people get a
Speaker 5: bit emotional, get a little aggressive, maybe bring a pay
Speaker 5: rise up as a condition or an ultimatum, which is
Speaker 5: not the best way to go about it, as it
Speaker 5: can move away from the facts and be counterproductive to
Speaker 5: the argument.
Speaker 4: I think it can get very personal.
Speaker 1: Something I feel love doing with my clients is you
Speaker 1: do this sort of mental flip so instead of they're
Speaker 1: sitting there thinking why do I want a pair rise?
Speaker 1: Why should I get a pair rise? Try to imagine
Speaker 1: yourself as your boss and think why should I get
Speaker 1: Michelle a pay rise? Why would I want to get
Speaker 1: Michelle a pay rise? So you want to frame it
Speaker 1: all as the kind of value and the benefit to
Speaker 1: the company. If you're thinking about why a company would
Speaker 1: want to give you a pay rise, it's really about
Speaker 1: a lot of the time retaining good talent. It's really
Speaker 1: expensive to hire new talent, and they really do want
Speaker 1: to retain good talent. So this EPP is all about
Speaker 1: helping you prove that you're good talent.
Speaker 2: Okay, So let's bust some of those myths.
Speaker 5: I went out on my socials and I asked people,
Speaker 5: what do you want to know about pay rises? And
Speaker 5: I got a ton of questions back, So let's get
Speaker 5: into it. Probably one of the most common was when
Speaker 5: should I ask? And should I be asking every year? So,
Speaker 5: if I'm very keen for your take on this, do
Speaker 5: you think it's okay to ask for a pay every year?
Speaker 1: Yeah, if you are on TikTok, everyone says, yes, you
Speaker 1: should be asking every year. So, first of all, I
Speaker 1: think there's a lot of variation in terms of how
Speaker 1: companies approach pay rises. So first find out what the
Speaker 1: deal is at your company. At smaller companies, they probably
Speaker 1: don't have much process, and your manager is probably the
Speaker 1: person that's going to approve it. At bigger companies, there's
Speaker 1: probably a very formal process. You know, Google it was
Speaker 1: very formal and transparent, and the person you are actually asking,
Speaker 1: your manager is probably several levels away from the person
Speaker 1: who's actually approving it. So first, I think, just understand
Speaker 1: how the process works at your company. I think it
Speaker 1: really helps have mates in HR or in the finance
Speaker 1: team to know when budgeting happens and things like that.
Speaker 1: But back to the question, so should you ask every year?
Speaker 1: I actually really know to this, and I'll tell you why.
Speaker 1: I think the ideal situation that you want to get
Speaker 1: in is that you've actually created a reason that your
Speaker 1: compensation should change. So that's like a change in your scope.
Speaker 1: You've got more experience and you're better at your job now,
Speaker 1: so you're actually delivering more values the company, and you
Speaker 1: want approve that. I think just having this artificial timeline
Speaker 1: in your head of like every twelve months I'm gonna
Speaker 1: ask isn't really the right approach. And I think it's
Speaker 1: more about what's changed and what can you kind of
Speaker 1: package up and proof has changed and therefore you deserve
Speaker 1: a pay rise.
Speaker 5: I love that because I obviously do spend too much
Speaker 5: time on TikTok because my default was yes, I do
Speaker 5: think people should be asking for a pay rise every
Speaker 5: twelve months.
Speaker 2: But my perspective is.
Speaker 5: Rooted in those people actually having performed, Like I'm assuming
Speaker 5: that all those people are top performers and they are
Speaker 5: contributing to the organization.
Speaker 2: They have evolved, they have developed.
Speaker 5: So if you're sitting there wondering if I should be
Speaker 5: asking for a pay rise every twelve months. I feel
Speaker 5: like the answer is yes, if you are getting shit
Speaker 5: done and you're moving the needle in your.
