To me it's all about talent retention - once you prove to be a valuable asset to your company, then a raise should be an organic shift into the next level.

Come to the conversation with receipts, evidence of your value and worth, and the exceptional work you have done. This information will help your manager fight for your raise.

When requesting a raise, I always approach the conversation with preparation rather than emotion by conducting a thorough market analysis of comparable positions in the organization and region. Rather than basing a request on what feels right or fair, support it with concrete data that reflects your understanding of the role's true market value and your organization's financial lanscape - never depend solely on your employer to conduct this research for you.

With confidence and decision.

You will never reach your goals in life if you do not ask for what you want. Requesting a raise can be scary, and sometimes you might hear 'not right now,' but other times you might be pleasantly surprised by the answer. I've found these conversations to be difficult and nerve-wracking. However, I always remind myself that I will never achieve my goals if I don't ask for what I want. The worst that can happen is being told no, which, in the grand scheme of things, is not a horrible outcome.

Asking for a raise and being deserving of a raise do not always align. But when there is alignment, your self awareness of your self worth and value in order to seek adequate compensation is extremely important. Women too often worry about coming across as arrogant, but in the end advocating for yourself is self respect. Knowing your worth sets a standard for how others engage with you.

I did it because I knew there was no other option. I was scared and thought I couldn't and then remembered that I can do anything. There is nothing you can't do unless you believe you can't. So-I got out of my own way.

How I asked for a raise, what gave me the confidence, how I prepared, and what I learned: I'd spent the previous year consistently exceeding expectations, taking on projects, mentoring new team members, and driving measurable results. I felt confident because I had clear evidence of my impact, and I knew my contributions were aligned with the company's goals.

Responding how did I ask for a raise? I feel like you have to come from a place of honesty first and for most being very productive and hard working, punctual, respectful and with initiative. When the opportunity present's itself start that conversation letting you boss know that you love your job and being part of it and the group of people you are working with and also that you would like to be appreciated and for that reason be reflected in the amount of money that you are making and for that reason you would like to be considered for a pay raise. What gave me the confidence? I feel like when you perform in a productive matter and you work ethic is great. You will have the confidence that you need to ask for a pay raise. If you feel like you have not perform with a great work ethic you need to work in that first and make sure that you're respectful And you are hard-working that way it opens up the conversation of a pay raise. How did I prepare? It usually takes at least a good year of working hard being punctual being professional having initiative, etc., and then knowing that you've been doing that at least for a year will definitely help you be prepared for opening up that conversation. What did you learn from the experience? I definitely feel like hard work pays off. I always work very hard and everything that I did in my career as a cosmetologist and Permanent Makeup artist, always very professional and almost perfectionist people could see that everywhere I worked. In my past jobs they were very happy with my work I became more confident And gave me the security to open up my own business Because having my own business I knew that that was my passion.

Asking for a raise can feel intimidating, but I learned that preparation and self-awareness make all the difference. Before approaching the conversation, I gathered data on my contributions, achievements, and the impact I had on key projects, and aligned them with the value I bring to the team. What gave me confidence was recognizing that advocating for myself wasn’t selfish; it was a reflection of my commitment, skills, and results. During the discussion, I focused on facts, stayed professional, and expressed gratitude for the opportunities I had been given. The experience taught me that advocating for your worth is both empowering and necessary. It reinforced the importance of owning your accomplishments, communicating them effectively, and trusting that your contributions have value. Speaking up not only led to recognition but also strengthened my confidence for future growth.

Speaking up about money can feel intimidating, especially in environments where silence is mistaken for humility. But when I asked for a raise, it wasn’t about demanding more it was about honoring the value I consistently delivered. I had spent years leading regional clinical research teams, mentoring professionals, and stewarding complex operations across Latin America and the U.S. I knew my impact, but I also knew that impact without advocacy can be overlooked. What gave me the confidence? Clarity. I anchored my request in stewardship, not scarcity. I wasn’t asking for validation I was modeling restored value. I reminded myself that compensation is not just a number it’s a reflection of alignment, integrity, and impact. How did I prepare? I created a performance summary that highlighted strategic wins, mentorship outcomes, and operational improvements. I practiced elevated language that blended gratitude with operational clarity. I also reviewed market benchmarks to ensure my request was both fair and informed. What did I learn? That money conversations are sacred ground. They reveal how we steward our worth, how we model boundaries, and how we teach others to honor value. Asking for a raise taught me that restoration starts with recognition and that when you speak from clarity, you don’t just negotiate you recalibrate.

