April 8, 2020 • 43 mins
Jan L. Rock has worked as director of training and HR exec at global brands like 7-Eleven Corp and Rita’s Italian Ice, and she's with us talking about all the things YOU can do to get a raise at work!
From her home base in San Diego, for over a decade, Jan stood up franchisees all over the West Coast, coaching them to success with their new businesses.
In this episode, Jan shares success managers and staff had with strategies such as preparing lists of accomplishments, and what Corp executives really look at when the boss walks through the door.
It’s even more fun than last week because Jan has known your host Amanda since she was a baby, which brings a whole new perspective to the Raise Up Podcast!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Jan (00:00):
It's not something you can just walk into and ad-lib or
wing it because you sellyourself short.
Amanda (00:14):
Ladies and gentlemen welcome back to the raise up
podcast.
I'm so excited that you're here,and I'm super, super excited
about today's guests.
And you know, I've known thislady for a really long time now,
actually like 33 years.
In fact, it is my very ownmother, and it might freak you
out because we sound an awfullot like each other.
(00:37):
So, you have to tell me like wasthat one of the biggest things
growing up that we sound alike.
So, let us know if you think thesame thing, but I am so excited
to introduce her to you guys.
She is not only my mom, but sheis super smart.
She's an experienced executivewho's assisted in launching new
concepts, branding globalcompanies, global, not just
(01:00):
national, global, and developingpartnerships.
She's a successful entrepreneur.
She's owned two successfulbusinesses, mother of three
amazing adult children.
I am one of them, and the happygrandmother to six incredible
grandkids.
So, J Rock, mama Jan, how's yourself-isolation going?
This whole COVID-19?
Jan (01:22):
Ooh, Mandy.
I'm adjusting as most of us are,naturally, I worry about my
loved ones who live in variousstates, but we've been finding
creative ways to stay in touch.
It's been great for work though,little to no distractions, and
best of all, no commute time.
And for a California girl that'ssaying a lot.
Amanda (01:41):
Yeah, you used to have a huge commute, didn't you, when
you lived in California?
Jan (01:44):
Oh, my goodness.
I would spend approximatelythree hours on the road, an hour
and a half going, and an hourand a half coming home, and you
know, that was only a 15-miledrive, thanks to the wonderful
405, and lots of traffic.
It makes you learn a lot of newsongs, and listen to books, and
it's a pretty great time to getcaught up on all of your phone
calls.
Amanda (02:04):
Does it teach you patience?
I've always wondered that.
Or if it just makes you morehostile when you get to work.
Jan (02:11):
You know, for me, it was actually changing my mindset and
realizing that this is where Iwas on my commute to work, and
it made me take things into awhole new perspective.
It was no longer, ah, I'm stuck.
It was alright, this is a partof my drive.
What can I do to make it better?
Amanda (02:29):
Nice.
So you usually use music forthat?
Jan (02:32):
I did.
I love to listen to music.
I have a radio in my head so, Ihave a penchant for being able
to memorize words quickly, but Ialso used it as a time to catch
up with my family as well.
It gave me an opportunity totalk to each individual member
and have meaningfulconversations.
(02:52):
So, that was the best part.
Amanda (02:53):
That's right.
I used to talk to you in themornings on your drive.
Jan (02:56):
We had a scheduled time, and it worked out really nice
because it was a great way forthe time to just fly by.
Amanda (03:03):
Nice.
So, I enjoyed those times.
I'm glad you're here with me inNorth Carolina and not in Cali.
We're going to have to go visit.
I love California, though.
Jan (03:13):
Yeah.
The sunsets are amazing there.
But the sunsets and sunrises inNorth Carolina are just as
beautiful.
Amanda (03:19):
They are, they're really pretty.
So, let's talk.
All the people want to knowabout getting a raise.
So, that's pretty much what theshow's about is all about the
things that people can do.
If they're feeling undervalued,how can they approach the raise
conversation, and what can theydo in preparation for that?
(03:40):
And so, I'm just going to diveright into questions.
Is that okay with you?
Are you ready?
Are you ready?
We were talking about traffic,but we're going to pivot to
questions about raising up.
What is your, your best advicefor someone who feels
undervalued?
Jan (03:56):
Well, Mandi, I think it's important, first of all, is to
understand why we feelundervalued.
