Speaker 1: Just before we get started, we'd like to acknowledge and
Speaker 1: pay respect to Australia's Aboriginal and torrest Right islander peoples.
Speaker 1: They're the traditional custodians of the lands, the waterways and
Speaker 1: the skies all across Australia. We thank you for sharing
Speaker 1: and for caring for the land on which we are
Speaker 1: able to learn. We pay respects to elders past and present,
Speaker 1: and we share our friendship and our kindness.
Speaker 2: She's on the Money, She's on the Money.
Speaker 3: Hello, and welcome to She's on the Money, the podcast
Speaker 3: for millennials who want financial freedom. My name is Georgia King,
Speaker 3: and joining me as she does each and every week,
Speaker 3: is Victoria Devine V.
Speaker 1: How are you ge King on tour? I am well.
Speaker 1: Thank you for having me once again on our joined podcasts.
Speaker 1: Glad to hear it now.
Speaker 3: The past two years have changed the world of work
Speaker 3: as we.
Speaker 1: Know it, A wise woman once said g King.
Speaker 3: Absolutely, And while much has been made of the Great Resignation,
Speaker 3: people are starting to focus on the Great upgrade, with
Speaker 3: organizations refocusing their attempts to improve the experience of their staff.
Speaker 3: This shift emphasizes retention, putting the onus on organizations to
Speaker 3: retain the talent they already have and keep them happy
Speaker 3: while also attracting new talent.
Speaker 1: Please don't leave J King, but stay for the people
Speaker 1: who are like J. King is coming.
Speaker 3: But staying happy in the workplace is an ongoing struggle,
Speaker 3: and one of the most common questions we get from
Speaker 3: our community is how to have that tricky conversation with
Speaker 3: your boss. Today we're going to talk about common workplace complaints,
Speaker 3: how to research and negotiate a pay rise, and how
Speaker 3: to become more assertive.
Speaker 1: We want a coffee machine in the office. We do, Corey,
Speaker 1: F you're listening.
Speaker 3: We'll also touch on discrimination laws and at earlier at
Speaker 3: the Fair Work Commission with some resources you could lead
Speaker 3: on if you have experienced discrimination, harassment, or unsaved conditions
Speaker 3: in the workplace.
Speaker 1: That's a lot, just a bit to get through today,
Speaker 1: to get a tiny bit, just a few things, mainly
Speaker 1: the coffee machine.
Speaker 3: Yeah, well that's the main takeaway. But what that off
Speaker 3: lot are you looking forward to in today's show?
Speaker 1: I feel like too many times our community aren't empowered
Speaker 1: to have conversations they deserve to have. So it's not
Speaker 1: just oh it would be nice, Like no, you should
Speaker 1: be having this conversation. You deserve to be treated with
Speaker 1: respecting your place of employment. You deserve to be paid well,
Speaker 1: you deserve to be paid for the time, energy and
Speaker 1: effort that you're putting in. But too many times we
Speaker 1: just don't feel confident to put our hands up and
Speaker 1: be like, hey cool, maybe this isn't right, or hey cool,
Speaker 1: can we reassess this or change this? And we don't
Speaker 1: want to lean too much into gender here, but everyone
Speaker 1: knows women are far less likely to put their hand
Speaker 1: up when it comes to getting a promotion or having
Speaker 1: things out allocated at work in a bit more of
Speaker 1: a fairer way. So I think today's episode for me,
Speaker 1: is more about empowering you guys to actually just ask
Speaker 1: the question, because at the end of the day, the
Speaker 1: worst thing they can say is no, one hundred percent.
Speaker 3: Let's talk through the most complained about things that Australian
Speaker 3: workers are recording or.
Speaker 1: Not, like just cheese on the money employees.
Speaker 3: Well, I mean take note number one, unfair pay yep, terrible.
Speaker 3: Number two, not enough feedback from managers.
Speaker 1: Interesting, but also I feel like that is incredibly valid yep.
Speaker 1: Number three the office is too noisy, really yeah, I'm
Speaker 1: surprised about that one. I'm surprised about that. Maybe that's
Speaker 1: people just being like, I don't want to return to
Speaker 1: the office. I want to stay. That's good. It's too
Speaker 1: noisy there. Put that one up your sleep for later.
Speaker 1: Number four colleague complaints about what not? Sure? I want
Speaker 1: more detail. G this is just top line baby, right sorry.
Speaker 1: Number five it issues.
Speaker 3: Oh my gosh, that's all I complained about. It's eighty
Speaker 3: percent of my day. Number six harassment or bullying. That
Speaker 3: shouldn't be something that we complain about. That should be
Speaker 3: something that's not happening. Number seven changes in the workplace.
Speaker 1: People hate change. People really don't like change. Number eight
Speaker 1: the workload. Very fair complaint if you are being overworked.
Speaker 1: Probably not that fair if you just wanted an early lunchtime. Agreed.
Speaker 3: Number nine twenty four to seven demands. I feel like
Speaker 3: this was fine. Super prevalent during the pandemic when we
Speaker 3: were online all the time and we were like, oh,
Speaker 3: clock off yet, because you know, my laptop's here, I'm
Speaker 3: on the couch, et cetera. Number ten is that the
Speaker 3: office is too hot or too cold.
Speaker 1: Oh my gosh, can be late, right, we were just
Speaker 1: talking about that. We just having that conversation literally in
Speaker 1: the studio. But I want to just shout out a
Speaker 1: product that is going to change your life jumpers. Oh no,
Speaker 1: go on, no, do you want to try again? Electric
Speaker 1: blankets in the office. Sorry, we have electric throw rugs
Speaker 1: at all of our desks. Really, we plug them in
Speaker 1: and then we just snuggy, snuggy. That's gorgeous. Jess, she
Speaker 1: brought this into the and then I've bought one and
Speaker 1: now I'm going to have to buy another one because
Speaker 1: Jasmine has stolen mine, and then Charlotte was envs and
Speaker 1: then You're going to need one, and then Jess is
Speaker 1: probably going to need one, and then Analysa is probably
Speaker 1: gonna want one. And I just feel like it's a
Speaker 1: good investment. You can have like a little snug blanket.
Speaker 1: You can have a heating pad if you're cold, pop
Speaker 1: it on your chair, also heating pad. You could put
Speaker 1: your feet on it. God, no temperature complaints that she's
Speaker 1: on the money. That's a lot you guys don't understand,
Speaker 1: as in, it's freezing, yeah, move on.
Speaker 3: The blanket's okay. So let's look at complaint number one.
Speaker 3: Fee pay. How do I know my worth in a job,
Speaker 3: and where do I even start with that research?
Speaker 1: I love this question. I think it's really important to
Speaker 1: one know your worth, but to know where to find
Speaker 1: your worth. And it's an entitled view to say I
Speaker 1: need a pay rise because I've been here for a while.
