Most people never ask for a raise because they're afraid of the answer. They also don't ask because they haven't prepared. Preparation is the antidote to fear -- not bravery, not confidence, just knowing what you're going to say.
This guide gives you the scripts, the timing rules, and the exact structure so you can walk into that meeting knowing you've done everything right -- regardless of how they respond.
When to Ask -- The Timing Rules
Timing matters as much as substance. The best case for a raise falls apart if you bring it up at the wrong moment.
Best Timing
Avoid Timing
How to Prepare -- The 3 Things You Need
Your Accomplishments List
Before you ask for anything, document what you've delivered. 3–5 specific, measurable wins from the past 12 months. Not "I worked hard" -- "I led the [Project X] initiative that reduced churn by 12%." Quantified results are impossible to argue with.
""Since my last review, I've: (1) Grown the newsletter from 10K to 28K subscribers. (2) Reduced customer response time from 48 hrs to 4 hrs. (3) Launched the new onboarding flow that improved activation by 22%.""
Market Rate Research
Know what the market pays for your role in your city. Use Glassdoor, Levels.fyi (tech), Payscale, or Blind. Find 2–3 comparable job listings. The goal: know whether you're underpaid by 10% or 30%, so you can ask for the right number.
""Based on my research, the market rate for a Senior Marketing Manager in [City] with 5 years of experience ranges from $95K to $125K. I'm currently at $88K.""
Your Target Number
Decide what you're asking for before the meeting -- don't improvise. Ask for the high end of your range. If you want $110K, ask for $120K. They'll counter, and you'll end up closer to your target. Always give a range: "I'm targeting a range of $X to $Y."
""I'm looking to move to the $110K–$120K range, with $115K as my target.""
The Conversation Script
Start by requesting the meeting. Then open, make your case, state your number, and close. Here's the full arc:
Request the Meeting
""Hi [Manager], do you have 30 minutes this week to discuss my compensation? I've been thinking about my growth here and I'd like to talk about where I am and where I'd like to be.""
Give them notice -- don't ambush them. This is a professional request for a professional conversation.
Open the Conversation
""Thank you for making time for this. I've been here [X months/years] and I believe I've demonstrated a commitment to this company and to my role. I wanted to discuss the value I've been delivering and talk about aligning my compensation with that value.""
Don't open with "I need more money" -- open with what you've delivered. You're not asking for charity; you're making a business case.
Present Your Accomplishments
""Over the past year, I've [delivered X, led Y, grown Z by N%]. I've also taken on [additional responsibilities]. I believe these contributions have meaningfully impacted [specific business outcome].""
Go in with a printed one-pager of your accomplishments to leave with them. Paper trail matters.
State Your Number
""Based on my research and the scope of my role, I'm targeting a compensation adjustment to the [$X–$Y] range. I believe that's fair given [market data + your contributions].""
Be direct. Hesitation signals you don't believe you deserve it. State the number clearly.
Handle the Response
"[If they say yes or a counter:] "I appreciate that. My target is [your number]. Is there a path to get there?" [If they say no:] "I understand. Can we discuss what it would take to revisit this in [3/6 months]? What would need to be true for a raise at that point?""
Always get a timeline and specific criteria for a future conversation. "No" without a path is unhelpful. "Not now, but here's what changes" is a useful answer.
The Follow-Up Email (Send Within 24 Hours)
Subject: Compensation Discussion Follow-Up
Hi [Name], Thank you for taking the time to discuss my compensation today. As we discussed, I'm targeting a move to the [$X–$Y] range, backed by [market data] and my contributions including [specific accomplishments]. I'll follow up on the items we discussed -- [any specific commitments you made]. I'd like to revisit this conversation in [timeframe] if we're not able to align today. Please let me know if there's anything else I should prepare. Best, [Your Name]
If They Say No -- What to Do Next
A "no" without a path forward is unhelpful. A "not yet, and here's what would change that" is a gift. Push for the second kind of answer.
Get specific criteria
"What would need to be true for a compensation adjustment in [3/6 months]? What metrics, deliverables, or milestones should I be targeting?" Get concrete. Vague sympathy is useless; specific conditions are a roadmap.
Ask about the budget cycle
"Is there a formal review window coming up? What's the process for off-cycle adjustments?" Sometimes the answer is timing, not merit.
Negotiate non-salary compensation
If the budget truly isn't there, ask for: additional PTO, a professional development budget, remote work flexibility, a title change, or equity. Compensation is more than base salary.
Set a follow-up date
"If I achieve [the criteria we discussed], can we revisit this conversation in [timeframe]?" Write it down. If they won't commit to a timeline, that tells you something important about how they value you.
Know when to leave
If after 12 months you've hit every mark and the answer is still no -- or the criteria keep moving -- it's time to update your LinkedIn. Loyalty should flow in both directions.
Want the Salary Negotiation Script Too?
The full salary negotiation script -- for offer letters, promotions, and raises. Covers anchoring, handling counters, and knowing when to walk away.
Salary Negotiation Script -- $12Frequently Asked Questions
Is it better to ask in writing or in person?
Always request the meeting in person or over a call first -- never blindside your manager with a salary email. Once you've had the conversation, a follow-up email confirming next steps is standard and professional.
What if my manager says "I'll think about it" with no timeline?
Push for a specific date. "I completely understand you need time. When do you think would be realistic to reconnect on this -- next week, after the board meeting, at the end of the quarter?" If they won't commit to a timeline, that's a red flag.
Should I mention that I have other job offers?
Only if you genuinely do -- and only if you're prepared to act on that information. Mentioning phantom offers destroys trust when it becomes clear you don't. If you do have an offer, use it honestly: "I've received an offer at [number] that I'm considering. I'd prefer to stay here if we can find a path forward."
How often should you ask for a raise?
Once per year at most -- either during annual review cycles or just after a major accomplishment. More frequent asks without significant new contributions signals impatience, not ambition. Build a track record before each ask.
What percentage should I ask for?
For a standard annual raise, 5–10% is reasonable if you've performed as expected. For a promotion-linked raise or market rate correction, 15–25% is justified. For an exceptional performer at a company doing well, 30% is not unreasonable. Anchor high and negotiate down.