Taking into consideration someof the things that may help us
understand our position betterwould be the climate and the
culture of the organization.
And in some instances, we mightneed to actually ask ourselves,
is the company even a companythat's a good fit for me, or are
(04:20):
they someone that I can growwith?
Amanda (04:22):
Hmm.
Okay.
So that's kind of the firstquestion.
Whenever you're feelingundervalued, like, is this the
right place?
Do I like my job?
Do I like the people I workwith?
Jan (04:33):
Exactly.
Do you wake up in the morningexcited to go to work, and while
you're at work, do you feelengaged in a part of the
business?
Amanda (04:43):
Do you feel like that advice kind of changes in
today's world for companies whoare cash strapped or being
bailed out?
Jan (04:51):
Unfortunately, downsizing is a part of our current
reality.
Businesses are still looking fortheir employees to continue to
contribute to the organization.
Usually, during these times,companies are looking to their
leaders for consistency, whichis so important.
They lean on their highperformers to keep the business
running smoothly.
(05:11):
But we still have great peoplewho are still doing great work,
and their value should neverchange.
Amanda (05:16):
Yeah, I could see that.
So the high performers arestepping up, and they're doing
more as everybody's downsizing,and so it's really going to set
them up in a great positionwhenever it is time to have the
performance review or anythinglike that or those types of
conversations with their bosses.
(05:36):
Okay.
So, on the show, we typicallytalk about the one or two times
a year people find themselveshaving a real raise conversation
or a conversation about theircompensation.
Tell us a little bit about someof the good conversations you've
been a part of in your career,whether that's you or someone
(05:58):
else.
What did those conversationslook like?
Jan (06:00):
Sure.
When I first started my career,I actually had no idea how to
monetize my value.
Consequently, this left meeither underestimating myself,
leaving money on the table, ifyou will or simply asking too
much for the position.
This was frustrating.
I knew I had the skill sets theywere looking for but had no idea
(06:21):
how to go about properlynegotiating my worth.
As I began to try and grow mycareer, I was faced with the
same challenges, right backwhere I started, clueless as to
my value, and sometimes settlingfor the offered pay.
It wasn't until I startedactually planning and preparing
for the discussions.
I began researching the role,the company salary ranges for
(06:43):
the specific role, andresponsibilities, and then had
something tangible that I couldactually use to my advantage to
help me have more power in mynegotiations.
Now I'm not saying that I walkedaway with the best salary I
could have ever imagined orhoped for, but it did provide me
with bargaining power.
Remember, compensation comes ina variety of ways, additional
(07:06):
vacation time, car allowances,bonuses, profit sharing, and the
possibilities are endless andalways amount to additional
money in our pockets.
Amanda (07:16):
Where were you working, first of all, whenever you
realized that you wanted to havelike these, that you needed to
be more prepared for theseperformance conversations and
then also what kind of perksreally got you excited outside
of monetary?
Jan (07:33):
So Amanda, unfortunately, I learned some of these tricks a
little later on in my career.
I just didn't have thewherewithal or the knowledge
when I was younger to be able toknow how to negotiate better for
myself.
I had been working for a verylarge global business, and the
base salary was minimal, but itwas a nice lifestyle for me, but
(07:53):
it didn't really come with verymany perks.
I had the opportunity to go towork for a brand-new corporation
that was just launching.
It was a new concept, and when Iwent into my negotiations with
them, I actually had a littlebit more knowledge of how to
have these types of discussions,and I was very happy with the
way that the interview processwent, and the amount of
(08:17):
compensation that they werewilling to provide.
But really what caught myattention, and really what made
me so excited about theposition, was they were offering
safe Harbor contributions on mybehalf.
They were providing me with acar allowance, and actually a
vehicle of my own.
They provided all of the gas andinsurance.
I also had opportunities to havebonuses, and yearly reviews were
(08:42):
on time, and they weresubstantial.
And that was the first time inmy career that I actually
really, truly understood thevalue of the entire package that
was being provided to me insteadof just a salary.
It was an entire package thatwas going to make my life
better, and improve mylifestyle, and my relationships
(09:03):
because I was being afforded alot more opportunities in that
way.
Amanda (09:08):
That's amazing.
I think that a lot of companiesare starting to move in that
direction of more of a holisticapproach to how they're taking
care of their people.