Speaker 1: Like to me, tenure should not equal an increase in
Speaker 1: your remuneration if you have done nothing else in that
Speaker 1: job in that year. And that sounds really mean. I
Speaker 1: obviously believe in increasing your pay in line with CPI
Speaker 1: or indexation, and I think that that should increase each
Speaker 1: and every single year. But if we break down the
Speaker 1: job market, say your job is to lick stamps g
Speaker 1: and put them on an envelope, and that's just the
Speaker 1: entire job that you have in one year. If you've
Speaker 1: performed that job, and that job is worth you know,
Speaker 1: maybe eighty thousand dollars, that's a very well paying stamp
Speaker 1: licking job, so you know, but let's say it's worth
Speaker 1: eighty thousand dollars. Why if the crux of the job
Speaker 1: and the requirements of the job, if they haven't changed,
Speaker 1: why should your pay be increased by like five or
Speaker 1: ten thousand dollars each year? Just because you're good at
Speaker 1: licking stamps. I think that there should be some level
Speaker 1: of responsibility back on the employee to have either taken
Speaker 1: on further responsibilities or to be looking for another role
Speaker 1: if they feel like the role that they currently have
Speaker 1: doesn't remunerate them in line with the remuneration they want
Speaker 1: to find. I'm pretty cutthroat when it comes to that,
Speaker 1: because I think the entitlement is a really big piece
Speaker 1: of it. But then if we look at it and go,
Speaker 1: all right, so g you lick stamps. But then because
Speaker 1: you are really good at that and so efficient that
Speaker 1: you've been given all of these other responsibilities. You now
Speaker 1: do all of the stapling, all of the file work.
Speaker 1: You are now the receptionist as well. We've put a
Speaker 1: whole heap of responsibilities on you. That's a different story.
Speaker 1: That's not about tenure. That's about increased responsibility, and that's
Speaker 1: about you being remunerated in line with your increased responsibilities,
Speaker 1: not just going, oh, well, you know, your job description
Speaker 1: is the same. Job description doesn't mean anything if day
Speaker 1: to day you are doing something wildly different. So I'm
Speaker 1: pretty I guess you could say I'm triggered right now
Speaker 1: because I just think that too many times people are like, oh,
Speaker 1: I don't understand why I haven't got a pay rise
Speaker 1: in like four years. I've been there for ages, and
Speaker 1: you go, I don't want to be mean, but what
Speaker 1: do you do in your job that is so wildly
Speaker 1: different to the job you accepted four years ago? It
Speaker 1: is up to you to upskill and increase your your
Speaker 1: capability or your ability to perform in that role so
Speaker 1: you can take on more responsibilities or change jobs if
Speaker 1: you don't think that's right, and if you go, all right,
Speaker 1: well I still want this job. I do think it's
Speaker 1: about kind of going all right, well, this job pays
Speaker 1: eighty thousand dollars? Am I okay with that? Yes? Because
Speaker 1: that's what that role remunerates you for. Does that make sense?
Speaker 1: Like I feel like obviously everyone's going to be quite
Speaker 1: heated on this topic, and other people will say things like,
Speaker 1: oh my gosh, no I deserve more because I've been there,
Speaker 1: And there's lots of different semantics that come into this conversation.
Speaker 1: But I think at the crux, you need to understand
Speaker 1: that when we start talking about what is my worth
Speaker 1: in a role? Back to your actual question. Georgia King
Speaker 1: if we're talking about where to look, obviously online is
Speaker 1: the best resource that we can find. I have absolutely
Speaker 1: no connection to Hayes, but the Hayes Salary Guide has
Speaker 1: been something that for maybe the last ten years I
Speaker 1: have relied upon and gone back to to have a
Speaker 1: look at to see what on average people are being
Speaker 1: paid for this role and maybe what I should be asking.
Speaker 1: It's also a really well researched document. Thousands of people
Speaker 1: contribute to this every single year. And it doesn't just
Speaker 1: say okay, for someone in accounting, they should get X.
Speaker 1: It actually breaks it down by state, and then it
Speaker 1: breaks it down further into metro and regional, which I
Speaker 1: think is really powerful because obviously everything everywhere is different,
Speaker 1: and regionally you're not going to be remunerated as highly
Speaker 1: as metro because living costs a higher and there's lots
Speaker 1: of things that play into this, right, So the Hayes
Speaker 1: Salary Guide is something I look to quite often when
Speaker 1: it comes to, you know, benchmarking. The other is looking
Speaker 1: at job ads online. So go to seek dot com,
Speaker 1: dot a you and have a look at the job
Speaker 1: ads that are going ask people. You know I'm not saying,
Speaker 1: go and talk to a million recruiters. But you know,
Speaker 1: if a recruiter approaches you, what's the role worth? Actually,
Speaker 1: what's my role worth? Even if you're not interested in moving.
Speaker 1: But I also would be really wary of self reporting
Speaker 1: platforms like Glassdoor. You know, how you go online and
Speaker 1: you go what does an advertising executive get paid? Glassdoor
Speaker 1: will come up. Yeah. I think you need to be
Speaker 1: really careful of them, because when do people self report
Speaker 1: Georgia when they're angry?
Speaker 3: Yeah?
Speaker 1: Exactly. So I want actual research and I don't just
Speaker 1: want something anecdotal that you know, an angry employee of
Speaker 1: some company down the road wrote because they were frustrated
Speaker 1: at their job or didn't get paid enough or had
Speaker 1: a bad experience. I just think that that's a very
Speaker 1: it's very slippery slope of comparison. You know, you're true.
Speaker 1: I've never even thought about that. Yeah, And like I
Speaker 1: feel like lots of people like, oh, glass doors great,
Speaker 1: and I'm like, maybe in America it's a bit different,
Speaker 1: but here in Australia, who goes on there AND's like,
Speaker 1: do you know what, I've been here for three years.
Speaker 1: I've been having such a good time, love working for Boober.
Speaker 1: I'm going to go put my review in now, and
Speaker 1: it's going to be really well balanced. I'm going to
Speaker 1: be really transparent about what I'm being paid and what
Speaker 1: my bonuses are. Yeah. Great, No one does that.
Speaker 3: No one does that. Okay, that's interesting to know. Start
Speaker 3: skill is entering the chat. That's what young people say.
Speaker 3: So I've got two for you.
Speaker 1: No one says that, it's just us, okay.
Speaker 3: A survey by a salary dot com revealed that only
Speaker 3: thirty seven percent of people always negotiate their salary what,
Speaker 3: while an astonishing eighteen percent never do.
Speaker 1: Now, negotiating is fun. I think we should do it. True,
Speaker 1: it's no scary. It's scary, but you've got to practice it. Yeah,
Speaker 1: And negotiating is regardless of what situation you are in
Speaker 1: in life. Negotiating it's not just some argument that you're having.
Speaker 1: It's asking to be treated fairly and in any circumstance,
Speaker 1: whether that is financial or life or you know, in
Speaker 1: a relationship, you need to be able to negotiate to
Speaker 1: make sure that you're always in a non compromising position.
Speaker 1: That's true. Learn to negotiate, my friends.
Speaker 3: And perhaps learning how to be more assertive will help
Speaker 3: us do that which we will get to later on
Speaker 3: in the show. Okay, so let's move on to the
Speaker 3: next stat here V. It's a famous study done by
Speaker 3: Linda Babcock for her book Women Don't Ask, and it
Speaker 3: revealed that only about seven percent of women attempted to
Speaker 3: negotiate their first salary, while fifty fifty seven percent of
Speaker 3: men did. Sorry, I had to read that twise to
Speaker 3: blow me off my feet.
Speaker 1: This stat you found on the internet g blew you
Speaker 1: off your feet when you had to read it. All
Speaker 1: would so shoot me. I've forgot. It's okay, I laugh
Speaker 1: at my own jokes. It's fine.
Speaker 3: So of those people who negotiated, they were able to
Speaker 3: increase their salary by over seven percent.
Speaker 1: That's so much money. Honestly, it frustrates me that. You know,
Speaker 1: let's break it down for a hot second. Gee, why
Speaker 1: don't they negotiate? Obviously there's a million reasons, But what
Speaker 1: do you think the number one reason and don't negotiate
Speaker 1: is because.