Speaker 1: Role, what are you thinking about cost of living and
Speaker 1: inflation and if employers should be giving pay rise based
Speaker 1: on sort of that changing.
Speaker 5: So I actually think inflation is worth being aware of.
Speaker 5: Like that actually is a reason maybe why you could
Speaker 5: rationalize asking for a pay rise every year, But you
Speaker 5: absolutely should not be bringing up inflation as the reason
Speaker 5: why you deserve one, Like just because inflation has occurred
Speaker 5: does not entitle you to a pay rise. And I
Speaker 5: think if you went into a conversation and that was
Speaker 5: your leading argument from an employer perspective, it comes across
Speaker 5: as a bit of a weak argument, like give me
Speaker 5: your actual tangible results, don't just default to inflation. But
Speaker 5: we also need pay rises to ensure we're able to live,
Speaker 5: to survive, to pay our rent, to buy our groceries.
Speaker 5: So I do think it's a reason why, like seeking
Speaker 5: a pay rise every twelve months is like reasonable from
Speaker 5: a human perspective, but you still need to be backing
Speaker 5: it up with how you improve the company performance. Otherwise
Speaker 5: you're just not going to get the pay rise from
Speaker 5: your employer in the first place.
Speaker 1: I did some research into whether the employers actually plan
Speaker 1: to give pay rises, so there was a say you
Speaker 1: were link in the show notes, but it's said in
Speaker 1: Australia ninety six percent of employers plan to give pay
Speaker 1: rises in twenty twenty four. A third of that that
Speaker 1: was actually flat for all staff, fourteen percent was to
Speaker 1: match inflation, and twenty eight percent was actually based on performance.
Speaker 1: So even if your company is planning to give pay rises,
Speaker 1: it's still going to be mostly based on performance, so
Speaker 1: you need to sort of prove you're delivering.
Speaker 5: Yeah, and if inflation was like two percent or three percent,
Speaker 5: for example, you would want more than a two.
Speaker 2: Or three percent pay rise.
Speaker 5: So that's another reason why you wouldn't really want inflation
Speaker 5: to be the basis of your argument.
Speaker 2: But it's more just a personal reason I think.
Speaker 5: I think if you're unsure if you're even paid a
Speaker 5: fair rate, a really good place to start is to
Speaker 5: go to a website like Hayes or Hudson and look
Speaker 5: at market data that will give you an indication of
Speaker 5: what people in similar roles to you in your city
Speaker 5: are being paid. And I think that's a very good start,
Speaker 5: if you're just going in completely blind. Back to my
Speaker 5: point earlier around if getting offers from other companies is
Speaker 5: a good way to get a pay rise or not.
Speaker 5: I actually do think interviewing at other jobs is also
Speaker 5: a very good way to get a read on what
Speaker 5: you might be paid out there in the market. But
Speaker 5: I do think if you are then going to use
Speaker 5: an offer to try and get a pay rise in
Speaker 5: a job you're already in, you definitely need to be
Speaker 5: willing to walk away. So if you're interviewing somewhere else,
Speaker 5: you have to be down to take that role, because
Speaker 5: you might not always bring that offer to your employer
Speaker 5: and they might not match it. They might say no,
Speaker 5: worries see you later.
Speaker 2: So you have to be.
Speaker 5: Strategic and like intentional about how you go about that.
Speaker 5: If that's a process you're going to follow, what do
Speaker 5: you think.
Speaker 1: Yeah, no, I agree, I think it can be really effective.
Speaker 1: I think it's massive risk. So the point that you
Speaker 1: mentioned before, you have to be willing to walk away.
Speaker 1: Another big question is how much dold I actually ask
Speaker 1: for what's actually going to have an impact on your life? So,
Speaker 1: like anything less than five percent after tax is teken
Speaker 1: out and month and month, you may not really notice that.
