How to Get Better Paid, Pt. 4 (Q&A)

Jamie Lee (00:00):

Welcome to Negotiate your Career Growth. I'm Jamie Lee, and I teach you how to blend the best of negotiation strategies with feminist coaching so you get promoted and better paid without burning bridges or burning out in the process. Let's get started. 

(00:15)
This is the final installment of the four part series, how to Get Better Paid. If you missed the first three parts, you will definitely wanna go back and listen to episodes eight, nine, and 10. This is the live q and a portion where I answered all of the questions about how to advocate, how to negotiate for yourself. If your boss doesn't advocate for you, how do you anchor, how do you tell them what you want? If you don't know what the fair market range is for your salary, what to do when you are working on a nonprofit, and how to advocate for yourself when you're starting out, and so much more. I hope you enjoy and I will talk to you soon. Hm. 

Jamie Lee (01:06):

Okay. Heba asked, would you say on average asking for increase of offer salary by 10 to 15 is realistic in the non-profit world? I don't know. I, I don't know. I have coach clients who work in the non-profit world. They also get promoted and better paid. One of my best clients consistently asked for a raise every year. She worked for one of the largest non-profits, and she got them. So I think, I think people, a lot of people have a misconception, especially people who work in it, that like somehow, because you work, work in a non-profit, that it's not, it's not kosher for you to want to make more money, but then you are surprised. You are shocked when you find out what high performing executives are actually making, cuz they're making a lot of money. Nonprofit executives make six figures, $200,000 and more. So what I have heard from recruiters, people that I know and trust, is that when there is an offer, when you change jobs, you wanna ask for a minimum of 20% more than what you are making. 

(02:12)
So I'm just gonna leave it at that. Okay. I hope that helps. When, um, do you have any suggestions for dealing with ineffective managers who are unable to advocate for you? How do you speak to skid manager or influential people without making it feel awkward or self-serving? So, Wemo, welcome to the presentation. If it feels awkward, you're doing it right. Here's how you do this, okay? Sometimes your manager, your direct manager, doesn't know exactly what you do. I coach a lot of clients who tell me that, and that's okay. That's okay, because they don't have to know exactly what you do. They just have to have an idea. They just have to understand the value. Remember, like, it's the value, it's beyond the immediacy and it's beyond the task, right? And you have to ask yourself what becomes possible now? What becomes possible? Now what else becomes possible? 

(03:08)
Because I've done this thing, ask it over and over again. So yeah, go ahead and talk to your skip managers. You are adding value, your contributions matter. Talk to them. Ask them about their goals and priorities, and help address their concerns. Offer them value in conversations with Skip manager and other influential people. It's gonna feel awkward. It's gonna be all right if it feels awkward, you're doing it right. Are you self-serving? Yes. Why not? Why not? If you're self advocating for yourself, you serve yourself, yes you do. But guess what? If you implement the strategy and the principle that I've shared with you, if you do that, this self-advocacy is an act of service because now you skip level manager, influential people, they have a better understanding of the value and the future value. And everyone wants to better understand this because it makes them look good. 

(04:11)
It makes them able to articulate their value even better. And when my clients do this, and yes, my clients do speak to skid managers, do skip, do talk to influential people if their direct managers are not, you know, advocating for them, and you know what? In the end, they get thanked. They're like the, the, the senior leaders are saying, thank you for doing that. Okay. Self-advocacy is an act of service. Even when it feels awkward, even when you serve yourself, you gotta serve yourself first because that is the act of putting your crown on. Okay, Paula, I'm just gonna read this. I'm gonna take a sip. This is going great, and I'm gonna make sure everyone's questions get answered. Okay. Hello, I have graduated in December, started working in January, first job. Congratulations. How long should I wait before asking for a raise and promotion, given that I still have much to learn on the job, would be nine months be okay considering also that my contract is due in December this year? 