Speaker 3: They don't want conflict and they just think that they're
Speaker 3: lucky to be there. I would say, yeah, because they're
Speaker 3: just happy to accept the status quo. And usually we're
Speaker 3: happy to accept the status quo because we don't have
Speaker 3: the confidence or the education to question it. Right, Like
Speaker 3: status quo exists because you know you've fallen into the
Speaker 3: average and you're like, oh, this must be good. Everyone
Speaker 3: around me is fine.
Speaker 1: It's kind of like being in fish tank when the
Speaker 1: ocean exists, but like all the other fish, they're fine. Yeah,
Speaker 1: they're happy. We're not fish tank kind of goals. I'm
Speaker 1: also not a surfer, so I'm not sure where I'm
Speaker 1: going with this. You did stat scale, so I'm going
Speaker 1: to throw in math scale here in quick math scale.
Speaker 1: So if you're on one hundred thousand dollars and your
Speaker 1: coworker negotiated their salary, there are now one hundred and
Speaker 1: seven thousand dollars a year. You're still on your one
Speaker 1: hundred grand a year. Obviously, assuming that you're treated identically
Speaker 1: from then on, with the same salary rises and the
Speaker 1: same promotions, you're going to have to work eight years
Speaker 1: longer g than your fellow employee to be as wealthy
Speaker 1: as them at retirement. It's like, do you remember that
Speaker 1: old ad for super where they were on the escalators. Yeah, yeah, yeah,
Speaker 1: super high balanced. It's sam but like it's not the
Speaker 1: same outcome. Yeah, Now, that's what negotiation does to you.
Speaker 1: Also check your super very important hot tip there. I
Speaker 1: just think V as a woman, I would never in
Speaker 1: a job interview question the salary. I just wouldn't do
Speaker 1: it because well, I would have a fear that they
Speaker 1: would choose someone else over me if I brought that up. Really,
Speaker 1: I want someone who's assertive and someone who you know
Speaker 1: has now and knows their worth. Like, I'm just gonna
Speaker 1: throw you under a bus here. You have personally negotiated
Speaker 1: your salary with me before, and I have so much
Speaker 1: respect for it, and I would hope that you know
Speaker 1: the conversation was met that way. Obviously, we do do
Speaker 1: salary increases, but I always say to my team, please
Speaker 1: come to me to negotiate your salary because I don't
Speaker 1: know what I'm doing. But I really want to think
Speaker 1: that I have made a number of tiny nightmares for
Speaker 1: some future employer, Like I want to set you all
Speaker 1: up to make someone else really mad in the future.
Speaker 1: So all of you, everyone on the She's on the
Speaker 1: Money and Zella team has always had to negotiate for
Speaker 1: their pay rise, even if I thought you completely completely
Speaker 1: deserved it. Really absolutely ask Jess, I did the same
Speaker 1: thing to her, I was like, all right, talk to
Speaker 1: me about this. I want to give you X amount
Speaker 1: as an income moving forward. You're going to have to
Speaker 1: tell me why I'm doing that, wow, because I don't
Speaker 1: want someone coming in and me go, hey, j just
Speaker 1: so you know your new salaries this you've been here
Speaker 1: for a year and you go okay. And I also
Speaker 1: don't think it has the same power, you know, as
Speaker 1: an employer, which this is probably really unhelpful for everybody
Speaker 1: who is an employee at the moment, but I don't
Speaker 1: think it has the same power as an employer to
Speaker 1: be like, hey, ge, just so you know, I really
Speaker 1: appreciate the time, for energy, the effort that you've been
Speaker 1: putting in over the last couple of years. To she's
Speaker 1: on the money. Therefore, you're going to get this because
Speaker 1: you're going to walk out and go okay to problems. Yeah.
Speaker 1: But if I go, gee, what did you do? Why
Speaker 1: do you get this? You go, oh, So, I don't know.
Speaker 1: But I want you to think of those things yourself
Speaker 1: and kind of make you see that value so that
Speaker 1: hopefully in the future when you do have a future employer,
Speaker 1: god forbid that ever actually happens. You go, hold on,
Speaker 1: hold on, No, I did all this stuff, and I
Speaker 1: know that should be remunerated. I know that's the way
Speaker 1: this works. But back to employeemode for a hot second.
Speaker 1: There are so many tips for this and so many
Speaker 1: things that we need to reframe because I think a
Speaker 1: lot of you are going to go, oh VI, these
Speaker 1: tips they're all about audacity and having audacity and coming
Speaker 1: in to a meeting with more confidence than I have. No,
Speaker 1: it's not. It's actually about knowing your worth and knowing
Speaker 1: what you are worth and how to value that and
Speaker 1: how to see that. And it's not actually about being audacious.
Speaker 1: It's actually just about asking for the same thing. And
Speaker 1: it's also about being respected, because, to be honest, if
Speaker 1: any employee comes to any employer and says, this is
Speaker 1: what I'm doing, this is how I'm doing it, this
Speaker 1: is my research, this is what my comparison is, should
Speaker 1: that not be respected? Like that's pretty cool. I really
Speaker 1: like that. So let's get into some hot tips. Number One,
Speaker 1: evidence research. Pretend it's like a murder. We are going
Speaker 1: to find as much evidence.
Speaker 4: As it's like a murder. We're trying to slay it, right, Okay,
Speaker 4: not literally, but all right, I'm going to back down.
Speaker 1: We're not a crime podcast, but maybe one we could be.
Speaker 1: It's my dream. It's my dream to be she's on
Speaker 1: the crime I think that would work. But evidence and research.
Speaker 1: Keep a folder in your email and I've told you
Speaker 1: guys this before, but keep a folder on your computer
Speaker 1: with good feedback that people give you along the way.
Speaker 1: It is so hard if you're like, oh my gosh,
Speaker 1: I'm having a meeting with my boss on Friday. I'm
Speaker 1: just going to go find all my stuff. No. Over
Speaker 1: the year. If someone sends a really nice email Jeet,
Speaker 1: great work, really appreciate you, copy paste straight into the
Speaker 1: acknowledgments folder. One is really good for negotiating salary and
Speaker 1: having chats with your boss. Two, if you're having a
Speaker 1: little bit of a flat day, a little bit of
Speaker 1: self doubt, go to your little self doubt folder and
Speaker 1: read through all of the cool things people have said
Speaker 1: about you. Ten out of ten can make you feel
Speaker 1: better because I have tried this. That's a great idea.
Speaker 1: You're welcome. Next is pick the top of the range.
Speaker 1: Just go straight to the top. You can always negotiate
Speaker 1: down from there, So go straight to the top. After
Speaker 1: researching your market value. Might be tempting to, like, you know,
Speaker 1: pick the middle because you go, all right, so I've
Speaker 1: done this research, and this job is between eighty and
Speaker 1: one hundred thousand dollars. Look, ginoir, I'm just going to
Speaker 1: tell them that I want ninety, you want ninety, so
Speaker 1: you want a hundred. Negotiate them down to there, and
Speaker 1: then walk out by yourself a note lastey and be
Speaker 1: like ha ha got em. Instead of going for that
Speaker 1: middle ground. I think that is really important. Like give
Speaker 1: your boss room to negotiate down, because if you're in
Speaker 1: the mood for negotiation, I am absolutely certain that your
Speaker 1: boss is too. Next, pick an exact number. Okay, it's
Speaker 1: like putting in an offer on a house. They'll think
Speaker 1: you've done so much more work. If you pick a
Speaker 1: specific number, like ninety four thousand and seven hundred and
Speaker 1: fifty dollars is what I would expect for this role,
Speaker 1: they'll be like, oh my god, what has she done?
Speaker 1: She must have done some super extensive research into the
Speaker 1: market value of her role, interesting, instead of ninety five thousand.