Speaker 1: And then if you're getting sort of up to the
Speaker 1: you know, twenty percent, that's really a promotion that you're
Speaker 1: asking for and that's a big jump. So I think
Speaker 1: somewhere in the range at five to fifteen is probably
Speaker 1: what people are thinking about in terms of pay rise,
Speaker 1: but it's going to be based on so many different factors.
Speaker 2: Amazing.
Speaker 5: Okay, another question was I feel too uncomfortable asking is
Speaker 5: it really worth it?
Speaker 2: What do you think?
Speaker 4: This is my approach to life.
Speaker 1: I think in general, tough conversations are worth it at
Speaker 1: work and in life. So you know, a good way
Speaker 1: to think of that is that good leaders ask for
Speaker 1: what they want and need at work all the time.
Speaker 1: So in a way, you doing this is actually a
Speaker 1: demonstration of your leadership and you shouldn't feel.
Speaker 4: Scared about it.
Speaker 1: That said, it does take work and preparation, and if
Speaker 1: you go into it without prepping, there is a risk
Speaker 1: that you show up as not being able to read
Speaker 1: the room, that you don't really have your shit together,
Speaker 1: and I think there is a risk to it.
Speaker 4: And also it's just like a ton of efforts.
Speaker 1: So I think you really want to ask yourself how
Speaker 1: much of an asking for is there really a case
Speaker 1: for this, like have I actually delivered, you know, met expectations,
Speaker 1: exceeded expectations, has my role changed? And then I think
Speaker 1: that that line there's no harm in asking, just ask.
Speaker 1: I do think there is a harmon asking if you
Speaker 1: don't do the prep and you don't really have a case,
Speaker 1: and you haven't read the room. Chaf that into account
Speaker 1: and then if all those things are a yes, then
Speaker 1: go into it with like, this is you showing leadership
Speaker 1: and it's actually going to be an excellent learning experience
Speaker 1: for you. Do not be scared, and I think probably
Speaker 1: especially women, more of us should be up scared.
Speaker 5: I think that's such a good answer, no notes from me,
Speaker 5: and I think it really moves into the next question
Speaker 5: very well, which is should I ask if my company
Speaker 5: isn't performing about reading the room? I think you can
Speaker 5: ask for a pay rise if your company isn't performing,
Speaker 5: but you need to be damn sure that you're still
Speaker 5: contributing to the company's objectives. And I think when you
Speaker 5: approach the conversation, it would be you know, I know,
Speaker 5: as a business, we haven't reached X, Y, and Z,
Speaker 5: but I've got some ideas about how we can do
Speaker 5: that in the next quarter, and here's how I'm going
Speaker 5: to move that for you empathy and compassion. You're aware
Speaker 5: that the company isn't quite there and you're showing up
Speaker 5: like but I'm focused on that, and here's how I'm
Speaker 5: going to improve that for all of us. Because I
Speaker 5: think to your point, if you don't read the room
Speaker 5: in that kind of environment, if you don't do that, well,
Speaker 5: I don't want to scare people, but it actually could make.
Speaker 4: You a bit of a target.
Speaker 2: So it's good.
Speaker 5: For everyone to be aware how you contribute to the
Speaker 5: business consistently.
Speaker 1: I also think it's a long game as well that
Speaker 1: sometimes you have to play. So maybe you're going to
Speaker 1: ask and then they're going to say no, and then
Speaker 1: six months later you just sort of want to say
Speaker 1: to them, well, if it's a no, now what would
Speaker 1: it look like, what to take for it to be
Speaker 1: a yes? And sort of start climbing message. But yeah,
Speaker 1: working on it with your manager together. There's sort of
Speaker 1: no hum in asking knowing that it might you know,
Speaker 1: but it might be yes later.
Speaker 2: Cool.
Speaker 5: So that's your big questions answered. Now you're probably thinking, so,
Speaker 5: how the hell do I actually ask. That's on the
Speaker 5: way next.
Speaker 1: So how do you actually ask for a pay rise?