(05:14)
Should I start earlier to talk about the next step? Paula, I'm gonna revisit the steps. Okay? Do this, do this. I would suggest if, if you just got started working over index on taking stock, right? Taking stock of your contributions over index on asking yourself, okay, what else becomes possible now? Or why is what I'm doing so valuable to my employer, even though I just just graduated like nine months ago or a year ago? Okay. And, uh, direct answer to your question, uh, I'd say you can ask for a promotion. You can ask for a raise once a year. Yes, yes. High performers do this. You can do this. Okay? Um, and you should start talking. You should start having conversations about the value you're bringing. Now, I would suggest you start asking them, you know, would you agree that I am bringing value? And if not, what would you like me to improve? 

(06:18)
Or what, what new skills would you like me to develop? Right? And if you ask that question, would you agree that I'm adding value? What would you, what else would you need to see from me? This signals your, your willingness to grow this, this tells your employer that you're somebody who's committed, somebody is serious, somebody who was ambitious, somebody they, they would, you know, ideally wanna promote. Okay, Angela, you're welcome. She says, this was inspiring. I'm so glad, and if you wanna take this further, I invite you to book a consultation with me. Okay? See you, me, you are welcome. She says it was a great talk. Jennifer says, this was really wonderful. Thank you for offering this. I am most grateful and privileged. I feel honored that I was able to share this with you. Yes, she wants to continue learning with and from you book a chat. 

(07:10)
It's a consultation. We're gonna, we are gonna ensure that coaching with me would be a slam down fit. We're gonna, um, we're gonna custom fit the strategy to your specific situation so that you get promoted, you get better paid. Okay? Uh, Nikki says, incredibly helpful and inspiring. I'm so glad, Sylvia, you are welcome. She's, she loves the paper trail idea. Okay? Nicole says, regarding anchor first and anchor hype, this is opposite of what I always read. Yeah, there are a lot of people who tell you to wait. Yeah. Some, uh, is that you should never be the first to reveal to your number. What is your, my opinion is that, listen, there are, there are, uh, circumstance, there are times when you may not know how to like really evaluate, um, fair salary or like market range salary, right? You're in a completely new field. 

(08:14)
No idea, right? Then, then you might wanna ask them, Hey, if you were in my position, what would you ask for? Right? In fact, in fact, I'm so glad you brought this up. Um, maybe this is slightly tangential, but, uh, somebody, I'm looking for the question, okay? My, my suggestion is, when you have conversations with stakeholders, people that you know and trust, ask them like, what do you think is a reasonable number to ask for in a position like this? What do you think is a reasonable number to ask for in a role like this? With my level of experience, right? And so in that way, if you really don't know what to anchor with, you can gather data this way. And I really like taking both online research and those like face to face, you know, real people telling you their ideas. Because when real people tell you what could be possible for you, that it just, it just sinks in deeper as a tangible reality. 

(09:26)
For me, when I was making $80,000 as an operations director, when I asked, uh, mentors, people I know and trust, what do you think would be a reasonable number to ask? And a male mentor told me, you can make $20,000 more. I was like, what? Like, yeah, you could just ask for it. I'm like, ok. So I did, and then I got it. Okay. Okay. But back to Nicole's question. Um, my opinion is that when you do your homework, when you make decisions for yourself, I think you are, you are better positioned. You, you, you are, you come from a position of strength when you anchor first. So I advise my clients to just decide ahead of time and then tell the recruiter what they wanna make. So this happened literally this week. I had one client who, in a coaching session with me, she decided I want to make $200,000. 

(10:22)
That is my desired salary. And then universe works in a, in a very strange way, in two, two weeks, a recruiter reached out and the recruiter's like, what would you like to make? What's your desired salary? And so my client said, 200. And the recruiter said, great, we can do that. Right? So anchor first, anchor high. That's my my opinion. Um, you get what you want. I love it when you get what you want. <laugh>, you're welcome. Tesla. She says, thanks for a great presentation. Um, Jenny, no, you have six weeks. It's not too late. It's not too late. Um, it's never too late, never too early. She asked, I have a performance review in six weeks. Am I too late to start negotiations for a substantial raise? No, I just would suggest you, you adjust your expectation of when that raise may come into reality. 