Asking for a raise isn't just a financial conversation. It's a leadership moment. The first time I negotiated for one, I remember the mix of nerves and determination. Like many women, I had been taught to let my work "speak for itself," but I learned that even the strongest results need a voice to match them. Advocating for your worth isn't arrogance; it's alignment. Before the conversation, I prepared like I would for a strategic business meeting. I gathered data on my contributions such as revenue impact, process improvements, and measurable outcomes. I tied every achievement to organizational goals, showing not just what I had done, but how it moved the business forward. Preparation replaced fear with confidence because I could speak in facts, not feelings. When I walked into that meeting, I focused on partnership, not persuasion. I expressed gratitude for the opportunities I'd been given and clearly outlined the value I continued to bring. The tone wasn't defensive; it was collaborative. I learned that confidence is quiet clarity: knowing your numbers, understanding your impact, and communicating both with professionalism and poise. That experience taught me that asking for a raise isn't about demanding more; it's about reinforcing the mutual value of the relationship between you and your organization. It's a moment to redefine your trajectory and remind yourself that you belong in the spaces you've earned. Today, I encourage other women to prepare, practice, and push past the discomfort. Courage grows every time you choose to advocate for yourself. Your work creates impact, but your voice ensures it's recognized.

As an educator, we have step increases so this question doesn't apply to me.

Asking for a raise takes confidence and preparation. I learned early on that if you feel you're being slighted, you have to advocate for yourself. No one can do it for you. I focused on facts: results, accomplishments, and how my work supported company goals. It taught me that knowing your worth is important, but having the courage to speak up for it is what truly makes the difference. "Knowing your worth matters but having the courage to advocate for it changes everything."

Louis Vuitton never goes on sale because they know their worth. The same principle applies to us, when you recognize your value, you don't discount your purpose just to be chosen.

Early in my career, I was hesitant to advocate for myself like many new professionals, I was focused on proving my abilities. But as I gained more experience and grew confident in my skills, I began to understand my true value. As a Certified Occupational Therapy Assistant, I developed specialized expertise, from kinesiotaping to therapeutic modalities and creative intervention approaches, that set me apart in my field. I realized that these weren't just skills; they were assets. And assets deserve to be valued accordingly. Once I recognized my worth, I had no problem speaking up for it. I learned that advocating for fair compensation isn't arrogance; it's self-respect. I bring excellence to what I do, and I expect to be compensated in alignment with that excellence. Knowing your worth isn't about demanding more. It's about refusing less than what you've earned. Advocating for myself means standing firm in what I bring to the table; experience, dedication, and excellence that speak for themselves.

I had the incredible support of my husband's Nana who is very intelligent. She is coached and prepared me on how to list all my accomplishments to my Administrator. Plus, gather information about industry standards, and my role's value, and my own performance to support/prepare for pay request. Timing is also very important. I waited until one year work anniversary. Never ask around the holidays or when business is booming! Be open to compromise, listen actively, and be prepared to discuss alternative benefits or opportunities if a raise is not feasible. Regardless of the outcome, reflect on the experience and identify areas for improvement in future salary negotiations.

Speaking up about money used to feel uncomfortable like I had to apologize for wanting what I'd earned. But asking for a raise became a pivotal moment in both my career and my self-worth. The confidence didn't come overnight. It came from doing the work: tracking my contributions, owning my value, and reminding myself that I wasn't asking for a favor. I was advocating for fair compensation. I prepared by gathering concrete examples of the impact I had made; growth I'd driven, responsibilities I'd taken on, and problems I had solved. I spoke from a place of facts, not feelings. What gave me the courage was realizing that staying silent wasn't humility. It was self-neglect. If I wanted others to see my value, I had to believe in it enough to speak up. The experience taught me this: asking for more isn't about greed. It's about growth. It's about standing in your worth, knowing your impact, and giving yourself permission to receive what you've worked for. Whether the answer is yes or not yet, you walk away stronger and more aligned with the leader you're becoming.

I have not asked for a raise as I have been at my current job for a year, but I strongly encourage others to be do your best at your position, stay positive, helpful and work hard. This method payed off for me as I was called in and given a raise without even having to ask for one. It works when your work hard for others and don't make money your priority even if you are in need, if you're great at your job and carry a strong sense empowerment you won't have to ask for a raise. It will ask for you!