Speaker 1: Remember your mindset, get inside your boss's head. Frame it
Speaker 1: in terms of the value actually bringing for the company.
Speaker 1: Don't make it about you and your personal financial situation.
Speaker 1: For example, don't mention that you're saving for a house
Speaker 1: deposit or you know, mentioned cost of living. We're going
Speaker 1: to make it all about the company and the value
Speaker 1: you're delivering. Don't be scared. You have the right to ask,
Speaker 1: and it is showing good leadership. Okay, Michelle, you are
Speaker 1: an HR expert. Tell us how people can think about
Speaker 1: framing their value.
Speaker 5: This is a very simple framework, or you can think
Speaker 5: about it just like three prompts, and this is what
Speaker 5: you're going to sit down at your desk and think
Speaker 5: about before you go into these conversations. And the prompts
Speaker 5: are experience, role, and output. So when you think about
Speaker 5: your experience, you're obviously thinking about how many years you've
Speaker 5: been doing the job. What unique insights do you also
Speaker 5: bring based on that experience. But I think think when
Speaker 5: it comes to advocating for a pay rise, when you've
Speaker 5: been at the company for a few years, for example,
Speaker 5: it's how has your experience grown. Have you done courses leadership?
Speaker 5: Have you been on training camps, have you, you know,
Speaker 5: gone to conferences around the world, whatever it is, you're
Speaker 5: really thinking about how you've grown your skill set and
Speaker 5: your knowledge.
Speaker 4: I love that.
Speaker 1: So it's not just experience in terms of I've been here,
Speaker 1: you know, two years, it's actually how have you invested
Speaker 1: in improving your experience and the experience that you have
Speaker 1: in doing that role.
Speaker 4: It's like expertise.
Speaker 5: Exactly, and I know we'll get to this, but that's
Speaker 5: also something that you can also be asking for in
Speaker 5: these performance conversations, like I want to do a training
Speaker 5: course on X, I want to do this online course.
Speaker 5: Really simple things people can do that I just think
Speaker 5: make them sound and seem a bit smarter. Is got
Speaker 5: a bit bored over the break? Did these three online
Speaker 5: Harvard courses?
Speaker 1: You know?
Speaker 5: They're just really easy little wins that just make you
Speaker 5: seem like you care. The second thing is role. So
Speaker 5: how has your role evolved? Did someone go and leave
Speaker 5: and you took on their responsibilities? Are you managing more people?
Speaker 5: Are you actually doing three jobs? Is your job moving
Speaker 5: well beyond what the original job description was? Those are
Speaker 5: things that you can use to advocate for a pay rise.
Speaker 5: The biggest and most important one though, is obviously your output,
Speaker 5: and this really needs to be evidence and fact based,
Speaker 5: so numbers relating to your KPIs, but always bringing it
Speaker 5: back to the company's objectives as well, and as we've discussed,
Speaker 5: really leading with what the business is trying to achieve
Speaker 5: and then how you, as an individual have helped them
Speaker 5: get there. So if you have an epic hack for this,
Speaker 5: because you can also find yourself approaching these conversations, especially
Speaker 5: if they only happen once a year in your business
Speaker 5: and you've now forgotten half the things that you've done
Speaker 5: throughout the year.
Speaker 1: I always hated this so much. It's like summarize twelve
Speaker 1: months of your work into six bullet points, and I
Speaker 1: you know, you never know what you're gonna do. So
Speaker 1: the best hack that I found to doing this is
Speaker 1: actually just too every time that you have an example
Speaker 1: of good work, and that might be results metrics, it
Speaker 1: might be something a client has said about you, it
Speaker 1: might be something a cowork has said about you, and
Speaker 1: slack anything that is like you doing good work, you're
Speaker 1: gonna screenshot that and just throw it in a folder.
Speaker 4: On your desktop.
Speaker 1: I try and save like a couple of week, and
Speaker 1: what you're gonna find is when you go through that,
Speaker 1: you're just gonna jog your memory and gonna have all
Speaker 1: these great examples.