(11:24)
Because if you have a performance review in six weeks, um, I would, you know, I would start now, you know, in terms of this process, right? But I would just adjust your expectation of when you get that raise, because depending on the size and the structure of your organization, um, getting that raise may take either less or longer time, right? If you work for a big company, if you work for, uh, like a consulting company, they have very tight and structured pay bands and they're like very structured as to when those raises get implemented. So that's my short answer to you. Uh, you're most welcome, WEBO. Uh, do you help with job interview negotiation? Yeah, of course I do. It's part of the process of you improving your, your career. It's part of the process of you becoming more confident of you improving your self-advocacy skills. 

(12:25)
Absolutely. Um, Paula? Yes. She's gonna start doing this tomorrow. Yes. Yes. I love it. I love it when women take charge of their careers and take action to get bold, braver, and better paid. So Paula, I celebrate you your most welcome Hiba. Okay, uh, Rebecca, what is the number one tip you could give women trying to take that first step to gain more confidence? Here's my number one, to take stock. Take stock of your contributions. Start today. You know, when we don't feel confident, we are biased against our value. We are discounting our value because we are believing the lies of perfectionist fantasy, tiara syndrome, comfort fallacy. We're telling ourselves I need to prove myself I haven't done enough. So those are lies that our brain tells us to keep us from social rejection. But social rejection cannot hurt us. They cannot kill us. So again, take stock of your contributions, make a list and celebrate, acknowledge yourself, right? 

(13:35)
For the accomplishments that you're bringing and decide that you are enough. Decide that you are valuable. Okay? You're most welcome, Nicole. She says thank you. Okay, now I'm gonna go to the Q and A box cuz we have lots of questions. Okay? So again, if you need to go, I understand you, everyone's gonna get the recording. And again, if you wanna learn how to apply the strategy, how to build self-confidence from the inside out, how to become a better manager, leader, executive, get bold and better paid. I have an executive coaching program for you. Let's find out if you are a fit book this consultation. It is great. Jennifer says, I'm loving all of this. Yay. I'm so glad it is resonating. She is currently in a job search, really struggled with the compensation conversation. Can you please talk about how these ideas apply to job interview process when you don't have months in an established relationship with an employer already? 

(14:45)
Excellent question. I love this question. So, so I want you to know that, okay, so in a job offer negotiation, you, you know, when you start interviewing, this is when you start painting the picture for the value you can offer. So, and people do this, like if you've prepared for your negoti, your, I'm sorry, your job interview, you've prepared your, your responses, your, your answers, so that, so that you are painting a vision of somebody who is capable, competent, who is a great fit for their needs, right? In other words, that is value that is valuable to them. Okay? And so when you think about the whole interview process, like talking with all these different people that is communicating, that is to have conversations that is the building bridges and increasing your perceived value. That is that part the interview process. Okay? So, um, I I, I see it as like in the interview process, before you interview, you take stock of all your past accomplishments, right? 

(16:02)
And then you think about, okay, if I'm capable of this, I can capable of adding value elsewhere. And you, you build belief in your potential, right? That is a key step. You do that and you decide like, this is a role I want you decide this is how much I wanna make, right? And then you engage in the interview process and you build and you paint the vision of how you can help them achieve their goals. You're doing that is natural part of the interview process. And then when they ask you what you wanna make, you tell them with confidence, because I am confident in the value I am bringing, I am asking for x whether that's one 50 or two 50, right? My suggestion, my suggestion is don't give them a range, give them a number, okay? And anchor high, go step or two above your target number. 

(17:00)
What kind of leverage does a recent grad have for entry level offer? A lot of leverage. You have so much leverage. If your recent grad, did you know that companies spend up to like three to five times of your salary just to recruit you? You're so valuable. We want recent grads because you have youth, you have fresh perspective, you have energy, you're really good with social media if you're really into that, right? Like that, that is, that is leverage, that is power. Yeah. So build confidence in yourself, like you have value to offer. Employers want you, they spend money to recruit you, right? And, and even if you're not a recent grad, just know that your, your, your role is valuable, valuable. How do we know this? Companies spend at minimum 150% of your current salary just to replace you. And then even more to, to train and develop the new hire. 

