How to get a salary raise?

Executive summary or three things to remember:

1. The review cycle isn’t your constraint. Clarity, timing, and leverage are.
2. You will not be paid what you’re worth. You will be paid what you ask for and justify.
3. A good negotiation isn’t a plea. It’s a business case.

I believe salary negotiation while interviewing is one of the most important and neglected skills for most of us. So I was very happy when Yota approached me, suggesting we do a project together. Instead of looking at your initial salary negotiation, we took a different angle: asking for a pay raise in your existing position.

A very experienced manager once told me that the worst thing you can say is “I want a raise.” It won’t get you far, because an experienced manager will be able to deflect with: “Why do you think you deserve it?” and suddenly you’ll be the one doing the talking.

Have you been doing more than your job title suggests — leading projects, mentoring others, solving complex problems — but your salary hasn’t caught up? You’re not alone. 

When it comes to your salary, you don’t get paid what you’re worth. You get paid what you ask for (and can justify). 

That’s where Yota Trom comes in. A former Amazon leader turned executive coach, Yota has helped hundreds in tech and beyond land major promotions, double their pay, and finally get recognised for the value they bring. Her approach blends strategy, self-belief, and real-world tools. Without noise and pretending.

In this interview, she shares:

• What to say (and not say) when asking for more
• How to benchmark your value without relying on your manager
• The #1 mistake that keeps people stuck (even the most talented)
• Why you shouldn’t wait for your next performance review to make your move

Whether you’re eyeing a pay rise, a new title, or just want to stop second-guessing your worth, this is your roadmap.

You’ve helped hundreds of professionals negotiate better pay, including someone who went from €35K to €150K. What’s the most common mistake people make when asking for a raise?

Not asking, or asking without doing the prep. A lot of people assume that if they just keep their head down and work hard, someone will eventually notice and reward them. But unfortunately, that’s not how it works. Promotions and pay rises don’t just land in your lap, they happen when you make your impact visible and actually ask for what you want.

Another big mistake is being too vague. Saying “I think I deserve more” isn’t enough. What makes a real difference is showing how your role has grown, how you’ve stepped up, and what you’re already doing that goes beyond your current title. The people who get results come in with a clear ask, solid examples, and a confident tone. You can’t outsource that. You have to own your value and speak up for it.

Your approach starts with self-evaluation. Can you walk us through exactly how someone should document their contributions before approaching management about compensation? Why is this so important?

Before you ask for more money or a new title, you need to get really clear on the value you’re already bringing to the business. Most people skip this step, or they keep everything in their head. But if you can’t articulate your impact, how can your manager fight for you?

I use a tool called the self-evaluation worksheet, it’s simple but powerful. Create a five-column table:

• Your current responsibilities
• What you’ve delivered for each one (with real examples)
• The responsibilities of the next level up
• Where you’re already doing some of that work
• SMART goals to close any remaining gaps

Most people are shocked by how much they’ve already outgrown their current role. This process shifts your mindset from “I hope they notice me” to “I can show them why I’m ready.” And when your manager sees that clarity, it makes it much easier for them to advocate for you too.

Ok, now I have evaluated myself. What should come next?

The next step is to turn it into a business case. You’re not just saying, “I’ve done well — can I get a raise?” You’re explaining why a promotion or pay rise makes sense for the business.

Ask yourself:

• What would this new role allow me to do that I can’t do now?
• How does this benefit the team or the company?
• Are there new opportunities I could unlock — new clients, better processes, more revenue?

This isn’t a personal favour — it’s a strategic ask. You’re showing the return on investment the company will get by backing you. That shift in mindset changes everything. It makes the conversation less awkward — and way more effective.

And finally, make sure you answer this: **Why am I the best person to do this job?
**This is where your self-evaluation worksheet becomes your secret weapon. You should already have clear, tangible examples of where you’ve done the job — maybe without the title or recognition. Use those to prove that you’re not asking based on potential alone. You’re already delivering — you’re just ready to make it official.

Many readers work for startups or small companies without clear advancement structures. How should they approach salary negotiations when there’s no obvious “next level” to move up to?

Startups are fast-moving environments, and roles evolve quickly, that’s actually a big advantage when it comes to negotiating. If there’s no formal ladder, create one based on how your responsibilities have grown. Ask yourself: What was I hired to do? What am I doing now? What new value am I bringing to the business? Then present your case not as a “promotion” but as a re-evaluation. You’re not just doing more: you’re doing differently.

