Greater Milwaukee Jobs

October 30, 2014

Greater Milwaukee Jobs

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2 GREATERmilwaukeeJOBS • October 30, 2014 men; men initiate salary discussions four times more than women do. Women also don't self promote as often or position themselves as a valuable bottom line contributor. Executive coach Neena Newberry says women fear asking for a raise, worried that it will harm their rela- tionship with the person whom they are asking. "They don't want to come off as greedy or selfish." Glamour magazine recent- ly surveyed 2,000 men and women about pay. Just 39 percent of women said they asked for a higher salary when starting a new job, compared with 54 percent of men. Of those in existing jobs, 43 percent of women said they had ever asked for a raise compared with 54 percent of men. Newberry, a leadership expert with Newberry Solu- tions, says in today's work- place, few people are offered sizable raises unless they negotiate it. The idea that hard work equals more money and that solid per- formance will result in better pay is outdated, she says. "Even if a manager wants to be a person who notices good work and gives people credit for it, it's hard in a dynamic work environment with so many things compet- ing for a manager's atten- tion." Newberry tells the high-level women she coach- es, "sitting around and wait- ing for good karma to come is a tough way to get more of what you want." Male or female, executives and recruiters believe asking and making your case is critical to getting a raise. To keep your odds high, consider the timing, they say. If your company is exceed- ing goals, and you con- tributed, it is fair to share in the prosperity. "If your industry or company is expe- riencing an economic slump and you're asking for more compensation, you may appear unconcerned or not in touch with the company goals," says Maria Fregosi, president-elect of Women Executive Leadership, a Florida organization with a m i s s i o n o f a d v a n c i n g women in leadership and on corporate boards. Although, if you feel your accomplish- ments are being overlooked, "it is completely appropriate to ask for a meeting to dis- cuss your compensation goals." The way you ask for a raise often affects the out- come. Newberry says lan- guage and tone matter. You don't want to start the con- versation with your boss on the defense. Your request Build consensus on goals for a group's success By Liz Reyer Star Tribune (Minneapolis) & A Q Q. I'm heading a company task force to introduce some wellness programs. My concern is that people will pursue their special interests instead of looking at our overall needs, and also that it'll be hard to meet the needs of people at our satellite office. We're not a huge company and resources are limited. Any suggestions? Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. A. Avoid drama and build consensus around the goals instead of the tools. THE INNER GAME Leading this type of initia- tive can be the classic "herd- ing cats" situation, with all of the frustration that can come with it. If you have a high level of control needs, this can add to the chal- lenge. So start by taking some time, relax about the situation, and take some deep breaths. Remind your- self that a satisfactory out- come is achievable and trust the process. To set up yourself – and your company – for success, think about similar process- es in which you've been involved. What has worked and, just as important, what has been less successful in terms of process? Consider examples of leaders who have been able to work with committees to achieve their goals, and analyze the strate- gies and tactics they've used. You may be able to learn a great deal from their exam- ples. It seems like you have mis- givings about the motiva- tions of some of your team members. If you have con- crete reasons for your con- cerns, articulate them and consider how realistic they are.You'll be better able to manage this if you're clear about what you think is going on. While you're at it, be sure you understand your com- pany's vision, motivation, willingness to invest, and the extent to which leadership has your back. Do some homework on resources that may be available inter- nally and externally, too. THE OUTER GAME Get ready to work with your group by having a chat with each of the members to learn more about their points of view.This will also give you a chance to ensure there is a good diversity of needs represented, reflecting different health-status levels, ages, family compositions and values – and make sure you have a member from your satellite office. If needed, tweak your team membership to get the rep- resentation you need. Spend some time agreeing on ground rules, roles and responsibilities, and decision criteria.You may find that full consensus is not the best strategy for getting a plan through. However, you all need to buy into the goal you're trying to achieve. And it needs to be specific. Rather than "set up a well- ness program," tie it to the company motivation: "devel- op a program that will help people manage their health to keep health care costs under control." When identifying and vet- ting possible approaches, you can manage special interests by running the idea against the goal. It'll provide a less subjective (hence, less emo- tional) test of whether some- one's pet project is a fit. Check out your ideas with your co-workers, perhaps using a quick employee survey to assess the appeal of your ideas with the com- pany as a whole. THE LAST WORD Find some objective but broad-based ways to com- plete your task force's agenda. A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5035 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Jeanne Bonlender 262-306-5035 jbonlender@conleynet.com Story Coordinator: Dwayne Butler 262-513-2626 dbutler@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 8 October 30, 2014 To place an ad: Call us at 262-306-5035 or fax us at 262-542-6082 deadline: Noon on Wednesdays Raise . . . from page 1 There was quite a buzz when the Microsoft CEO suggested that karma will reward women who don't ask for raises. Appropri- ately chastised, he apolo- gized and national atten- tion moved on. But for many workers – men and women – asking for a raise remains the sticky wicket. Making the request is tough for any worker who has realistic understanding of the economy and their employers' finances. In a time of generally stagnant wages and con- tinued fears of job loss, few employees dare to make rash demands. Yet many honestly deserve more pay. Here's how to request it: Time the appeal cor- rectly. Know when your workplace's budgets are drawn up for next year and put your bid in a couple of months before they're inked. Alterna- tively, time your request to align with when you've assumed more duties or received a promotion that was offered in name only. Know the market. You must be realistic in your request. What is the pay range for people who do your job – both inside and outside your compa- ny? Consider regional price differences. Use online resources like pay.com and personal conversations to get the information. Prepare your reasoning. Be ready to cite specifics about why you deserve a raise. Don't rely on "just because I haven't had one in a long time." Make a list of examples showing how you've exceeded expectations, taken on more responsibility, done things that made or saved your employer money. Be calm. Approach the appropriate manager at a time when both of you have time to talk private- ly and at some length. Avoid yelling, crying or other strong emotion. Just state the facts. Accept the outcome. Sometimes you simply won't win. If you can't accept the rejection, start a quiet job search. If you can wait until later to ask again, try to focus on keeping your morale up in the meantime. Five guidelines for asking for a raise By Diane Stafford The Kansas City Star see RAISE . . . page 7

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