(18:03)
You're so much valuable than the salary you make anonymous. How would you negotiate your salary when transitioning into a new field where you only have transferable experience? So, good question. This is the question that I wish I had answered for myself. Um, 12 years ago when I transitioned to working at a hedge fund, before that, I, I was working in procurement, right? So no financial background. So my suggestion is take stock of your transferable skills, right? But also have strategic conversations, have strategic conversations with people who are familiar with this new field. I know some of you came from, uh, the seven sister alumni network. So this is a thing that I wish I had done before taking that job with the hedge fund. I wish I had reached out to the alumni network and say, Hey, I'm going into finance. I have zero background, zero knowledge. 

(19:08)
Could we have a chat? And I wish I had known to get curious ahead of time. I wish I had like compiled a list of questions of like, what is, what is a standard entry level salary for a hedge fund analyst? You know, what do you, what do you think I should expect in, in terms of compensation? What do you think, uh, are the expectations and the job description of a role like this? Right? I wish I had done that. So that is my advice. Before you negotiate your salary, before you transition into a new field, have conversations, you gotta network, you gotta network. You gotta have conversations with people who are familiar with this field and ask them questions. Be curious, be willing to learn. What are, you know, uh, comp ranges? What can I expect? You know, what would you, what would you ask for if you were in my position? 

(20:05)
Right? Ask them, what do you think would be a reasonable ask? Great question. Okay. All right. Deborah asked, how does this process apply to government work where it is usually stated that there is a budget limit for a person. Can you probe and question that limit? Of course, of course you can. I personally do not have direct experience working, um, in government. Most of my clients do not work in government. So I'm not gonna <laugh> I'm not gonna, um, what's the right word here? I don't know <laugh>. But, but I can also say all of this applies to every industry. What you do wanna take stock, you do wanna decide, you do wanna have conversations, even in government work, like where you fit. Like my guess is that in government, like there are very specific pay bans, there are very specific roles in the job description, right? But where you fit, like which pay ban, which role, which title you fall into, will be a function of how well you bring value focus, how well you articulate the value you offer in a compelling way. How well you articulate your potential to help solve or, um, address government needs, right? At a higher level. Okay. Patricia, huh? <laugh>. Excellent question. Okay, Patricia asked comfort policy question. <laugh>. 

(21:55)
Patricia, I think the answer to your question is sort of in your question because she asked if you anchor too high on the salary, how do you avoid offending your employer or potential employer? So, excellent question. And again, um, I just wanna revisit this idea, first of all before I do that. First of all, offending your employer is a thought that you have about anchoring that makes you feel uncomfortable. Okay? We don't know <laugh> how or whether your employer will be offended. Having said that, of course, if you do some research and you find out that, uh, this particular role, the average salary is $150,000, okay? And if you ask for 450,000, they'll just think you're crazy. They'll just be like, she's not a fit. Cuz she doesn't understand that this role on average goes for 150. Like, she could've googled that, okay? So I don't think you have to worry about offending them. 

(23:11)
I think you just wanna be sure to like have done your homework, have done your online research, have asked people in the know, in that field, like what would be a reasonable pay range, right? So you have a sense you're familiar and make sure you anchor on the high end of end of that range. But so what if they're offended? If they're offended by you anchoring for, you know, for for the value you bring. Okay? This is where I wanted to draw the circles again. Um, okay, okay. That, that's kind of messy. But remember in your salary negotiation, you want to talk about their goals, right? Their priorities and the value you bring is in context of what they wanna achieve, right? This is the value you bring, right? And also your ask when you anchor that is in context of what they wanna achieve and what you, what you offer the value you offer. 

