Read two complete guides, try day one, and edit the planner. The free sample PDF contains both guides, day one, and planning pages. The paid product adds ten guides, the complete seven-day program, and all three full PDFs.
Two complete free guides · 2 of 12
01
Ask for a raise
Situation
You now own monthly reporting and have reduced correction work, but your pay has not changed. Your manager says budgets are tight.
Your goal
Discuss compensation with evidence and leave with decision criteria and a review date.
Prepare before you speak
Which two contributions can you describe with dates and results, without overstating your role?
What amount or range are you requesting, and what credible information supports it?
Who decides, when is the budget reviewed, and what will you ask if the answer is no?
Example conversation
You: Could we book 20 minutes to discuss my compensation and the reporting work I added in April?
Manager: We probably cannot increase salaries this quarter.
You: I understand the timing. I now own the report, and corrections fell from six to two per cycle. I would like to discuss a 7% adjustment.
Manager: I need approval from finance.
You: What evidence would help? Can we revisit this on November 20?
Manager: Send the responsibilities and results by Friday; I will check the process.
Three ways to say it
Gentle
Could we review how my compensation fits the responsibilities I have taken on? I can bring a short summary.
Direct
Based on [contribution] and [expanded responsibility], I am requesting [amount or range]. What is the approval process?
Firm
If an adjustment is not possible now, I need clear criteria and a review date. Can we agree on those?
Common mistakes
Using personal expenses or an unverified colleague's salary as the only argument.
Filling the silence with a smaller request before the manager answers.
Practice exercise
Write a 45-second request with two facts, one pay request, and one process question. Rehearse without apologizing for raising the topic.
02
Decline extra work
Situation
A colleague asks you to finish a presentation by Thursday. Your client delivery already fills your available time.
Your goal
Make capacity visible and agree on a tradeoff instead of accepting work you cannot finish.
Prepare before you speak
What is already due, and how many hours would the new task need?
Can you decline, or does your manager need to choose the priority?
What limited help can you offer without a hidden second commitment?
Example conversation
Colleague: Can you finish the slides for Thursday?
You: I have two hours free; a full deck needs six. I am committed to the client delivery on Friday.
Colleague: It is urgent. Everyone is busy.
You: I can review an outline for 20 minutes today. To take the deck, I need our manager to move the client deadline.
Colleague: Let us ask which comes first.
You: Until that decision, I will continue the client work.
Three ways to say it
Gentle
I would like to help. Could we look at what would need to move to make room?
Direct
I cannot take the full task by [date] alongside [commitment]. I can offer [limited help].
Firm
I am not committing to both deadlines. If this becomes the priority, I need confirmation of which task moves.
Common mistakes
Saying 'I will try' when both deadlines are already impossible.
Offering more help than you can sustain to soften the refusal.
Practice exercise
List your commitments. Write two sentences with a capacity limit and one realistic option. Check that the option does not indirectly promise the whole task.
Take 10 minutes to select a manageable workplace conversation and read its guide. Separate facts from interpretations: 'the file arrived Wednesday' is a fact; 'they do not respect me' is an interpretation. Name one request you can make. For safety or harassment concerns, choose an appropriate support route instead of practicing confrontation alone.
Reflect
What is within your control, and what depends on the other person?
The planner is free to try. The paid workbook adds ten more complete guides and all seven practice days.
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