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Ever wondered if there's a golden rule for earning a promotion or pay rise? It's all about linking your personal successes to those of the business, writes founder and author Stefanie Sword-Williams. Saying you've worked really hard won't cut it. "If you want a new title or more money, you need to demonstrate how your contributions help the business," she says. For example: how you helped increase revenue, reach a new audience or boost productivity. Regularly document your progress and don’t wait for annual reviews to update your superiors, she adds. Instead, communicate your achievements in status updates or quarterly reviews. 💭 What do you think? Do you have a golden rule for achieving a promotion or pay rise? Share your thoughts in the comments. Read the full post: https://lnkd.in/gMcnGgU9

YOU WON’T GET A PAY RISE OR PROMOTION UNLESS YOU DO THIS ONE THING…. ✅ Link your successes to a business objective or metric Let me break this down for you… Companies generally care about whether you helped to: - Make them more money - Save them money - Create or attract new opportunities - Reach a new audience / market - Generate press or win awards - Improved a process - Increased productivity / production So if you want a new title or more money, you need to demonstrate how your contributions help the business. Saying you’ve “worked really hard” isn’t going to cut it. So my advice to you is: 1. Ask your line manager or the senior leaders what the business objectives are for this year / this quarter - how are they measuring success? 2. Document how your work is directly working towards the business goals and keep doing this throughout your entire career 3. Don’t wait until annual performance reviews to update them on your progress, communicate it in status updates or give quarterly reviews And one last thing….save this post down so you don’t forget it. Any questions drop them below 👇

One of the type of clients I work with are professionals that want to make a career change because they’ve fallen out of love with their jobs. They’ve lost that spark, inspiration or drive that had them join their employer. This often comes because of one or more of the following: 1. It’s all got too predictable. The same routine week after week, month after month and year after year has slowly drained the energy and enthusiasm out of the job. There’s no stretch or challenge any more, no growth. 2. Training has all but stopped. Learning opportunities are either in short supply or unable to be acted on either because there’s too much work to do or, managers block them out of fear of people leaving or going for their job. 3. Praise and recognition have become non-existent. Outstanding performance reviews are not resulting in salary increases anymore. Individual and organisational values have drifted so far apart that it feels a very different company to the one they once knew. 4. Progression has disappeared. Countless reorganisations have wiped out layers of management. More and more employees are being asked to do more with less resources. Fatigue, both mental and physical has become the norm. Now, if any of the above seems familiar to you and you’re about to pull the rip cord and head for the exit, here are a couple of things to consider: Continue reading using the link in the first comment below ....

7 Reasons Your High Performers Are Quitting (And how to keep them) High performers are hard to come by. When you have one, you should do your best to keep them. Having an awareness of why they are leaving is the first step. Once you understand the reasons, you can do something about it. Understanding these 7 reasons will help that: 1. Toxic Managers ⚠️ ↳ You'll lose your best people if you employ a toxic manager. ↳ Train your managers to lead with empathy. 2. Underwhelming Pay 💰 ↳ High performers expect to be compensated fairly for their hard work. ↳ Regularly review compensation to ensure your pay is competitive. 3. Poor Culture 👥 ↳ A poor culture fit can lead to disengaged employees. ↳ Create a culture of inclusion, transparency, and innovation. 4. Lack of Career Growth 📉 ↳ If high performers don't see future growth, they move on. ↳ Build a clear roadmap for career progression. 5. Zero Support 🤲 ↳ Feeling under-resourced leads to frustration and exhaustion. ↳ Make sure your team are equipped to do their jobs. 6. Monotonous Work 🙃 ↳ Top performers need to be challenged constantly. ↳ Offer projects that have something on the line. 7. No Recognition 🫵 ↳ When hard work is overlooked, it's incredibly demoralising. ↳ Regularly acknowledge individual and team achievements. Without a great team, you don't have a great company. Make them your first priority. Anything I missed from the list? Let me know in the comments ⬇️ ♻️ Repost this to help a fellow high performer. And follow Danish Khan Yousafzai for more.

"A lot of [management's] labor is invisible to employees, and not especially well understood. I think a critical part of making this work is helping employees understand the tradeoffs being made, and how having a consistent leveling system ultimately benefits them and is fair, even if they are personally frustrated about not getting promoted this half. Which means every manager needs to be equipped to have these hard conversations and help them understand." There are so many gems in here. If I were in college, and this were in a textbook, I would have highlighted the whole thing. 👉 Don't stay in a job that doesn't grow your career 👉 Don't keep people who don't fit. It is unkind. 👉 It is the manager's job to make it a great fit, and help you find a better opportunity if it is not 👉 Plan for turnover. Reduce/remove single points of failure. Grow a deep bench 👉 Compensate fairly, and don't rely on heroics to save talent 👉 Money and? People stay for more than just money If you constantly rely on heroics to retain talent, you should take a hard look at what got you there. These heroics lead to unfair compensation and imbalance. They indicate problems in your approach. https://lnkd.in/ebj_-_Ty

I saw a comment today: "Sadly, there is a strong presence of the old school mentality within hiring managers who see “job hopping” as some type of red flag" So here's my perspective as a hiring manager: Just the way the candidates need to look after their own interests, so do the hiring managers. It takes time and effort to onboard someone, and if they are likely to leave in a year, that's a significant risk. Frequent turnover can disrupt projects and team dynamics. Managers should support their team's career goals and not look at them just as resources, but if someone is leaving within a year only for higher pay/promotion, there's very little a manager can do. It's not possible to give 20% YoY hike to everyone. It's not possible to get everyone promoted every year. I don't mean to discourage people from job hopping. Everyone should do what's in their best interest but it's essential to weigh multiple factors and recognize that it may not be the best strategy for everyone or in every situation.