(24:18)
So if you do this well, and if they're offended, then something has gone right here. Like either you didn't really understand their goals or you didn't really articulate the value well, because when you, when you are addressing their goals, that is highly valuable to them. They shouldn't be offended, they wouldn't be offended. They'd be like, of course you're gonna help us achieve our goals. You're gonna help us beat the competition. You're gonna help us become the premier, uh, uh, organization in this industry. Of course, you, we wanna pay you because you know, we want the value of what you offer, right? This, the anchor, this number is just always gonna be a fraction of the total value you offer. Okay, Nicole? Uh, I already answered your question anonymous. I already answered your question, so I'm really glad <laugh>, okay, thank you. Those of you who are still sticking around, um, I understand that asking about why your salary was not accepted when asking for a promotion. Does that work when applying for a new job? Does that risk losing the job offer altogether? 

(25:32)
I'm not, I'm not understanding your question anonymous. I understand the asking about why a salary was not accepted when asking for a promotion. Does that work when applying for a new job? Does that risk losing the job offer altogether? Can you ask it in a different way? Okay. <laugh>. Um, if, if you are asking, um, when you're applying for a new job and will asking for a higher pay risk, losing the job offer altogether, absolutely not. I mean, if they tell you, you know, as a policy we do not negotiate, I mean, there is, there are some companies who have implemented that policy where there's like, no one can negotiate their offer. Then you, you should know that because you've taken stock and you've studied their pay policy. And in that case you feel they might be like, well, like we said, we don't negotiate. Right? But that's a different matter. Okay, Janet? 

(26:35)
Yes, Janet at an excellent question. She asked at a small company that doesn't have a set evaluation or raise schedule, how do you set the stage for salary? Raise conversation, Janet, take stock of your contributions and start planting the seed at the small company. Start planting the seed with the ceo, with the SVP or the co-founders. Tell them, I'm invested. I would like to grow with this company. How can we have a conversation about my growth at this company? Okay, that's how you set the stage. And then you tell 'em that you would like to be promoted to senior director, vp, s vp, or coo. For one of my clients, she wanted to become coo, right? And she set the stage by just letting her ceo, the co-founder, know, I like to, I like to get promoted, I like to have a conversation about my growth here. Okay? That's how you set the stage. And if you've done the five steps, take in stock, articulate your value, help them see that you are bringing bigger value to help address the goals of this organization. Your ask is a no brainer. I answered Janie's question. Okay? 

(27:55)
Um, anonymous, as I work for the federal government where they still base salary on your salary history, I recently found out through publicly available data that a colleague in the same role makes nearly $30,000 more than me, even though I have more experience, I am and was unsuccessful at negotiating my salary when I started. Uh, how do I revisit this topic without comparing myself to this other person, making it seem like I'm pitting myself against them? I've had the same situation. I was not in government, I was at a tech startup, but I was making I think $65,000 as operations manager. And I found out this new person who's coming in same level as me, she's gonna get paid $80,000. And I knew this. And, um, my, my, uh, employer, my, no, my boss, the cfo, he knew that I knew it because we, we knew everyone's salary information in the finance and operations department. 

(29:02)
And so what I did was I did, I did what I told you, I I I, I took stock of how I was contributing. I made an exhaustive list of all the ways I was adding value to this organization. And then I took stock of possible pay ranges. I said, I wanna be promoted, I'm adding value, I know I can do more. And then I took stock of pay ranges and I brought, um, the market range data, market range data, according to the internet operations director makes about a hundred thousand dollars. And so I anchored high with my cfo. I said, this is the value I'm bringing other words, this is the awesome sauce I'm bringing. I want to grow. I want to be at a hundred thousand dollars. I anchored really high. Yeah. And then he met me at $80,000. And I was happy with that because I was saying, this is the awesome sauce I'm bringing. 