I was always undervalued for the work I did. I never felt I was paid enough and I was always afraid to ask for a raise. After spending 10 years in retail I left and moved on to senior living. Once I was done there I found this job and now I feel I am doing work I love and that I am valued at my job.

Stop waiting for someone to recognize your value. Advocate for it yourself. Don't apologize for knowing what you're worth. Confidence in your pricing or salary request reflects confidence in your expertise. And remember: it's not just about you. When women advocate for fair compensation, we're opening doors and setting standards for the next generation coming behind us.

I've actually never had to ask for a raise, and that in itself speaks volumes about the environments I've chosen to be part of. I've been fortunate to work with leaders who not only recognized my worth but also valued the contributions of those around me. They understood that when you create a culture where people feel seen, supported, and appreciated, everyone rises together. For me, it's never been about chasing a number. It's been about building something meaningful, showing up with excellence, and letting the work speak for itself. I believe that when you pour your heart into what you do, when you lead with integrity and purpose, the results become undeniable. The "raise" comes naturally whether that's in recognition, opportunity, or the quiet satisfaction of knowing your work is making a difference. What I've learned is that true advocacy isn't always loud; sometimes it's found in consistency, collaboration, and the confidence to know your value long before anyone else has to say it out loud.

For me, speaking up about money was never about asking for more — it was about understanding the value I brought to the table. When I was in corporate, my work consistently spoke for itself. I delivered results, took ownership, and approached every role with the mindset that money is simply the output of effort, not the reason for it. Because of that, I rarely had to "ask" for a raise in the traditional sense. My confidence came from being prepared, being data-driven, and being clear about my contributions. I focused on impact — the capital I helped deploy, the relationships I built, the decisions I influenced, and the outcomes I delivered. When your value is visible and measurable, conversations about compensation naturally shift from emotional to factual. What I learned through those experiences is this: advocating for yourself begins long before the actual conversation. It starts with consistently showing up, documenting your wins, and aligning your work with the company's goals. When you do that, you don't walk into the room hoping for approval — you walk in with clarity. And while I didn't have to push hard for raises, I did learn something important: The moment you understand your worth, the world starts reflecting it back to you. That lesson stayed with me as I transitioned into entrepreneurship — where knowing your value is not just empowering, but essential.

The confidence came when I stopped downplaying my impact. Once I walked in with facts and faith in myself, advocating for my worth felt like the next right step.

Asking for a raise taught me more about confidence than almost anything else. I approached it like a business case: data, outcomes, results, and impact. I separated emotion from value and framed the conversation around the measurable results I delivered. However, the experience left me feeling stuck and disheartened. In response, I developed my own master plan for success, focusing on clarity, preparation, and self-belief to transform daunting challenges into strategic opportunities.

Early in my career, I believed great work would speak for itself and compensation would follow; when I realized that wasn't always true, I built the courage muscle by treating pay as a business conversation, not a personal favor. At the start of each fiscal, I now set time with my manager and skip to align on my career aspirations, scope, and a target package, anchored in market benchmarks and measurable impact. I come prepared with a one‑pager quantifying outcomes, expanded responsibilities, and customer/leadership feedback; I state a specific number within the band, ask for transparency on leveling and timing, and agree on mid‑cycle checkpoints so progress isn't left to chance. It was uncomfortable at first, but these clear, data‑driven discussions have consistently set expectations, reduced ambiguity, and ensured I advocate for my worth without apology while preserving strong, respectful relationships focused on shared goals.

Advocating for my worth at work was the turning point. Once I learned to clearly put data behind my impact and ask for what I deserved, I realized the biggest limit wasn't my ability, my skills, my passion; it was the role I was sitting in and depending others and wait for the responsibility to be bigger. Speaking up for myself inside a 'safe' corporate environment gave me the muscles I needed to step outside of it. That same courage to say, 'I bring real value,' is what allowed me to take the risk, bet on my own skills, and start building a business that can contribute to others, put my skills in actions and challenge me everyday.

The first step is knowing your worth and then making sure your compensation aligns with it. I prepare by mapping out my impact, responsibilities, and measurable results, and I walk into the conversation with facts: clear, objective, and evidence-based. Advocating for yourself is part of the job. No one will articulate your value for you, and no one understands what you deserve better than you do.