Promotions, salary increases, glowing performance reviews come from effective one-on-one meetings with your manager. Your one-on-one meeting isn’t just a routine catch up call/meeting for your manager to ask about your progress, high achievers use this time in a manner that propels them forward. Here are questions to consider asking, 1. What are your expectations of me over the next quarter/six months? Clear expectations help you focus on what’s most important to your manager. 2. How can we improve our communication and collaboration? Effective communication with your manager is key to your success. 3. Career Development: What skills or experiences should I be focusing on to stay competitive and keep up with the organization's evolvement? 4. Support and Resources: Are there any resources or support you think I could benefit from to perform better? 5. Team Dynamics: How do you think the team is functioning overall, and is there anything I can do to contribute more effectively? 6. Project Feedback: Do you have any thoughts or feedback on the status of my current projects? Is there something I could be doing better? 7. Personal Development: Are there any training programs or professional development opportunities you would recommend for me? 8. Challenges and Solutions: What challenges do you see on the horizon for our team, and how can I help address them? LIKE & SHARE for later 😊

𝗪𝗵𝗲𝗻 𝘀𝗵𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗮𝘀𝗸 𝗳𝗼𝗿 𝗮 𝗥𝗔𝗜𝗦𝗘❓ Hint... it's not at performance review time. I was reading an article that said, "Microsoft Executive will show you when to ask for a raise." He made two major points: 🚩 Don't bring an offer from another company and try to use it as leverage with your current boss. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗴𝗼𝗼𝗱 𝗮𝗱𝘃𝗶𝗰𝗲. This can damage your career. 🚩 Ask for a raise during your performance review. 𝗧𝗵𝗶𝘀 𝗮𝗱𝘃𝗶𝗰𝗲 𝗴𝗲𝗻𝗲𝗿𝗮𝗹𝗹𝘆 𝘀𝘂𝗰𝗸𝘀. 𝗟𝗲𝘁 𝗺𝗲 𝗲𝘅𝗽𝗹𝗮𝗶𝗻 𝘄𝗵𝘆: By the time you're getting your performance review, merit raise budgets are usually already set. Your raise has probably already gone through an approval process, and your boss has already fought that political battle. 𝗧𝗿𝘆 𝘁𝗵𝗲𝘀𝗲 𝗶𝗻𝘀𝘁𝗲𝗮𝗱: 🎯 𝗔𝘀𝗸 𝘁𝗵𝗲 𝗺𝗶𝗱𝗱𝗹𝗲 𝗼𝗳 𝘁𝗵𝗲 𝘆𝗲𝗮𝗿 𝗮𝗻𝗱 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂𝗿 𝗰𝗮𝘀𝗲 -- The middle of the year is when approvers are considering "exceptions," --- just make sure your performance is exceptional and you've done homework. 🎯 𝗔𝘀𝗸 𝗷𝘂𝘀𝘁 𝗯𝗲𝗳𝗼𝗿𝗲 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗲𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻𝘀 --- have your track record and research handy! It's critical to make your case BEFORE the merit budgets or distributions have been approved. If you're asking during your review, you may be too late for this year. 🎯 𝗪𝗵𝗲𝗻 𝘁𝗵𝗲𝘆 𝘄𝗮𝗻𝘁 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗼𝗿 𝘆𝗼𝘂𝗿 𝗷𝗼𝗯 𝗵𝗮𝘀 𝗲𝘅𝗽𝗮𝗻𝗱𝗲𝗱.   If the scope of your job is getting bigger, you can ask for your job description to be reviewed. Maybe the compensation grade can be upgraded. 🔥🔥🔥𝐀 𝐩𝐢𝐥𝐥𝐚𝐫 𝐨𝐟 𝐧𝐞𝐠𝐨𝐭𝐢𝐚𝐭𝐢𝐨𝐧 🔥🔥🔥 When someone asks for something, you can ask for something in return, including review of your pay and bonus plan. ---------------- I'm John, and I help salaried job seekers to negotiate their pay SAFELY on the way into a new position. If you're in transition, we should talk.

Employee retention is very important in building a companies brand

High performers don’t quit because they can’t handle the work—they quit because they feel undervalued. When top talent is met with underwhelming pay, a forced or toxic culture, and limited career growth, it sends a clear message that their contributions aren't truly appreciated. These individuals thrive in environments that recognize their worth, encourage growth, and allow them the freedom to excel without being micromanaged or boxed in by a rigid culture. As leaders, if we’re losing our best talent, it’s a reflection of the environment we’ve created. It’s crucial to offer competitive compensation, foster a culture that supports rather than stifles creativity, and provide clear pathways for career advancement. High performers want to grow, contribute, and feel valued—if we fail to deliver on that, they will seek out opportunities where their potential is fully recognized. #LeadershipMatters