(30:07)
I'm gonna bring more awesome sauce. I like to have a promotion and raise, I don't know, anonymous if that will work for you because you're in a federal government where they still base salary based on your his salary history. Um, it sounds like you are gonna have to start asking for when and how are exceptions made. Start asking questions, asking around, ask people who are in the know, ask people who've been in your agency before. Ask people who may be familiar with the, the promotion cycle. Ask them when are exceptions made and do your research that way so that you will have more, more armor when you go to ask your ask for the raise that you want. I, I hope that made sense. Okay. You're most welcome. Heba says, thank you for the presentation. Um, I answered your question, Heather is asked, I'm a current MA student, so I, I'm gonna guess that means you're a master, you're a graduate student and have been hesitant about negotiating and accomplishments. 

(31:22)
Why, why are you hesitant? For example, I initiated my program diversity, my program's diversity program. So what you're telling me is that you have a history of standing up brand new programs and you have a history, you have a track record of gaining positive feedback and positive reviews. Okay? So what I would do is I would just, I would think about your accomplishments from the perspective of a friend. Like make a list, make a list of things that you have done, your diversity program, your teaching, the reviews you've gained, and pretend for a second that this isn't your accomplishment. This is the accomplishment of a woman that you really like and respect. What might you say about this person? What, what might you say about what this person is capable of? Is she capable of standing up brand new programs, being entrepreneurial, coming up with diversity initiatives elsewhere or in institutions where there are bureaucratic, you know, things to consider? 

(32:37)
And if you're, if you're good at, if person is good at teaching, this person is good at communicating, this is a person who has leadership qualities. Yeah, I would communicate that to your prospective employers. Okay, good question. Um, how do you, when your job screwed, list other duties as assigned carry? How do you suggest negotiations when your job description lists other duties as assigned? I don't know. That's a very vague question. But here's what I would suggest. I would take the lead, I would take this as an opportunity for you to clarify what those other duties as assigned are. And then I would take the charge in clarifying it, coming up with specific examples of how you added value of doing those other duties. And I would get an alignment with your current or perspective employer and say, ask them, Hey, this is how I'm doing these other duties, um, and here are specific examples of how I believe I am adding value. Would you agree that I am adding value? Okay. They'll be like, yeah, of course. Love it. Keep doing it. And you say, I'm glad you agree because I'd like to be paid in accordance to the value I bring. I like to have a compensation conversation. I like to have my compensation adjusted. Okay, that's how you do it. Again, what is their goal? How are you bringing the value to address their goal and your want when it, you know, it's alignment when it's overlapping with their goal, with the value you bring. No brainer. 

(34:24)
Okay, anonymous ask, how would you recommend I consider my value or gain confidence in the value I bring when I don't know how I perform relative to my peer? Great question. Okay. So this is the student mindset. This is the sort of like perfectionist fantasy slash terra syndrome as if like we are back in school and we, everyone gets, you know, graded on a bell curve and we gotta know how, how we competing, how we, how we doing compared to others. You don't need to do that. So you're anonymous as my biggest fear is that I truly am not a high performer compared to my peers. Of course, when you try to compare yourself to other people, that's when the fear is triggered. So do not compare yourself to peers. Compare yourself to yourself. Ask yourself, where was I a year ago? How was I performing six months ago? 

(35:22)
Okay, compare your growth to your growth. That's my suggestion. And if you want help building self-confidence so that you break out of this mindset of comparing yourself to other people, you, you break the habit of, of thinking in this student mindset of I need to prove myself, which drains your confidence, of course, right? If you want to break out of that, I highly recommend consider getting coaching. Okay? You want to commit to coaching? This first step we do is you and I have a conversation book your consult today, um, anonymous asks, if you ask why a salary isn't accepted when you're applying for a job, could be offered, be rescinded, not asking for a higher pay, but asking why not. Okay? So my guess is that you're submitting an application, they're asking you, you know, what is your salary expectation? You put it in and it's not accepted. 