Speaker 4: So that's the fastest hack I found.
Speaker 1: The other thing people really struggle with is how do
Speaker 1: you actually articulate your value and kind of summarize it
Speaker 1: into a nice, neat little bullet point that sounds professional
Speaker 1: and human whatever. I think that was a really good
Speaker 1: question that you had from someone right around this.
Speaker 5: Yes, another question that people kept coming through with was
Speaker 5: how to articulate your value if you've contributed via a
Speaker 5: lot of soft skills. So this could be things like
Speaker 5: critical thinking, communication, influence leadership. And I think this is
Speaker 5: important because how you get shit done matters. Like I
Speaker 5: like to think about it, like, soft skills achieve hard outcomes,
Speaker 5: you know, So don't think just because you bring softer
Speaker 5: skills to the table that you still can't articulate that
Speaker 5: into a tangible bullet point.
Speaker 2: So so please tell us how to do that.
Speaker 4: We actually just took the words out of my mouth.
Speaker 1: Yeah, that's the thing, Like, it's the soft skills that
Speaker 1: mean the company can actually do stuff that leads to
Speaker 1: the hardship. So yeah, I wanted to give people a
Speaker 1: way that they can actually think about articulating their soft skills.
Speaker 1: First of all, this is what a lot of people miss.
Speaker 1: You want to give context to the points that you're
Speaker 1: actually sharing. So it's not just about data points and stats.
Speaker 1: It's actually give context. Why was it great or why
Speaker 1: was it hard? So some examples would be, you know,
Speaker 1: was it the first time that you did something like this,
Speaker 1: Were there lots of different teams that had to come
Speaker 1: together for the first time, was there a really tight
Speaker 1: turnaround time on this, or you're dealing with tons of
Speaker 1: different roadblocks and delays. So you want to shry and
Speaker 1: build in context, and then the main thing is to
Speaker 1: link that skill to the actual impact and the results.
Speaker 1: So there's a really great sentence you can use, and
Speaker 1: we're going to put this.
Speaker 4: In the newsletter.
Speaker 1: You want to say, I demonstrated skill by doing what
Speaker 1: which meant that, and then you put the impact. So
Speaker 1: I'm going to give you guys an example demonstrated leadership
Speaker 1: by bringing together stakeholders from four different teams who have
Speaker 1: never worked together before to collaborate on a project for
Speaker 1: the first time, which meant that. So I think you
Speaker 1: can actually use context and then link it to something
Speaker 1: that actually has impact and a result attached to it.
Speaker 2: I love that so much.
Speaker 5: Honestly, I feel like this will be so helpful for people.
Speaker 5: I'm sitting here thinking I wish I could have soaf
Speaker 5: in an earpiece as I do these conversations, but we're
Speaker 5: actually doing.
Speaker 1: No.
Speaker 2: This is it. I think we've made it super clear.
Speaker 5: So when you're going into these conversations, focus on the company.
Speaker 5: I know as a company we've been working towards X,
Speaker 5: Y and z A. Here's how I've contributed to that
Speaker 5: in my role. And then use your structure. So what
Speaker 5: were your three key words?
Speaker 2: Can you repeat them for me?
Speaker 4: Demonstrated skill by doing what which meant that result?
Speaker 2: Skill what which meant that result? Love it?
Speaker 5: Okay, So what happens if they say no, slash we
Speaker 5: don't have the budget right now?
Speaker 4: Yeah, which probably will happen right Yeah.
Speaker 5: I think in this situation it's like I wouldn't take
Speaker 5: no as meaning no full stop.
Speaker 2: It just means not right now.
Speaker 5: This is an opportunity to continue the conversation and as
Speaker 5: you said, play the long game. And I also think
Speaker 5: you can ask for different things in the meantime that
Speaker 5: aren't just monetary.