Speaker 1: So that the point of that is that it makes
Speaker 1: it look like you've done your research. It makes you
Speaker 1: look way smarter. Interesting because you're precise ysv asking for
Speaker 1: a ninety four thousand, seven hundred and fifty dollars salary.
Speaker 1: She must have her finger on the pulse. There must
Speaker 1: be some level of research there. It's not just something
Speaker 1: she heard on a podcast one time, because people wouldn't
Speaker 1: do that, would they ge Never next, Huh, this one's hard,
Speaker 1: This one's really hard. You need to be willing to
Speaker 1: walk away. Obviously. This then extends because this is like
Speaker 1: now becoming a money slash life, you know, advice podcast.
Speaker 1: But you need to be willing to walk away. So
Speaker 1: you need to come up with a walk away point,
Speaker 1: a final offer that's so low that you have to
Speaker 1: just say, do you know what I'm worth more than that?
Speaker 1: And unfortunately the remuneration of that role doesn't meet my
Speaker 1: expectations and I'll have to look elsewhere for employment. Like
Speaker 1: I know that that is really hard, especially because sometimes
Speaker 1: the job market is really tough. But you need to
Speaker 1: know you're worth so pick that number. It could be
Speaker 1: based on your personal financial needs, it could be based
Speaker 1: on market value, or simply just what number you need
Speaker 1: to feel is worth taking that job. Some people might
Speaker 1: be like, oh my gosh, I'm nearly thirty. I want
Speaker 1: to earn eighty grand or I want to earn ninety
Speaker 1: grand or one hundred grand. And that's your number for
Speaker 1: the next role you have. Well, bab, that's your number.
Speaker 1: And I think that we really need to stick to that.
Speaker 1: Walking away from an offer is never ever, ever easy,
Speaker 1: But I think it's really important to know when to
Speaker 1: do it and also how powerful it can be to
Speaker 1: just say no. Yeah, how often do you just go?
Speaker 1: I negotiated and I didn't get what I want, so
Speaker 1: I compromised, and now I'm unhappy. Now I'm unhappy. Like
Speaker 1: that's not a good thing.
Speaker 3: Yeah.
Speaker 1: Interesting, next point. Okay, make sure you are ready. You
Speaker 1: need to be prepared. We are scouts. Scouts are always prepared.
Speaker 1: We love you today. That was brilliant. Did you do scout? Yeah?
Speaker 1: I was a scout. Okayer, will do our best. We'll
Speaker 1: do our best. We'll do our best. You a scout
Speaker 1: as well? Yeah? Honestly, gosh, do you know Alex was
Speaker 1: a scout?
Speaker 3: No?
Speaker 1: Yes, you are. Yeah, so we were nerds, but like,
Speaker 1: do you know what takes these nerd to the next level?
Speaker 1: Go on, wasn't just a scout? I was also a venturer.
Speaker 1: So when all the cool kids scouts, because they've realized
Speaker 1: it's I was there going I'm still committed. Why love this?
Speaker 1: Why did our parents make us do that? They didn't.
Speaker 1: It was a choice, It was me. But you've got
Speaker 1: to make sure you're ready. So before you ask for
Speaker 1: a raise or a new badge, you're going to want
Speaker 1: to ask yourself a few questions. Have you been at
Speaker 1: your job for a year yet? Obviously, as I said,
Speaker 1: tenure's not important, but if you're asking after three months,
Speaker 1: you are not off probation yet, my friend, Have you
Speaker 1: taken on any new responsibilities since you got hired? Have
Speaker 1: you been exceeding expectations? Not just meeting them? But do
Speaker 1: you know what's really frustrating when you go to a
Speaker 1: job interview and you're like, well, what would it take
Speaker 1: to meet the expectations and they say something like we
Speaker 1: want you to always exceed expectations. Well, so if I
Speaker 1: exceed expectations, am I actually just meeting the expectation that
Speaker 1: you just set? In which case, how do I actually
Speaker 1: exceed expectations and get a pay rise? How does that work? True?
Speaker 1: How do you set the expectation to exceed the expectations
Speaker 1: limit does not exist. Yeah, exactly, it's really rude. So
Speaker 1: understand that meeting your expectations means you are going to
Speaker 1: be able to get the salary that you signed up for.
Speaker 1: Exceeding your expectations and going above and beyond and doing
Speaker 1: more than what you have been called to do is
Speaker 1: really important when asking for a salary increase. The answer
Speaker 1: to all of those questions TLD needs to be yes
Speaker 1: before you actually start negotiating a salary Geking, I am sorry,
Speaker 1: next time it right. Timing always has to be right.
Speaker 1: Most people wait until kind of like performance review season.
Speaker 1: I know a lot of people who are really guilty
Speaker 1: of this to ask for a salary adjustment. They might
Speaker 1: be in a position where they have a job where
Speaker 1: they're like, oh no, they don't review salaries until July.
Speaker 1: I need to fit into this like status quo of
Speaker 1: how this works. But by that time, your boss has
Speaker 1: probably already decided what raises people are going to have.
Speaker 1: By July, he's already probably put it in his head
Speaker 1: or her head that all, right, well, G King's been
Speaker 1: doing pretty well, Probably give her a pay rise and
Speaker 1: completely forgets Victoria because they haven't been able to see
Speaker 1: what you've been achieving. So instead we're not saying marching
Speaker 1: and be like, hey, I know salary reviews are only
Speaker 1: in July. Be like, I want to talk about my salary.
Speaker 1: I know reviews are coming up in July. I want
Speaker 1: to put on the table what I've done, but also
Speaker 1: I want to ask what I need to do to
Speaker 1: get to this next level. I want to talk to
Speaker 1: you about how this is going to work. So start
Speaker 1: talking to your boss about getting a raise. I would
Speaker 1: say a minimum of three to four months before you're
Speaker 1: actually going to get it, or before that budget is allocated.
Speaker 1: The next is a bit of mindfulness, my friend. Practice
Speaker 1: and center your thoughts is what is written down here,
Speaker 1: and I think that that is actually really important practice
Speaker 1: you'll pitch on a family member or just in the miraca.
Speaker 1: Sometimes it can be kind of intimidating. Also, I've never
Speaker 1: practiced anything in the mirror because I'm like, wow, do
Speaker 1: I really look like that? Do my eyebrows move like that?
Speaker 1: So if it works for you, do you boo? But
Speaker 1: sometimes I just sit in bed with my notes and
Speaker 1: read it aloud and think about how I sound much
Speaker 1: less intimidating from the comfort of the bits. You also
Speaker 1: can't get distracted with pimples if you can't see your shapes.
Speaker 1: Really important, but send to yourself. Try and practice it,
Speaker 1: because this is going to be a really emotional conversation
Speaker 1: for you, but it's not going to be an emotional
Speaker 1: conversation for your boss. So don't go in and be like,
Speaker 1: I'm so nervous. This is going to be such a
Speaker 1: hard conversation. That's on you, and I think we need
Speaker 1: to remember that because too often we get so worked up.
Speaker 1: Your boss is your boss. It's their job to pragmatically
Speaker 1: assess your capabilities and your performance. In fact, that's in
Speaker 1: their job description to do this. You're going in there
Speaker 1: helping them do their job. I mean, probably don't do
Speaker 1: it in a condescending way, but at the end of
Speaker 1: the day, a boss should welcome conversations like this because
Speaker 1: a high performing employee makes them look good. A high
Speaker 1: performing employee that deserves a raise is definitely an employee
Speaker 1: that I want to have on my team. Per lean
Speaker 1: out away from your emotions and if that means you
Speaker 1: need to practice it and change your pitch and then
Speaker 1: lean into your evidence and the research that you've done
Speaker 1: so that you can really rely on that instead of
Speaker 1: going But I deserve it, like that is not a
Speaker 1: conversation that anyone should be having when it comes to salary.