(36:29)
I, I'm just gonna guess that's what the situation is. Could your offer be rescinded? I honestly don't know. I honestly don't know. But, um, if this question is really important to you, right? You just wanna really understand, I suggest like reaching out, ask for ask to have a conversation, right? I just like to have a conversation. I, I just like to better understand what your process is. Okay? So I, I don't know if it will be rescinded and if it is rescinded, you know, you wanna ask yourself, is that the kind of employer I want to work with where I can't even ask a question or I have a conversation about this? And if that's really important to you, it, this, this re the, the offer being rescinded would be a clear signal that your values, your priorities are not in alignment. So maybe you don't really wanna work for a company like that. 

(37:21)
I don't know. You get to decide. Okay? So you are most welcome Megan, your most welcome Josia your most welcome Diana, your most welcome, Carrie. Okay, one last question before we wrap up. And again, if you want to get started on coaching, if you want to build yourself confidence, you want to build yourself advocacy muscle, time to get started is now not later. I invite you to book a consultation with me. Let's find out. Okay, let's find out how to custom fit the strategy to your specific situation. Let's find out how you can achieve your specific, your desired goals is find out, okay, uh, summer asked after this is gonna be the last question I answer. We're gonna wrap it up after doing the prep, presenting your case of the value is brought to an organization and is still denied. Promotion, salary increase. When do you think is a time to walk away to seek other opportunities? 

(38:29)
What's the best way to gauge that? The best way to gauge that would be to ask yourself, do I really wanna stay or do I really wanna go? If my promotion and salary is denied yet again, and it does not go through, am I willing, am I willing to stay and work for the current salary? Current title, yes. Because list, no, because list, in other words, summer, I suggest you sit down and you make lists one list. I would stay for these reasons, another list I would go for other reasons, okay? And then I'm also invite you to think about what is the opportunity cost? What is the best thing that can happen if I seek out other opportunities? And what is the best thing that can happen if I decide to stay? Right? Only you can answer that question. I can't answer that question for you, but I think it is worthwhile for you to sit down and ask yourself, what is the best case scenario for both of this? 

(39:42)
The stay or go. Because our brains would always want us to think about worst case scenarios, right? But we gotta, we gotta go beyond that. We can, we can, we can, we can out brain, our brain <laugh> what is the best possible thing that can happen in three years time? And also, who do I wanna be? Right? This is a decision, this is a decision you make. And that was step number two. Step number two, not three <laugh>. Step number two, what is the best decision that's gonna serve who I wanna become? Ask yourself, who do I wanna be three years from now? What kind of career do I wanna have? How do I wanna feel in my job? How much money do I wanna make? What is the experience I wanna have? What is the life balance I wanna have in three years time? And then ask yourself, which decision staying or go or going is going to best serve that? 

(40:44)
So that is something that I help my clients do in my coaching program. So again, if you're a mid-career woman and you are committed to growing your career, you are committed to closing your wage gap, you are committed to achieving those self-advocacy wins, right? Start paying down the self-advocacy debt collecting those, start collecting the self-advocacy win. And you want an expert in your corner to guide you through each step of the process. I'm gonna be there for you each step of the process, from beginning to end, from now, from this current mindset to you having tangible results, right? I'm gonna help you come up with custom strategy, I'm gonna help you implement it and then it'll help you evaluate it so you know exactly how to do it better. So you keep building that negotiation muscle. If that is you, book a consult today, can lee.com/jamie lee slash consult. You may have also received the link in your inbox. And that concludes this training. Uh, chair says, thank you for an impactful webinar. I am most grateful that you were all here. My ask is start implementing today. We want, we need powerful, smart, competent women like you to get bold, get better paid. When women win, we all win. The world gets better. 

Jamie Lee (42:26):

If you enjoy this podcast, come to jamie lee coach.com, j a m i e l e e c o a c h.com to get your free ebook. How to ask for a big pay raise and get it. And if you want expert guidance in your corner to help you achieve greater self-confidence and greater career satisfaction as you grow your skills and negotiating, leading, and influencing as a woman professional, I invite you to book your free one-on-one sales call with me to find out how executive coaching can help you do exactly that. The link is in the show notes. Talk soon.