In smaller companies, founders or senior leaders often don’t realise how much things have shifted, especially if you’re the one holding everything together quietly. Make it visible. Be specific about your impact, especially on business outcomes: revenue, growth, customer experience, team performance. And if money is tight, consider negotiating for flexibility, equity, or a staged raise. The key is to show that you’re thinking about the company’s goals as well as your own.

You recommend people interview regularly to understand their market value. But getting external job offers as a negotiation tool could be risky. What’s your advice for everyone who wants to test their market value without burning bridges?

I get this concern a lot, and I totally understand it. The goal here isn’t to “play games” or threaten your employer — it’s about gathering data. Most people don’t realise how underpaid they are until they talk to someone like me or actually test the market.

In fact, one thing I always recommend to my clients is this: once a year, go through a full interview process all the way to the offer stage. It’s the most accurate way to benchmark your value. That said, it has to be done strategically and discreetly. Take time off for interviews if needed, but there’s no need to share anything with your current employer. Trust me, companies know their employees will explore other opportunities at some point.

And when you do get an offer, it’s not about slamming it on the table and saying, “Match this or I’m leaving.” For many of my clients, just knowing they could command that salary elsewhere is enough to boost their confidence and ask for what they’re worth, often without needing to leave at all.

Once you’ve got that data point, you can simply say: “Based on recent market research and the interviews I’ve had, I believe my experience and skill set are valued around [X amount]. I love working here and want to stay, but I also want to feel recognised and fairly compensated for what I bring to the table.”

You don’t have to mention the offer at all. If you’ve followed the process thoughtfully and built your case, you might not even need to play that card.

What specific language should someone use when asking for more money? Can you give us a word-for-word script that’s proven effective?

Definitely. This script has helped many of my clients secure significant pay rises:

“Thank you, I’m really excited about the recognition and appreciate you believing in me. I can’t wait to make the impact I know I can bring. I’ve done some research and, based on market benchmarks, the impact I’ve had, and what I know I bring to the business, what I’d be really happy with is €X.”

Then pause. Seriously. Don’t keep talking. Let it land.

This works because it’s clear, confident, and grounded in your value. You’re not begging or over-explaining, you’re stating your worth. The biggest mistake people make here is nervously justifying the number right away, which can unintentionally sound like doubt. Instead, own it.

And just to be clear, this sentence is the final step, not the first. You use it after you’ve already had the performance conversation and ideally been told you’re getting the promotion or recognition. The money conversation comes after that part is secured, not during, and definitely not before. Think of it as the closing step to an already strong case.

You mentioned that women often find it harder to negotiate. Why is that? Should women have a different approach from men?

Many women I work with have been raised with the belief that if you work hard and do a great job, someone will notice and reward you. But in most companies, that’s simply not how it works.

Negotiation isn’t about arrogance, it’s about clarity and ownership. And women often hold themselves back, not because they’re not capable, but because they’ve been conditioned to wait for permission instead of asking for what they deserve.

The approach doesn’t need to be different, but the inner work might. Women often need to rebuild confidence before they can advocate for themselves. That’s why we spend time documenting achievements, benchmarking roles, and rehearsing the conversation, so that by the time they’re in the room, they’re not just asking for more money, they’re believing they deserve it.

What’s your advice for someone who’s done everything right in their negotiation but still receives a “no”? What should their next steps be?

First, don’t take a “no” personally, and definitely don’t let it knock your confidence. A “no” might mean “not right now,” not “never.”

If you’ve followed the right steps: self-evaluation, market research, building a case, then your next move is to get clarity. Ask your manager:
“What specifically would need to change for a yes in the next round?”

Then document it. Agree on SMART goals. Schedule regular check-ins. Make your progress visible.

If the company still can’t (or won’t) offer growth, now you’re in a powerful position. You’ve got your case built and your number ready, it’s time to explore your options. Interviewing externally not only helps you benchmark your value, but it often gives you the leverage, or clarity, you need to make your next best move.

If someone is switching from a corporate role to a startup scene (or vice versa), should they adjust their negotiation tactics?