It seems like because from whatyou're saying is, later in your
career, a lot of the jobs beforethat didn't have as many perks
(09:28):
or options.
It was all about base salary.
Jan (09:32):
That's correct.
You know, and it wasn't untilthe climate of employment
started to change whereorganizations were really
looking for great people, andbecause the pool size of those
types of applicants that werequalified started to shrink.
And so, you saw companies startto offer more than just the
(09:53):
salary because it doesn't alwaysmean it's just about the money,
although we all love to be paidwell.
It comes down to all of theother additional items that they
offer to you that really doimprove your lifestyle.
So, insurance was a huge one forme.
Forever, I've paid large amountsof money to be covered by
(10:16):
insurance, and now I had acompany that was willing to pay
90%, and it made it verymanageable for me, and
affordable, and that put moneyback into my pocket that we
don't always take intoconsideration when we're looking
at those benefit packages, wejust think of the hard dollar
(10:36):
line, and it comes down to somuch more.
Once you start to monetize thoseadditional benefits, you do see
that your actual base payincreases Infinitum, based on
those types of contributionsthat your employers are willing
to make.
Amanda (10:53):
So, you've been in managerial roles, executive type
roles.
What type do you look forspecifically whenever you're
doing performance reviews withpeople?
Jan (11:08):
Mandi, I've had a lot of experience in helping people
prepare for raises, andcompensation reviews, and things
of that nature.
My best advice is that when youcome to the table ready to
negotiate for a raise, that youare well-prepared, preparation
is one of the very first stepsin being ready to actually have
(11:31):
those meaningful types ofconversations.
So, knowing what youraccomplishments have been
throughout the year or byannually.
Whenever your reviews are due,understanding who you are, what
your contributions to theorganization are, how you have
improved yourself, how you'veworked to develop your teams,
how you have become more engagedin the business itself.
(11:55):
And my best advice to everyoneis to make sure that you are
well prepared to have thoseconversations.
It's not something you can justwalk into an ad lib or wing it,
because you sell yourself short.
We have a tendency to not beable to remember our past
accomplishments because we don'treally, we don't really relish
(12:16):
in them, we don't savor thosereally important moments in our
lives.
They're just a check on achecklist.
And those all, the small andlarge projects all accumulate
together to create a biggerpicture for our supervisors, our
superiors, whoever it may bethat we're reporting to
(12:36):
directly.
But making sure that we're readyfor those conversations is
really, truly, the mostimportant thing that we can do
to help ourselves and to showour value to the organization.
It's when we come well preparedwith everything that we've
accomplished in the past, andwho we are, and the value that
we bring to the organization.
Amanda (12:58):
So are you advising people to like keep track,
almost like write these thingsdown and document them and make
sure that you're remembering allof the things that you've done
or the conferences that you wentto or is that, is that what
you're saying as far aspreparation?
Jan (13:14):
Absolutely it is.
It took me a really long time tounderstand this concept.
The yearly review would comearound, and I'd sit down two
weeks before the review wasready to happen.
And I think, okay, what have Idone?
And I could not rememberanything from the past 11
months.
(13:35):
And all I could remember waswhat was sitting right in front
of me.
And my best advice to not onlymyself but to everyone that I
worked with was to literallycreate a folder on your desktop
or a task list or using yourcalendar to note all of these
accomplishments that you havecompleted.
(13:56):
It helped me, and it's helpedothers to be able to jot those
things down very quickly, keepthem in a stored area so that
when it came review time, youcould pull open that
information, and you could writethe most amazing detailed review
that you'd ever written before.
And how impressive is that to beable to sit down with your boss
(14:18):
or leader, and be able to have adetailed accounting of all of
the accomplishments that youhad, that you had completed in
the year prior?
And it also created a sense ofconfidence and completion.
When I would sit down to writethose reviews, I was actually
amazed at the things I hadaccomplished, and it made my
(14:42):
confidence grow so much bigger,and it allowed me to sit down
and have very detailed,intelligent conversations, and
it allowed me to advocate formyself.
I could say, this is why I amrating myself on a scale of one
to five, I was giving myselffours and fives.
(15:03):
I was an expert, and I hadmastered.
But before that, I was sellingmyself short, and on a scale of
one to five, I was giving myselfa three, meeting expectations.
Meeting expectations isliterally just showing up for
work every day on time, ready towork.