Speaker 1: Quote I deserve it because is not the answer. The
Speaker 1: answer is I deserve it because I've been going above
Speaker 1: and beyond doing my role. I deserve it because I've
Speaker 1: been putting extra time, energy and effort into this. Or
Speaker 1: I deserve it because I achieved these sales instead of
Speaker 1: these sales. Like there are so many things that you
Speaker 1: can say, but just because you feel like you deserve
Speaker 1: it that I need to this makes sense? Yep. Gee.
Speaker 1: What day of the week do you pick? How do
Speaker 1: you know when to do it? Do you like, come
Speaker 1: in bright eyed and bushy tailed on a Monday morning
Speaker 1: or do you wait for four pm on Friday so
Speaker 1: that you can just slink away if you're feeling a
Speaker 1: little bit awkward.
Speaker 3: It can't be either, can't I want to strike out
Speaker 3: Tuesday because that's the worst day of the week.
Speaker 1: It is the worst day of the week. Call agree, Oh,
Speaker 1: except for the tacos that's pretty good on Tuesdays, that's
Speaker 1: pretty good. I take it back. Hump day it's called
Speaker 1: hump day that's immediately written off. So what we're going
Speaker 1: to do is pick Thursday. We tend to start the
Speaker 1: week and our bosses start the week a little bit
Speaker 1: more hard nosed and even a bit disagreeable, but we
Speaker 1: become a little bit more flexible and a little bit
Speaker 1: more accommodating as the week wears on. Quote from some
Speaker 1: research online, Thursdays and Fridays find us most open to
Speaker 1: negotiation and compromise because we just want to finish our
Speaker 1: work before the week is out. And from my perspective,
Speaker 1: approaching your boss for something really important on a Friday
Speaker 1: is kind of rude because they're probably trying to just
Speaker 1: get everything off their plate that they didn't do earlier
Speaker 1: in the week like I do. Talk to me on
Speaker 1: a Thursday.
Speaker 3: Jay Brilliant noted, let's take a little break here, V,
Speaker 3: but we'll be back on the other side to chat
Speaker 3: about communication techniques and also how to be assertive.
Speaker 1: I love it. Let's go, welcome back to men.
Speaker 3: Let's start to talk about how we can be more assertive.
Speaker 3: There are actually three c's you need to remember here
Speaker 3: when wanting to communicate this assertively. The first is confidence.
Speaker 3: You believe in your ability to handle a situation. The
Speaker 3: second is clear, The message you have is clear and
Speaker 3: it's easy to understand. The third is controlled. You deliver
Speaker 3: information in a calm and controlled manner.
Speaker 1: That is a much more succinct and much clearer way
Speaker 1: to actually articulate everything I said in the first half
Speaker 1: of this episode. Confidence, clear, controlled. So if you've already listened,
Speaker 1: just fast forward that.
Speaker 3: Yeah, sorry about that. Let's break them down though, V
Speaker 3: talk me through them in more depth.
Speaker 1: So, J you've just asked me what assertive tips I have?
Speaker 1: Why ever would you ask me? I know you're the
Speaker 1: least assertive personal epment my life insane. I can't believe it,
Speaker 1: but here's what I have heard is good if you
Speaker 1: would like to be more so. First things first, I
Speaker 1: want you to deeply value yourself and your own rights.
Speaker 1: To be more assertive, you actually need to gain a
Speaker 1: really good understanding of who you are and what you
Speaker 1: want for yourself, as well as having a strong belief
Speaker 1: in your actual inherent value and your value to an
Speaker 1: organization and a team. Because it is massive. I promise
Speaker 1: they wouldn't have advertised the role g if they didn't
Speaker 1: need you in the first place, I need you to
Speaker 1: remember that while self confidence is a very important aspect
Speaker 1: of assertiveness, make sure that it doesn't develop into like
Speaker 1: a sense of self importance. You know how, sometimes there
Speaker 1: are people that are just confident, and then there are
Speaker 1: people that are cocky. We don't want to be cocky.
Speaker 1: We just want to be confident. And your rights, thoughts, feelings,
Speaker 1: needs and desires are just as important as everybody else's,
Speaker 1: but not more important than everybody else's. But I think
Speaker 1: one thing that we all can agree on is that
Speaker 1: women tend to think that our rights are not as
Speaker 1: important as everybody else. So let's just cut that out
Speaker 1: here and now. The next is voice your needs and
Speaker 1: wants confidently. It feels like a hard thing to do,
Speaker 1: but I promise when you do it, the confidence it
Speaker 1: gives you back is so so powerful. The next is acknowledging,
Speaker 1: unfortunately Georgia King, that you can't control other people's behavior,
Speaker 1: and that their behavior actually has nothing to do with you.
Speaker 1: Their behavior is a reflection of their experiences, their thoughts,
Speaker 1: their feelings, none of which have anything to do with you.
Speaker 1: The next is express yourself in a positive way. It's
Speaker 1: really important to say what's on your mind, even when
Speaker 1: you have a difficult or negative issue to deal with,
Speaker 1: but you need to do it really constructively and sensitively.
Speaker 1: Something that good Old Eric Divine my dad has always said.
Speaker 1: He says this thing that I have always carried. And
Speaker 1: if you follow me on Instagram, you've already heard this
Speaker 1: before because I've said it a million times. But it's
Speaker 1: honesty tempered with mercy, Like be honest, but did you
Speaker 1: really need to be honest? It's like kind of being
Speaker 1: kind like, yeah, oy, you're right, that was the truth.
Speaker 1: But if the truth is really going to hurt someone,
Speaker 1: we're not going to lie, but we might not say
Speaker 1: everything that is on our mind. Yeah right, good for me,
Speaker 1: Good on your dad. Honesty tempered with mercy I feel
Speaker 1: like has been drilled into me since I was tiny.
Speaker 1: The next is be open to criticism and complaints. It's hard.
Speaker 1: It's really hard. The last thing you want is someone
Speaker 1: being like, hey, V, so you're not actually as good
Speaker 1: at the job that you've been doing as you thought
Speaker 1: you were. I know you have a podcast, but ah,
Speaker 1: you're just not that good at it. But the only
Speaker 1: way I can get better at that thing is if
Speaker 1: somebody tells me and if someone gives me constructive criticism.
Speaker 1: The important thing here, though, is understanding the difference between
Speaker 1: constructive criticism and someone just giving you criticism. Can you
Speaker 1: walk away and change that? Can you actually do something
Speaker 1: about it? It's kind of a give and take. I
Speaker 1: hate the idea that people are like, oh, but you
Speaker 1: have to be open to criticism. Well, thank you person
Speaker 1: on the internet. But you're telling me that I have
Speaker 1: an ugly nose is not going to help me in
Speaker 1: any way, shape or form. But you telling me that
Speaker 1: the tone of voice that I use is not as
Speaker 1: constructive and that maybe using a different one could be
Speaker 1: a little bit better for me. That's constructive criticism. At
Speaker 1: the end of the day, people should only be telling
Speaker 1: you things that you can actually change. And if they're
Speaker 1: telling you something that you can't change or shouldn't have
Speaker 1: to change about yourself, they need to get straight in
Speaker 1: the binge king one percent, just jump right in there,
Speaker 1: jump right in there, next one before I give it
Speaker 1: back to you for some more questions. Is just learn
Speaker 1: to say no, much harder done than said. Saying no
Speaker 1: is so powerful, but practice it on small things before
Speaker 1: you actually practice it on the big things. Don't just
Speaker 1: jump straight into saying no to your boss about a
Speaker 1: really big project they need you to take on. Start
Speaker 1: with colleagues, start with friends, start with family. Saying no
Speaker 1: is not actually about you saying no you don't want
Speaker 1: to help them, but rather no, I actually have my
Speaker 1: priorities in a different area.
