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