Yes, while the core principles stay the same (know your value, build your case, ask clearly), the context really matters. In larger organisations, there are often formal salary bands, performance cycles, and structured promotion paths, which means you need to plan further ahead and align with internal processes.

In startups, negotiation tends to be more flexible, but also more chaotic. You’re often negotiating with a founder or someone with limited time and budget, so your case needs to be tight, value-focused, and directly tied to business outcomes.

I always tell clients: regardless of company size, be realistic, not timid. Do your research, know what’s normal at that stage and size, and ask accordingly. Just because a company is “early stage” doesn’t mean they can’t or shouldn’t pay fairly.

You’ve talked about personal branding as a career advancement tool. Where should I start? Which methods do you see bring the most success?

Start with one question: “What do I want to be known for?” Your personal brand is already being shaped, the key is to be intentional about it.

Start internally: share wins with your team, speak up in meetings, offer to present learnings from a project. Then expand externally, LinkedIn is an underused gem. Write one post a week. It can be short. Share something you learned, a challenge you overcame, or a perspective on your industry.

The mistake most people make is waiting until they’re job hunting. But personal branding is a long game, it builds visibility, trust, and opportunities over time.

The people who get promoted faster or land the best roles? They’re rarely the loudest. They’re the most visible, and strategic about how they show up.

Many people work at companies with set review cycles. What timeline do you recommend for planning and executing a successful salary negotiation?

Ideally, you want to start preparing 2–3 months before the official review period. Why? Most promotion and pay decisions are made before your performance review conversation, often behind closed doors.

Start by evaluating your performance: what have you done that maps to the next level? Use the self-evaluation worksheet to document this. Then have a proactive conversation with your manager where you say, “I’d like to work towards a promotion this cycle. Can we align on what that would look like?”

From there, track your goals and progress in 1:1s, build visibility with other decision-makers, and make sure the business case is strong.

By the time the review cycle arrives, nothing should be a surprise. If you’ve been strategic and consistent, the only logical outcome is a “yes.”

What about negotiating outside of the review cycle? Could it also work?

Absolutely — and I’m so glad you asked this, because one of the biggest mistakes I see is people waiting for the “perfect” time. That often means staying underpaid or overlooked for longer than necessary.

Yes, review cycles are the most expected time to talk about raises and promotions, but they’re not the only time. If your role has evolved significantly, you’ve taken on more responsibility, or you’re consistently delivering strong results, that’s a perfectly valid reason to initiate the conversation.

The key is to approach it strategically. Don’t bring it on your manager out of nowhere. Instead, signal it early and give them space to support you. You could say:

“I’d love to set up some time to talk about how my role has evolved, and share a few opportunities I see ahead for the business that I’d love to take on.”

That one sentence shifts the conversation from “I want something” to “Here’s how I can offer more.” It’s confident, collaborative, and makes it easy for your manager to become your ally.

In my experience, when the value is clear and the ask is thoughtful, negotiating outside the cycle absolutely works. Many of my clients have secured pay increases, title changes — or both — simply by raising the conversation at the right moment, rather than waiting for permission.

The timing matters less than the story you’re telling. If the impact is there, don’t hold back. Ask.

Beyond base salary, what other benefits should we consider negotiating for?

Negotiate for benefits that truly enhance your growth, flexibility, career path, and overall well-being. Think about educational opportunities like tuition support, coaching access, or premium learning platforms that can accelerate your development. Quality-of-life improvements such as extra vacation time, flexible scheduling, or thoughtful remote work arrangements often matter more day-to-day than a salary bump.

When advancing your career, don’t hesitate to discuss titles that properly reflect your contributions, responsibilities that align with your ambitions, performance bonuses with transparent metrics, or equity packages with terms that serve your long-term goals. Many candidates overlook powerful support benefits like wellness programs, childcare assistance, or home office stipends that can significantly reduce stress and expenses.

Remember, negotiation isn’t just about compensation—it’s about creating the conditions where you’ll thrive and deliver your best work for years to come. That’s a win that benefits both you and your employer.

Yota Trom is a coach who helps leaders in tech make bold, career-defining moves — going from self-doubt into unstoppable confidence. As a former software engineer who has worked inside Amazon, Yahoo, and more, Yota has an inside view of some of the biggest companies in the world, and exactly what it takes to make it (and actually enjoy your work once you’re there).