Good Lifestyle

Each manager is already there before. A moment, your team is happy, the performance is high and your budget numbers feel almost too good to be true. For once, you feel like a businessTom Brady, Driving an unstoppable and well oiled machine on the ground. But then your star artist enters your office when we expect the least ... the issue of rising.

Whatever the decision you bring, to be able to navigate this conversation is one of the most important skillsto success Manager or pattern can have. That's why we talked about some amazing experts who offered their advice to make sure you do everything, and with a level of jiujitsu bureaucratic rhetorical that you never knew you had. And for a larger leadership board, here is theGame change strategies Each boss should know.

Ideally, you will listen to your employees that you will eliminate any question of an increase before it reverses. "Intelligent bosses rarely meet the question," says Heidi Pozzo, Founder of Business Performance ConsultancyCONSULTING POZZO. "They understand the market for their best people and compensate them at the top of the range or the range. When hiring a person at the top, they wander on the side to pay a little more when they bring that person So that they know they are valued. "

Similarly, a term bonus shows that you are ready to put your money where the mouth is. "The smart bosses understand what leads their people and ensures that they are engaged and filled with what they do," says Pozzo, who adds that it is not often the salary himself who counts so much the demonstration that the employer isto pay attention at work. "People rarely leave to pay, they leave because they do not enjoy their work, their boss or their work environment." And for more ways to be a better boss and an athlete, a parent and a guy all around, here's50 ways to be a better man.

If a worker asks for an increase, it is a sign that they are assembled and engaged. "An employee who has motivation, courage and logic to do a smart business for an increase should be rewarded," said career and executive coachMistal Maggie. "After all, that's the kind of behavior that will help not only the employee prosper, but the society is still prosperous."

Tell them in a simple way that you respect their honesty and enjoy their hard work and their willingness to make the organization better. If for nothing else, it's a friendly way to start the conversation. And all you decide, let them know you listen and you really care.

"The best employees are often those who will require an increase and if this request seems to fall on" deaf ears ", you can bet that the employee will start networking and looking for their next job where an employer will listen to them: "Mistal adds. Now, for more good career advice, here's how theThe most intelligent men become before at work.

The issue of rising can rise unexpectedly, in the heat of a discussion or as you will get out of the door. Do not give an immediate answer. Instead, agree on a moment when you can sit down to give a serious consideration. "A good employer should expect these things to be prepared, but an immediate answer should be something in the sense of" tell me what you think and lets me take into account for a day or two, " Tyler Benoît, founder ofBikerumor.com.

Benoît's employees are all working at a distance, so when he got the question, he made a trip to see them face to face. "Doing this in person shows that you are attached to them, and this allows an immediate and honest conversation without the potential contextual errors that can occur with e-mail," he said. "I explained that I valued his work and I wanted to give him the opportunities to grow and create the type of work he wanted until the necessary work was in progress."

He also gave the worker the time to review his work performance and prepare a case for the reason he deserved an increase and for Benoît to examine how much he could afford to offer - if something of the all.

Intelligent bosses know that the conversation increases is a negotiation like any other, and it means that it can use it to its advantage. After all, if a worker enters your office and complains that he is underpaid and that you simply pay them, you are aBad Boss. Meanwhile, Savman Bosses will use it as Quid Pro Quo to require better performance, a more important role and even shake the entire team.

"Talk about what they wanted to grow in the company and what additional responsibilities or efforts they were willing to justify the higher salary," says Benoît.

Just as the worker must do their cause for the reason they deserve an increase, it belongs to you as an employer to have a clear understanding and a justification for what you think they do not deserve. "Look at other employees to do similar work and check their wages. Consider seniority and contribution to the organization, teamwork and culture. Hear from the employee why he / she / she / it deserves an increase, "said Laura MacLeod, LMSW, HR Expert and Consultant, and founder ofINSIDE OUT project. "At the end of the day, if the worker is worth hearing, the money is well spent."

In most cases, you probably do not have all these answers to your fingers. So, put it back on the employee asking for extra money.

"Tell the worker to know how necessary", explains Macleod. "For example, there may be a gel on the increases or you know that the budget has no room for an increase. Tell the worker Knowledge."

Do not focus the conversation on the end-of-line number. Instead, ephemeral the conversation to look more broadly with the performance of the company and the way this employee could add. "Make sure they understand the objectives of the company and your expectations of them," says Benoît. "Presumably, you have defined the goals and expectations and I understood what you can pay for them, so if they accept the terms, then it's a win / win. Do not pay more than what You can afford. An imperious reason to do otherwise, do not pay more than necessary. "

A discussion is a great time to review your employee's performance and 30,000-foot team.

At the same time, the more you can keep the conversation focused on concrete results, the worker has (or does not) generated products, new clients introduced, completed projects - better it will be for both of you.

Even if you have to say "no", puts specific terms what it would take to bring you to "yes". Instead of a demoralizing encounter that will lead to a poorer performance of the worker (or start completely), if you give clear expectations for what you want from the employee, the "conversation" could give them a focus renewed at work and improve your net result in the process.

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