Speaker 3: I have a friend and at her workplace, she's like
Speaker 3: the best in the business at what she does. And
Speaker 3: it was working on this new TV show and it's
Speaker 3: late on a Saturday night, and she was like, no,
Speaker 3: I don't want to do it. I have my standards,
Speaker 3: I've done it for years and years and I just
Speaker 3: don't want to do it.
Speaker 1: Don't want to take that off at this point.
Speaker 3: Thank you, though, but they were like, no, we really
Speaker 3: need you to do it. She ended up negotiating a
Speaker 3: higher rate to make it worthwhile for her, but she
Speaker 3: wouldn't have done it without that. But still I still
Speaker 3: don't think.
Speaker 1: I'm very happy. I don't know. Thank you for that
Speaker 1: inspirational story. Sorry, it just came to mind. It's really important, right,
Speaker 1: you need to find that balance of like, I don't
Speaker 1: want to do that thing, and I've actually had this
Speaker 1: conversation in the business Bible community with a lot of
Speaker 1: people where they're like, I don't want to do that thing,
Speaker 1: but I'm really good at that thing. So it's clients
Speaker 1: come to me to do that thing, which means that
Speaker 1: you need to charge more so that you're more than
Speaker 1: happy to do that thing. Right Whereas if I said
Speaker 1: to you G for fifty bucks, would you do ABCND?
Speaker 1: And you'd be like no, So you need to sit
Speaker 1: down and go all right, people want from me this Obviously,
Speaker 1: if you're still willing to give it, what would I charge?
Speaker 1: That means that that trade off of my time or
Speaker 1: mine energy, or my effort and me doing something that
Speaker 1: I am not as happy to do. But like, what's
Speaker 1: my number? Maybe you go, G know what, that's a premium.
Speaker 1: That's actually five hundred dollars feet I might turn around
Speaker 1: and go gee, like other people are doing it for
Speaker 1: a hundred and you go, Okay, your problems get them
Speaker 1: if you want me, it's five hundred. Yeah, And if
Speaker 1: someone is then willing to pay you for that service,
Speaker 1: you go, great, I've made five hundred bucks. But I
Speaker 1: think a lot of people just panned to to the
Speaker 1: normal panned to to industry rate is this, and creatives
Speaker 1: are especially bad at that. They'll be like, oh, well,
Speaker 1: industry average is you know, eighty bucks an hour or
Speaker 1: ninety bucks an hour or whatever it is. I don't
Speaker 1: know off the top of my head. So if that's
Speaker 1: an offensive rate, I do apologize. But if you are
Speaker 1: ninety bucks an hour on average across the board, but
Speaker 1: you're like, well, I don't want to do that thing,
Speaker 1: or that thing's impacting my lifestyle or my family time,
Speaker 1: or you know, I just don't want to do it.
Speaker 1: You don't need a good reason. My rate's two hundred.
Speaker 1: Don't feel bad about that, because there'll be two trade offs, right.
Speaker 1: You'll either get less work, which is what you wanted
Speaker 1: in the first place, because you didn't want to do
Speaker 1: the work, or you just get a whole heap of
Speaker 1: really well peg work and you really need to put
Speaker 1: your rate up again.
Speaker 3: My friend, this episode is blowing my mind. So b
Speaker 3: let's talk about some specific assertive communication techniques. Lay them
Speaker 3: on me because I really need to hear them. I
Speaker 3: think you reckon, am I.
Speaker 1: Just like prepping you to go, Hey, thee at the
Speaker 1: end of this, I've tripled my rate absolutely, I can't
Speaker 1: afford you. Bye. The first thing you need to do
Speaker 1: is put yourself in the driver's seat. It's really unproductive
Speaker 1: if you're using statements like Georgia, you always tell me
Speaker 1: that I'm the worst Instead Georgia, I feel sometimes when
Speaker 1: we communicate that you don't appreciate me. There's such different statements,
Speaker 1: and you need to actually put yourself in the driver's seat.
Speaker 1: So it's I would like I need, or I feel,
Speaker 1: to convey basic assertions to get your point across firmly.
Speaker 1: Too many times do I see people trying to shift
Speaker 1: the not the blame, but the responsibility I suppose onto
Speaker 1: someone else and be like, well, you ask me to
Speaker 1: do all of these extra tasks and I should be
Speaker 1: remunerated for them. Okay, I'm happy to take on these
Speaker 1: extra tasks if I'm appropriately remunerated for them. Like, those
Speaker 1: are two very different statements, shifting control from one party
Speaker 1: to another, Like if you're saying you always make me
Speaker 1: versus I take it on happily. Like, those are two
Speaker 1: very different things, and we need to get on the
Speaker 1: same page about that, So we use I statements now
Speaker 1: moving forward exclusively brilliant. The next is empathy, So trying
Speaker 1: to recognize and understand how the other person actually views
Speaker 1: the situation. This can be really hard because sometimes you
Speaker 1: don't actually have a clear understanding of what your colleagues
Speaker 1: are performing like or conversations that are happening behind closed doors.
Speaker 1: But empathy is really really important. You need to take
Speaker 1: the other person's point of view into consideration to express
Speaker 1: what you then need from them. Because if you know
Speaker 1: that that person, your manager, somehow had their budget completely
Speaker 1: stripped from them, they have just had to let go
Speaker 1: a few new employees, take on a whole heap of
Speaker 1: other employees, it doesn't mean that your situation is not valid.
Speaker 1: It goes back to what we're saying in the first
Speaker 1: part of this episode. You need to pick your timing right.
Speaker 1: So yes, you need to do it three or four
Speaker 1: months before you actually want that pay rise, but you
Speaker 1: need to pick the right time. And if your boss
Speaker 1: maybe their partner is about to have a baby, maybe
Speaker 1: it's just not the right time. Maybe you know that
Speaker 1: they went to a funeral a week ago. Just make
Speaker 1: sure that you're taking into consideration that you know might
Speaker 1: be going on in their world, so that you're not
Speaker 1: picking a time where they go, Gee, I just don't
Speaker 1: have time for this, because that doesn't serve you at all.
Speaker 1: The next year is escalation. So if your first attempts
Speaker 1: at asserting yourself have not been successful, then you might
Speaker 1: need to actually escalate the matter further. This means becoming
Speaker 1: a little bit firmer. Though it's still polite and still
Speaker 1: always respectful, you may not still get what you want
Speaker 1: in the end, unfortunately, and if this is the case,
Speaker 1: you might need to have a little talk to yourself
Speaker 1: and take some further action by setting up a formal
Speaker 1: meeting to talk about the problem, or escalating your concerns
Speaker 1: to HR or your boss or g actually having a
Speaker 1: little bit of a think about whether that job is
Speaker 1: serving you any further. I know that this sounds really flippant,
Speaker 1: and too many people will say that this is an
Speaker 1: entitled point of view, but I don't believe tenure equals loyalty.
Speaker 1: I think if a job is not serving you, is
Speaker 1: not treating you with a respect, it doesn't matter if
Speaker 1: you've been there fifteen years. You need to drop it
Speaker 1: like a hotcake and move on to a place that
Speaker 1: does respect you well.
Speaker 3: As we saw in the Panny d they will drop
Speaker 3: you like a hot cake.
Speaker 1: So yeah, you got to be prepared to give it back.