That's not really what we wantas individuals, and it's
(15:25):
definitely not what ourorganizations are looking for.
They're looking for people whostep up, contribute, put
themselves out there, and arestrong and confident, and these
are the type of people thatbecome very strong leaders, and
accelerate their careers, andare able to move up quickly.
Amanda (15:46):
So, I bet you have some stories about some conversations
that have happened between youand people that you are giving
performance reviews too.
What is your favorite story thatyou would love to share with
everyone?
Because I love stories.
Jan (16:05):
It's funny because war stories are really a dime a
dozen, Mandi.
Success stories, though, thoseactually really add up to
thousands of dollars, right?
And thousands of people who havebeen successful.
I've had many war stories.
I've seen managers who have comein, using challenging times to
(16:29):
create leverage for themselvesand seeing that backfire.
Amanda (16:33):
Like as in them getting fired?
Jan (16:37):
In some instances, that can actually happen.
It's true.
In some instances, that canactually happen.
It's true.
If you're fighting for somethingthat is unrealistic or you're
holding your company over abarrel, it is never really the
right time to approach yourleaders and ask for a raise or
additional compensation.
And so, I have seen a lot ofpeople fail in that area because
they weren't using their talentsand their skills to request a
promotion or additionalcompensation.
(17:07):
They were using challengingtimes and holding their
employers over a barrel, andalmost forcing them into giving
them an additional compensationpackage or raise.
And those are never really theright times when challenging
times h it a n organization.
As I said earlier, they'relooking to their leaders and
(17:29):
their high performers to reallypick up the slack and jump in
and continue to be strongleaders in the organization.
But when we are positioningourselves to create a weakness
for the organization and tobolster ourselves up, those
don't usually go well.
The time set asking for thoseadditional compensations when
(17:53):
those times come about is whenyou have been performing, you've
been reaching, you've beenstretching yourself, you're
thinking out of the box, you'vebeen working so hard to build
relationships with the peoplewho are on your team and people
who aren't on your team.
It's all about buildingrelationships and being noticed,
showing up doesn't just meanshowing up on time, but it means
(18:16):
showing up, ready to work,prepared to give your all.
And those are the people whoI've seen be the most successful
in getting that extra money intotheir pockets.
They come about it not from aselfish perspective, but from a
realistic approach that theywant to give their very best and
(18:37):
that they're hoping to see thebest compensation, best reviews,
best raises that they canpossibly achieve because they
have been so committed to beingprofessionals and making sure
that they're having those greatconversations at the right time.
Amanda (18:56):
Okay.
So how often would you typicallydo the performance reviews?
Jan (19:00):
In most organizations, you do see them yearly.
You're usually given about amonth to prepare for your
review.
But I have seen them bi-annually, which is great and has
actually been a best practicefor me in the past.
A yearly review really is alittle too long to go as an
(19:24):
employee without knowing reallytruly where you stand in the
organization.
Are you a great contributor?
Do they value you?
Do they recognize thecontributions that you're
making?
And so, in the last fewbusinesses that I have worked
with, we did develop bi- annualreviews because it gave us an
(19:44):
opportunity to addresssituations more quickly.
But another thing that is agreat asset is to have monthly
one-on-one reviews where you sitdown and actually talk about
what's going on right now.
What have you been working onthis month?
Do you need to be redirected orare you just going to hear
(20:07):
amazing praises from your leaderbecause you are headed in the
right direction, you're showingyour full potential, and are you
a true leader?
You're bringing other people onboard with you.
You're reaching out, yourvolunteering for committees,
you're volunteering to beleaders of meetings with other
departments, but you're reallyputting yourself out there.
(20:28):
And those one-on-one reviews arevery important.
But bi-annually is by far, Ibelieve, one of the best
approaches to take for reviews.
Amanda (20:38):
What would you say for people that don't necessarily
have great leaders in theirorganization, is there a way for
them to prepare for those typesof conversations?
Or is it, are you sure you wantto be at this organization?
Jan (20:56):
Sometimes things just happen in organizations where
leaders are brought in, andsometimes there's just not a
great fit, but we have so manyother resources available to
ourselves.
We have peers, we havecolleagues, we have other people
that maybe we have a dotted lineto that we report to.
