How to have a pay or raise conversation when budgets are tight like a leader not a manager 🙌🏻🔥 #lead

How to have a pay or raise conversation when budgets are tight like a leader, not a manager. Well, number one is we want to lead with transparency, not an apology. Right? A manager says, "I'm so sorry. I wish I could do more. " But a leader says, "Look, I want to be upfront and transparent. This year's budget doesn't allow for specific spot raises throughout the year. " Now, if there is a specific way for them to get a raise, maybe it's a quarterly six-month annual performance review, maybe it's going from level one to level two, etc. moving into a new role, then we want to outline specifics around what's required, where they are now, and how they can get there. But this transparency, it builds trust. Whereas vague sympathy just erodess it. And we want them to open up as well. Like before we go further, what were you hoping for in this conversation? As we build clarity together, that's going to build trust a lot more than promises ever will. Then number two is we want to separate value from timing. Manager says, well, that's just not possible right now. But a leader says, look, I I want to be very clear. Your contribution here absolutely matters. just so happens that the timing and the budget are the constraints, but I want you to know that your value is absolutely not questioned. And then I want to know like what part of your work are you most proud of right now? Maybe we pivot because recognition and compensation, these are not the same conversation. Oh, and real quick. If you're looking for leadership tools, the tips, frameworks, questions, activities, these say this that cards or the brand new if this then that cards, you can sign up here, get a discount or click the link in my profile and start using them today. Number three is we want to create a forward-looking path, not a dead end. A manager, I've heard them say it. They say, "All right, we'll revisit this next year. " But a leader leans in and has what I call the growth conversation. This is the JCP. Right? When we first start out, it might be just about the job, the task. But then we think about the career. What can I prepare for? Or I have more say and more influence on what happens around here. And then after that, it's the purpose. What are the skills or the competencies [clears throat] that I'm growing? Who am I becoming so that I can make a greater impact? Right? People can handle a no, not right now. But what they struggle with is a nowhere. So that's why I like that individual development plan where we can focus on three skills, competencies, results that will put them in a strong position over the next quarter. And then what milestone should we define together? This becomes a growth conversation that leads to hope and a concrete path instead of another barrier or challenge that makes it harder for them to move forward. As a manager, I avoid this compensation conversation. But as a leader, I face it directly, being