Speaker 1: It's true way straight, two way straight catcher. The next
Speaker 1: is ask for more time. Sometimes it's best not to
Speaker 1: say anything straight away. You might be too emotional, or
Speaker 1: you might not know what it is that you actually
Speaker 1: want yet. If this is the case, just be honest
Speaker 1: and tell the person that you need a few minutes
Speaker 1: to compose your thoughts. I don't think that's a bad thing.
Speaker 1: Too often we speak because we're trying to fill a void,
Speaker 1: you know, when an allulling conversation happens and people go
Speaker 1: so to do there? You don't need to do this,
Speaker 1: So just sit there and use your time efficiently to
Speaker 1: actually think about what you want and need and respectfully answer.
Speaker 1: The same thing I think came up in our interview
Speaker 1: episode where we talked about how to interview well and
Speaker 1: what that actually meant, because interviewing can be really hard,
Speaker 1: and sometimes they ask a question and you want to
Speaker 1: reply really quickly because you don't want to see them incompetent.
Speaker 1: But sometimes taking that second and going hmm, let me
Speaker 1: have a think about that for a second. Yeah, so
Speaker 1: g the way I would have approached that situation can
Speaker 1: sound so much more intelligent, and you actually put yourself
Speaker 1: in a better position to answer that question. Yeap ten
Speaker 1: out of ten. Do that. Also, change your verbs. Try
Speaker 1: using verbs that are a bit more definite and emphatic
Speaker 1: when you communicate. This is going to help you send
Speaker 1: a clear message and avoid sugar coating their message, which
Speaker 1: can actually lead to people being confused about what you
Speaker 1: actually want from them. So to do this, use verbs
Speaker 1: like will instead of could, want instead of need, or
Speaker 1: choose instead of have to the next thing. G. This
Speaker 1: is just an across the board memo for everyone who
Speaker 1: writes emails. Next time you write an email, before you
Speaker 1: send it, you're just going to go, oh, V said
Speaker 1: I had to look at something, and then you're going
Speaker 1: to look for the word just and you're going to
Speaker 1: backspace the word just because they guarantee you it will
Speaker 1: make you look more assertive and more clear on what
Speaker 1: you want. Too many times we go just popping in
Speaker 1: here to check up on the status of this meeting
Speaker 1: or the status of this project. No, no, no, it's
Speaker 1: actually my job to check up on the status. Like
Speaker 1: just downplays the job that you do.
Speaker 3: My face, my face is like in pain because I
Speaker 3: can't do the attacking you If you read any email
Speaker 3: I've ever written, it's like full of exclamation marks, not
Speaker 3: really any smiley faces, but sometimes smiley faces.
Speaker 1: You we so me smilies. Well, I mean, I feel
Speaker 1: like it's almost it's us pandering to what we think
Speaker 1: the other person is going to react like. But you
Speaker 1: never see men do it. Why would they do that
Speaker 1: because I don't need to know, and we don't know.
Speaker 1: You don't need to either.
Speaker 3: But okay, So I feel like sometimes I write emails
Speaker 3: because I want to come across as likable. I'm asking
Speaker 3: you to do this pain in the ass thing, but
Speaker 3: please still like me.
Speaker 1: Instead. You wouldn't, though, because that person is going to
Speaker 1: like you as a human regardless. G Like, it's one
Speaker 1: of those things that we shouldn't have to downplay our
Speaker 1: responsibilities or our authority just because we're sending an email
Speaker 1: and we want to be liked. At the end of
Speaker 1: the day, if someone chooses not to like you, that's
Speaker 1: on them, not on you. Their behavior, their outcome, their
Speaker 1: action actually has nothing to do with you. And a
Speaker 1: dodgy Dta Vonteese quote. You could be like the ripest,
Speaker 1: fuzziest peach in the entire world and there's still going
Speaker 1: to be someone who doesn't like peaches. Yeah, that's good.
Speaker 1: Jessica ICI's favorite fruit is peaches, though, so it wouldn't
Speaker 1: be her. She would love you bryally. But I think
Speaker 1: it's really important to remember that you can't be everything
Speaker 1: to everybody, and you actually owe it to yourself to
Speaker 1: respect yourself enough to not downplay the needs that you have.
Speaker 1: You're not just doing anything.
Speaker 3: Do you think it's a bad thing then, to be
Speaker 3: kind of cutesy and nice in emails?
Speaker 1: No? Absolutely not, absolutely not. Have you seen any of
Speaker 1: the emails I sent? Not recently, No, No, we just text.
Speaker 1: But it's one of those things where like mine always
Speaker 1: says warmest regards, there is a lot in my email
Speaker 1: that conventionally you would say, oh, that's a bit fluffy,
Speaker 1: you don't need it. But if I am asking for
Speaker 1: something from someone, just is not a word I would
Speaker 1: put in there. If I'm having a work transaction and
Speaker 1: I'm asking for something that is not from my work bestie,
Speaker 1: I would ask just something like, oh, just wondering where
Speaker 1: that is, because that's actually my term of phrase, right,
Speaker 1: That's something I would say. But if I'm trying to
Speaker 1: be assertive, if I'm trying to justify what I want
Speaker 1: in a negotiation, especially about my salary. G just isn't
Speaker 1: a word we use. I don't want to just have
Speaker 1: a quick chat to you about my salary. I want
Speaker 1: your time, I want your energy, and I want your
Speaker 1: attention on me so that I can negotiate my salary.
Speaker 1: It's not just a quick minute. Do you know what
Speaker 1: I mean? Yeah? Yeah. So I always say that I
Speaker 1: don't want to be a broken record, but gee, you
Speaker 1: do want to be a broken record, because, for instance,
Speaker 1: if you can't take on any more work, you need
Speaker 1: to be really direct and just say I can't take
Speaker 1: on any more projects right now. If people still don't
Speaker 1: get the message, then restate your message using the same language.
Speaker 1: And I wouldn't relent, I wouldn't change that. I would
Speaker 1: just say, hey, as I said, unfortunately, I don't have
Speaker 1: the capacity to take on any more projects. Also, again
Speaker 1: another side note for the creatives that are listening here
Speaker 1: who often get asked to do free work. The response
Speaker 1: to that that we have at Cheese on the Money
Speaker 1: is thank you so much for taking the time to
Speaker 1: consider me. Unfortunately, I don't have the capacity to take
Speaker 1: on unpaid work at this point in time. Brilliant.
Speaker 3: No, thanks by I don't have the capacity hey to play? Yeah,
Speaker 3: brilliant And that's still a really nice way of communicating it.
Speaker 3: The let's move our focus now towards our rights and
Speaker 3: how we're actually protected. As employees in Australia.
Speaker 1: Are very lucky.
Speaker 3: What can we do if we're experiencing discrimination or unfair
Speaker 3: treatment in the workplace?
Speaker 1: Fair Work Act, which if your employer did their job
Speaker 1: when you started that job, you would have been given
Speaker 1: a Fair Work Act infostatement and info sheet that would
Speaker 1: have come along in your employment package, so you hopefully
Speaker 1: should already know about it. Arguably it is the most
Speaker 1: important piece of employment law that exists in Australia. Here
Speaker 1: in Australia, as we probably should already know, it is
Speaker 1: completely unlawful to discriminate based on a number of protected
Speaker 1: attributes like age, disability, race, sex, intersex status, gender identity
Speaker 1: and sexual orientation in certain areas of public life, including
Speaker 1: education and employment. Employees actually have an obligation to comply
Speaker 1: with all aspects of Australian employment law to ensure that
Speaker 1: employees can work comfortably in a safe and secure environment
Speaker 1: that is free from bullying, discrimination and harassment. However, the
Speaker 1: Fair Work Act two thousand and nine is not the
Speaker 1: only piece of workplace relations legislation g in Australia, as
Speaker 1: it is supplemented by other federal, state and territory laws.