(21:16):
We have people from our pastthat we've worked with that
we've learned through differentpersonality types and styles of
how to be able to engage withthose types of leaders.
But it doesn't change the waythat we approach our reviews.
It just might change a littlebit of the dynamic and language.
Yeah.
Or the dynamics of theconversation that we're engaged
(21:39):
in.
But we have a lot ofopportunities and have had a lot
of opportunities in our past topractice those types of
conversations with other people.
And so truly for me is there'sreally no different approach to
having those types ofconversations with those maybe
challenging leaders.
Because if we have been diligentand we have documented all of
(22:02):
our past accomplishments, whenwe come to that conversation,
we're armed and ready.
We have all of the documentationthat we need to be able to have
a very truthful and meaningfulconversation.
And regardless of what thatleader looks like, we own our
part.
Amanda (22:18):
So right now we're in the middle of Covid-19.
So how might that type ofconversation look differently
today, right?
With the economy in a downturn,all the layoffs, it's kind of an
uncertain environment.
What would you say as far asthat goes?
Jan (22:37):
Well, you know, Mandi, right now, many people are
finding themselves workingremotely.
It's a part of reality for us atthe moment.
And for some people it can bechallenging.
I used to work in the field, Iused to be gone and visiting
different locations and now Ifind myself sitting at a desk,
which for someone who has a lotof energy, which I do.
Amanda (23:02):
Now I know where I get that from.
Jan (23:04):
I can sometimes be challenged with keeping my
attention focused and directed,I've learned to take breaks,
short, little quick break sothat I can get my right mind
back again and sit down andrefocus.
But what I've found is that it'sreally important for us to stay
(23:27):
well connected, talking with ourpeers, making sure that we're
communicating well, whether itbe via zoom or webinars,
conference calls, emails,whatever that looks like for you
as an individual in yourorganization is making sure that
you're still showing up anddoing the exact same job that
(23:48):
you would have done had you beensitting at your desk at work.
And so one thing that I findvery helpful is to keep the same
routine, set the alarm for theexact same time you always have,
get up, get showered, get readyfor work, just like you were
getting ready to commute andpunch into to your desk.
Punch a time clock and show upat your desk.
(24:10):
So, it's really important tostay grounded, stay focused, and
make sure that you're stillcontinuing those habits even
though you get to still enjoythe benefits of working
remotely.
So I know that companies arechallenged at this particular
moment, but there are a lot ofgovernment programs and a lot of
individuals who are stepping upand contributing to keeping this
(24:33):
beautiful country of oursflowing and moving and still
growing and having people besuccessful still.
(26:30):
And we see the largerorganizations that continue to
thrive and grow.
But you do see those, thosegreat, great companies who have
always put the culture of thebusiness in the forefront and
that in putting the culture oftheir organization in the
forefront that takes theirpeople with them.
(26:53):
A company that has a greatculture and takes great care of
its people, those people staydedicated and committed, for
however long it takes to getthrough these difficult times.
And those organizations repaythose people by helping them,
(27:13):
because of their commitment tothe brand.
Amanda (27:17):
So you're saying don't get greedy?
Jan (27:19):
Don't get greedy.
You know, there's a time and aplace for us to request and go
about those positiveconversations when, and I'm not
saying you just wait until thecompany is booming with profits.
But there is a time and place tohave those conversations.
And during these specific times,especially when we see employers
(27:41):
allowing us to work remotely ifwe're fortunate enough to be
blessed with that opportunity.
But it's very important for usto be wise with our timing and
when we are approaching ouremployers to ask for additional
compensation, it has to be theright time, not just for us but
(28:03):
for the organization as well.
Amanda (28:05):
What would you say for the people that have been laid
off?
I mean, I know that you'veworked for some organizations
that have had to downsize andlet people go that were talented
and good and contributing.
Is this a time of rebuilding?
Is this a time of education?
(28:26):
What do you think?
Jan (28:29):
That's a great point, Mandi.
In fact, I know a lot of peoplewho have returned back to school
, working to either complete adegree, whether it's a high
school, college or even theirmasters, doctorate, whatever
that looks like for them as anindividual, this is a great
opportunity for them to continueto build their skill set and to
(28:51):
create more value withinthemselves, build their
confidence, help them to be ableto even apply for jobs that
maybe before they weren'tqualified for.
But now they are.
