All people, messages, amounts and replies in these examples are fictional. Adapt the wording to your situation; no script guarantees a response.

Before you begin

Choose two or three examples of work you can describe accurately: responsibilities added, problems solved, or an outcome you contributed to. Separate your contribution from the whole team’s result. Bring relevant salary information if you have checked its location, role and date.

Decide what you are asking for before the meeting. The fictional numbers below show how to phrase a request; they are not a recommended salary or increase. A pay conversation may involve a manager who can recommend a change but cannot approve it alone.

What to say: example wording

Request a meeting

“Could we find 25 minutes next week to talk about my pay? My role has grown quite a bit this year, and I’ll bring a short summary of what I’m covering now.”

Naming the topic gives your manager a chance to prepare. A surprise request at the end of another meeting can leave too little time.

Make the request

“Since January I’ve taken over the weekly client reporting and trained two new hires. I’d like to talk about moving my salary from $60,000 to $65,000 to reflect that. What would it take to get that approved?”

In this example, Avery names observable changes and a concrete request. Replace every number and claim with something you can support.

Follow up after a delay

“Thanks for talking through my pay today. You mentioned the budget review in November. Could we put time in for November 10 to revisit it, and agree now on what you’d need to see from me?”

A follow-up date turns “later” into a next step. It does not turn an uncertain decision into a promised raise.

What not to say, and why

  • “I work harder than everyone else.” Comparisons you cannot establish distract from your own evidence.
  • “Give me a raise or I quit.” Only state a consequence you actually intend; a bluff makes the conversation about an ultimatum.
  • “Sorry, this is probably a stupid question.” You can be courteous without discrediting the request before making it.

How the other person might react

These are invented possibilities to prepare for, not predictions.

There is no budget

“Is the issue the timing, or whether my current role supports an increase? When is the next point at which a change could be considered?” Those are different obstacles.

They ask what you have achieved

Refer to your prepared examples. “The reporting now includes the two accounts I took over in March. I can send the before-and-after scope.” Avoid making up a metric under pressure.

They agree in principle

“Thank you. What amount and effective date are being proposed, and when will I receive confirmation?” Enthusiasm and a completed approval are different stages.

Make the next review specific

If the request is declined, ask for one or two concrete expectations rather than accepting “show more leadership” without examples. Confirm what you will do, who will assess it and when you will talk again. You can assess later whether those terms work for you.

Keep a concise recap for your own records. If non-pay changes are offered, ask what they involve before accepting them. This guide helps with wording, not choosing the right compensation package.

Rehearse it first

Rehearse the moment after you name your request. Practice allowing a pause, then responding to a budget objection without withdrawing the ask automatically.

Pretake on iPhone lets you practice messages with AI and rewind to try different words. It is AI practice, not the real person; a simulated reply cannot tell you what they will think or say. Practice messages are never sent to them.

Try Pretake on iPhone

18+ · Free to start · In-app purchases · Prices and limits

Prefer a worksheet? Use the free conversation planner. Read how imported chat text is processed before bringing private context.