Speaker 1: Rightly, So one of my favorite things to do is actually,
Speaker 1: if you get a no, then think about asking for
Speaker 1: non financial pay rise. So that might be something like
Speaker 1: there's this specific course that I really want to do.
Speaker 1: It might be I really want this opportunity to work
Speaker 1: on a specific project, or like a really cool mentoring opportunity.
Speaker 1: You might want to travel a little bit more, so
Speaker 1: maybe it's like, you know, can I take it to Melbourne?
Speaker 1: Whatever it is you want to be asking and think
Speaker 1: about non financial incentives as well. The interesting thing about
Speaker 1: asking for non financial incentives or like a non financial
Speaker 1: pay rise. If you think about like say you get
Speaker 1: a pay rise and it's two thousand dollars and then
Speaker 1: tax comes out of it, it's actually not that much
Speaker 1: in the end. But there's this quote from Warren Buffett,
Speaker 1: who's one of the most famous investors in the world,
Speaker 1: and he actually says, by far, the best investment you
Speaker 1: can make is in yourself. And so you might actually
Speaker 1: be better taking that two grand and investing that in
Speaker 1: your own skills and your own self instead of just
Speaker 1: thinking about getting the cash.
Speaker 5: Okay, so we're all about concrete action points here it
Speaker 5: biz so so what are they?
Speaker 1: So? One, do your research, understand how your company runs
Speaker 1: the promotion and pay rise system, and know the market
Speaker 1: rates for your role and your industry. Two is start
Speaker 1: planning early. So talk about what is expected of you
Speaker 1: in your role with your manager. Make sure you understand
Speaker 1: the big company priorities, start your windsholder, and you know,
Speaker 1: consider giving your manager heads up like this is something
Speaker 1: that I actually want to work towards. And then three,
Speaker 1: make it about them, not you. So this is about
Speaker 1: the value that you delivered. Grab Michelle's experience role output
Speaker 1: framework in the newsletter and that will have you totally
Speaker 1: sort it.
Speaker 3: Okay, So listening to Michelle and so you guys, I've
Speaker 3: been doing this all wrong. I didn't realize that I
Speaker 3: shouldn't just walk into my boss's office and beg for
Speaker 3: money just like Oliver Twist style. If you don't implement
Speaker 3: a strategy, not only is your manager going to say
Speaker 3: no to you, but you'd probably also give them the IG,
Speaker 3: which I know we all know is way worse. So
Speaker 3: here's what I'm actually going to do, and you should
Speaker 3: too if you want more money. But you hate those
Speaker 3: awkward conversations. So first, I'm going to start keeping a
Speaker 3: track of all of the good stuff I do at work.
Speaker 3: Because I didn't realize my boss wasn't psychic and didn't
Speaker 3: know I've been staying back late nearly every day this
Speaker 3: past week. I mean, it's kind of rude, but it's understandable.
Speaker 3: Then I'm going to go straight to Hayes dot com
Speaker 3: dot au to figure out what I should actually be earning.
Speaker 3: And finally, I'm going to practice saying I deserve more
Speaker 3: money in the mirror, and I'm going to try to
Speaker 3: do it without cringing, because apparently asking for what you
Speaker 3: want is leadership. It's not being annoying, which is so
Speaker 3: great to know. Thank you so much for listening to
Speaker 3: our first episode of Bibs and Look. We want to
Speaker 3: tell you that we are here to help. Well, Michelle
Speaker 3: and Sofa here to help.
Speaker 1: Do not worry.
Speaker 3: I will not try to help you myself. Think of
Speaker 3: them as your new work mentors. They're ready to answer
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Speaker 1: Mama Mia acknowledges the traditional owners of the land. We
Speaker 1: have recorded this podcast on the Gatigul people of the
Speaker 1: Or Nation. We pay our respects to their elders past
Speaker 1: and present, and extend that respect to all Aboriginal and
Speaker 1: torres strained islander cultures.