Speaker 1: So I can't just give advice here because it changes
Speaker 1: for absolutely every state and territory. Nor does all of
Speaker 1: this apply to each and every single workplace here in Australia.
Speaker 1: So for example, Western Australia actually maintains its own state
Speaker 1: plased workplace relation system that partially covers the private sector
Speaker 1: of that state. It's also important to know that workplace
Speaker 1: relation systems covers your business and employees to determine what
Speaker 1: legislation is actually going to apply. So it can be
Speaker 1: quite confusing, but the best thing you can do if
Speaker 1: you're in a bit of a pickle is head to
Speaker 1: the Fair Work website, super straightforward and very easy to
Speaker 1: navigate through. But you can also call them if you
Speaker 1: want to have a chat with them. They are super friendly,
Speaker 1: I promise I have called it a couple of times
Speaker 1: even as an employer, to be like, hey, what does
Speaker 1: this mean, how does this work? What's going on here?
Speaker 1: So ask questions it's free and if they can't help you,
Speaker 1: they'll let you know.
Speaker 3: That's good to know because I feel like it kind
Speaker 3: of sounds quite daunting. So I hear that they're friendly.
Speaker 1: It's not like think about it. The type of people
Speaker 1: that are going to answer the phone. It's not the CEO. Ye,
Speaker 1: it's like renegotiating a phone contract. Like if you call
Speaker 1: Optis or Telstra and say hey, I want to better
Speaker 1: deal the person on the end of the phone, they're
Speaker 1: gonna get you. They're probably just like you exactly.
Speaker 3: But we are going to link in our show notes
Speaker 3: to the Attorney General's Department with really good info about
Speaker 3: Australian antidiscrimination law. So check that out guys, if you
Speaker 3: are interested in more on that subject. V Whenever there
Speaker 3: are stories in the news about workplace conflict or the like,
Speaker 3: you hear one name time and time again.
Speaker 1: That is the Fair Work Commission SAU. See what exactly
Speaker 1: do they do. They're scary, they're big and scary and
Speaker 1: very official gking, but they're actually not. They exist to
Speaker 1: protect you. The Fair Work Commission are actually Australia's National
Speaker 1: Workplace Relations Tribunal. As I've written down, they set the
Speaker 1: minimum wages for Australia, and they help with issues in
Speaker 1: the workplace. They create things like awards and approve enterprise
Speaker 1: agreements and help with disputes that happen in workplaces. As
Speaker 1: an independent tribunal, they can't give you legal advice, but
Speaker 1: they can help you with a few things, and I've
Speaker 1: listed them down, so listen carefully. The first is claims
Speaker 1: about dismissal. If you feel like you might have been
Speaker 1: unfairly dismissed, you can ask them about that. Disputes about
Speaker 1: bullying or discrimination. You can talk to them about other
Speaker 1: rights under quote general protections. You can talk to them
Speaker 1: about agreements and the bargaining process. You can talk to
Speaker 1: them about applications to make or change wards, the decisions
Speaker 1: the Commission has made, and how to submit a claim.
Speaker 1: They are very very helpful and we will as always
Speaker 1: link them in our show notes so you can reach
Speaker 1: out if you need.
Speaker 3: This whole episode fee has been very much geared towards employees.
Speaker 1: I mean I slipped a few small biz things hot tips.
Speaker 3: Well, we do know that many of us within the
Speaker 3: Sheese on the Money community are actually boss babes.
Speaker 1: I'm so sorry, No, I'm not taking that out balse
Speaker 1: babes according to gp.
Speaker 3: VD to wrap it up, do you have any tips
Speaker 3: for bosses boss babes.
Speaker 1: No, No, boss babes. We don't call ourselves boss babes
Speaker 1: no because that's patronizing. Yeah, because I feel like it
Speaker 1: diminishes the impact that we have. Also, you don't just
Speaker 1: have a small business, you have a business anyway. The
Speaker 1: word just we're going to delete it is the bin.
Speaker 1: Put in the bin, garbage, fire it up. But I
Speaker 1: would definitely listen to the Business Bible podcast because turns
Speaker 1: out I have an entire podcast that is for small
Speaker 1: business owners. And then I would also try hard to
Speaker 1: take into account all of those tips because all of
Speaker 1: those tips apply to you negotiating with clients, to you
Speaker 1: negotiating with contracts that you might have to sign. And
Speaker 1: I promise you your time is worth so much more
Speaker 1: than what you're charging for it. And if you've been
Speaker 1: looking for a sign and you haven't done it yet,
Speaker 1: and you haven't put your prises up and you've been
Speaker 1: thinking about it, now's the time. Now it's the time,
Speaker 1: and then you're going to message me and you're going
Speaker 1: to tell me that's what you did. And I'm going
Speaker 1: to be wildly proud of you. Remember at the top
Speaker 1: we mentioned the great upgrade. I do super.
Speaker 3: Interested in this. Can we just finish off today by
Speaker 3: talking a little bit more about that?
Speaker 1: Yes, gee, we did talk about the great upgrade? And
Speaker 1: I think that this is a really good call to
Speaker 1: action for all of the actual bosses out there who
Speaker 1: You might be a people leader, you might be someone
Speaker 1: who manages other people, you might be a small business owner.
Speaker 1: But I think the biggest call to here is that
Speaker 1: employees are now expecting us to do what we said
Speaker 1: we're going to do. We need to treat people with respect.
Speaker 1: We need to give them the time, energy, effort and
Speaker 1: space that they deserve to grow. They deserve to have
Speaker 1: their employment contracts reviewed, They deserve to talk about salary increases,
Speaker 1: and to be honest. As much as I talk about
Speaker 1: you asking to renegotiate your salary, your employer should be
Speaker 1: coming to you on a regular basis if they know
Speaker 1: you're putting more time, energy and effort into a job
Speaker 1: and going, hey, gee, let's talk about that. It is
Speaker 1: really important. So, given leadership has such a direct impact
Speaker 1: on retention, I think it would be very very intelligent
Speaker 1: to focus more on it. What is expected from leaders
Speaker 1: now in twenty twenty two is so much one greater
Speaker 1: but two so much different from what it used to be.
Speaker 1: I think we used to think that our managers came
Speaker 1: in allocated tasks, and now it is so much more
Speaker 1: than that. Even though it is still super important to
Speaker 1: have strategic perspective and I guess financial acumen to be
Speaker 1: a good leader, the last two years have really brought
Speaker 1: to the forefront the potance of an ability to connect
Speaker 1: and listen to your employees, Like I feel like that
Speaker 1: should have been their bare minimum from the start, but
Speaker 1: unfortunately it wasn't. Compassionate leadership has finally gained a really
Speaker 1: prominent seat at the table, and I am so here
Speaker 1: for it. G and I can't wait to see how
Speaker 1: this pans out. V I reckon, that's probably the perfect
Speaker 1: place to leave it today.
Speaker 3: I hope everyone's feeling as empowered and inspired as I
Speaker 3: am sitting over here across from you.
Speaker 1: Thank you for the chat mate, No problem, nothing else
Speaker 1: to that, No, just stop saying just alrighty guys.
Speaker 3: Please remember that the advice sheared on She's on the
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Speaker 3: your individual circumstances. She's on the money, exists purely for
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Speaker 3: an investment or a financial decision, and we promise Victoria
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Speaker 3: We'll see you on Friday zero