Few workplace conversations feel as awkward as asking for more money. Many employees spend months debating whether to bring it up, worried they may sound demanding, ungrateful, or unrealistic. Yet silence often means accepting less than your market value. A recent post by career coach Simon Ingari has drawn attention for breaking down how professionals can approach salary discussions with more clarity and confidence. His message is simple: raises are rarely won through discomfort alone; they are earned through preparation and communication.
Career coach Simon Ingari took to X and shared a practical guide on how employees can ask for a raise in a way that feels professional, strategic, and effective.
Mistake 1: Focusing on wrong reasons
According to Ingari, the first mistake many people make is focusing on the wrong reasons during salary discussions. He explained that simply staying in a company for a long time is not enough to justify a raise. Tenure may reflect loyalty, but compensation decisions are usually tied more closely to measurable impact than time served.
Mistake 2- Personal financial pressure
He also pointed out that personal financial pressures, while real and understandable, are not the strongest basis for a salary negotiation. Rising rent, family expenses, or lifestyle costs may matter deeply to an employee, but employers typically evaluate compensation through business contribution rather than individual circumstances.
Mistake 3- Outside offers for negotiation
Another common approach he cautioned against was using outside offers as a threat. Mentioning that another company is paying more can sometimes work, but it can also backfire if presented aggressively. Instead of sounding like an ultimatum, Ingari suggested focusing the conversation on the value already being created in the current role.
Highlight growth
He also encouraged professionals to highlight growth. If someone has learned new tools, gained certifications, improved productivity, solved recurring problems, or taken ownership beyond their original scope, those changes matter. Growth signals future value, not just past achievement.
Tone
Another key element, according to Ingari, is tone. He advised employees to be confident while staying open and collaborative. Salary discussions work better as professional conversations than emotional confrontations. Expressing commitment to the company while discussing fair compensation can help position the request as mutually beneficial rather than adversarial.
Timing
Timing, he added, can significantly influence outcomes. The best moment to raise the topic is often after a visible win, such as completing a major project, exceeding targets, solving a difficult challenge, or during a formal performance review cycle. When recent success is fresh in the minds of decision-makers, the case for higher compensation becomes easier to support.
Preparation
Preparation is equally important. Ingari recommended backing requests with facts, including performance metrics, expanded responsibilities, market salary benchmarks, and examples of business impact. Data helps shift the discussion from opinion to evidence.
Mindset
He also stressed the importance of mindset. Many employees approach salary conversations apologetically, as though asking for fair pay is inappropriate. His broader message challenged that hesitation. If someone has consistently added value, advocating for compensation is not arrogance; it is professional self-respect. The post resonated with many workers navigating annual increments and appraisal season, especially those who feel disappointed by modest hikes despite strong performance.
In competitive job markets, technical skills matter, but so does the ability to articulate your worth. For employees waiting to be noticed automatically, Ingari’s advice serves as a reminder: sometimes the next raise begins with the courage to ask for it properly.
Career coach Simon Ingari took to X and shared a practical guide on how employees can ask for a raise in a way that feels professional, strategic, and effective.
Mistake 1: Focusing on wrong reasons
According to Ingari, the first mistake many people make is focusing on the wrong reasons during salary discussions. He explained that simply staying in a company for a long time is not enough to justify a raise. Tenure may reflect loyalty, but compensation decisions are usually tied more closely to measurable impact than time served.Mistake 2- Personal financial pressure
He also pointed out that personal financial pressures, while real and understandable, are not the strongest basis for a salary negotiation. Rising rent, family expenses, or lifestyle costs may matter deeply to an employee, but employers typically evaluate compensation through business contribution rather than individual circumstances.Mistake 3- Outside offers for negotiation
Another common approach he cautioned against was using outside offers as a threat. Mentioning that another company is paying more can sometimes work, but it can also backfire if presented aggressively. Instead of sounding like an ultimatum, Ingari suggested focusing the conversation on the value already being created in the current role.So what should employees do instead?
His first recommendation was to lead with contributions. Employees should be ready to explain what they have delivered over the past year, whether that includes additional responsibilities, successful projects, stronger client outcomes, improved systems, or better team performance. A raised conversation becomes stronger when it is linked to visible results rather than vague effort.Highlight growth
He also encouraged professionals to highlight growth. If someone has learned new tools, gained certifications, improved productivity, solved recurring problems, or taken ownership beyond their original scope, those changes matter. Growth signals future value, not just past achievement.Tone
Another key element, according to Ingari, is tone. He advised employees to be confident while staying open and collaborative. Salary discussions work better as professional conversations than emotional confrontations. Expressing commitment to the company while discussing fair compensation can help position the request as mutually beneficial rather than adversarial.Timing
Timing, he added, can significantly influence outcomes. The best moment to raise the topic is often after a visible win, such as completing a major project, exceeding targets, solving a difficult challenge, or during a formal performance review cycle. When recent success is fresh in the minds of decision-makers, the case for higher compensation becomes easier to support.Preparation
Preparation is equally important. Ingari recommended backing requests with facts, including performance metrics, expanded responsibilities, market salary benchmarks, and examples of business impact. Data helps shift the discussion from opinion to evidence.Mindset
He also stressed the importance of mindset. Many employees approach salary conversations apologetically, as though asking for fair pay is inappropriate. His broader message challenged that hesitation. If someone has consistently added value, advocating for compensation is not arrogance; it is professional self-respect. The post resonated with many workers navigating annual increments and appraisal season, especially those who feel disappointed by modest hikes despite strong performance.In competitive job markets, technical skills matter, but so does the ability to articulate your worth. For employees waiting to be noticed automatically, Ingari’s advice serves as a reminder: sometimes the next raise begins with the courage to ask for it properly.