And I've seen a lot of peoplecreate their own businesses out
of necessity.
What can I do?
What resources and skills do Ihave that I can approach a new
(29:16):
business and create a businessthat satisfies a need?
And so, I've seen a lot ofpeople start new businesses and
using that as a way to helpcreate income for themselves.
It's challenging because thereare a lot of businesses that are
(29:38):
shrinking, but because of what'sgoing on in our country right
now, there are a lot ofbusinesses that are in a hiring
boom phase.
And that's also a great way forus to remain active and to
continue to build on our resume.
It is helping us to stay focusedon the positive things that are
(30:00):
going on in our lives ratherthan some of the challenging
moments that are apparent rightnow during this time.
So, there are a lot ofopportunities for us still to
continue to build and growourselves.
So, through school taking on anentrepreneurial role or trying
something completely different,you just never know what you
(30:20):
might find.
Maybe you would love being adelivery driver and being able
to listen to music in yourvehicle all day long.
Like I have said, I love andenjoy it.
So, there's a lot of differentopportunities that sometimes
people don't see because we haveon blinders and we're so focused
(30:41):
on my career track and thedirection I need to go and how
will I ever become a vicepresident if I'm driving a
delivery truck.
But during these times, it'simportant that we have income,
and it's important that wecontinue to feel good about
ourselves and when we're able tocontribute and help other people
(31:03):
and grow other businesses, it'sa good time for us as
individuals.
Amanda (31:07):
Yeah, that was a good answer.
Geez, girl, you're on it today.
I just made her blush.
So, I want to go back to the warstories a little bit.
I want to know some of yourstories, what they did that
worked, and then what they didthat didn't necessarily work?
Jan (31:30):
So things that did work are the people who actually came
prepared.
They knew their value and theyknew their worth to the
organization.
They were comfortable with theirskill sets on.
Their confidence was high.
They knew exactly what they weredoing every single day when they
walked into work.
And by the end of their day whenthey walked away from work, they
(31:53):
felt good about thecontributions that they had
made.
They felt positive andenlightened, and uplifted as
they would leave thinkingtomorrow; this is the next thing
that I'm going to accomplish.
The best times that I have seenis when employees have actually
come prepared, ready to have avery meaningful conversation to
(32:17):
discuss all of theaccomplishments and
contributions that they had madeduring that time frame.
Two things they have in commonand they're the two most
important things that you canhave.
And the first one is planning.
And the second one ispreparation.
If you have not done yourhomework, if you have not
planned in advance, you have notprepared, the likelihood of you
(32:42):
being successful through thatcompensation or review period,
your chances are slim to none.
But the people that I have seenbe very, very successful, get
promotions, get great raises,have increased benefits.
Those are the individuals whohave shown up to work every
single day.
(33:02):
They've voiced their opinionsand they work to build
relationships within theorganization.
They are noticed, they arenoticed because of the way they
show up to work.
And when you sit down at reviewtime with them and they have
this detailed amazingly writtenreview that accounts for every
(33:23):
single task that they'vecompleted, both big and it's
important to know small as well.
The relationships that they'vebuilt, those are the people who
are the most successful withgetting those additional
compensations and raises.
Amanda (33:38):
Would they ask specifically for an increased
number, or would they have otherthings that they were hoping to
receive as far as vacation orsick pay?
Jan (33:52):
Absolutely, and that is the difference between successful
and unsuccessful.
Unsuccessful, they walk in their review, on a scale of one
to five, say they meetexpectations, a number three,
which is minimal, right?
And so, they're looking at a1%-3% increase, which is a cost
of living increase, which reallyis nothing.
(34:15):
A lot of times I can rememberearly on I go, my gosh, i t's
only like$50 a paycheck.
What the heck does that mean forme?
I'm successful people, they walkinto the room knowing and ready,
confident, prepared, and say,this is what I need to make my
life better and to make myperformance for you guaranteed.
(34:40):
And they're able to have thoseconversations, and they go,
well, a nd sometimes if we walkinto the room and we say, I need
$10,000, I believe that's whatmy s kill s et brings to the
table.
It doesn't necessarily meanwe're going to get$10,000 right
that minute.
But if we can't, and we can finda way to compromise with our
(35:03):
employers, maybe they come to usand say, right now, we're
prepared to offer you$5,000 inan additional compensation
raise.
That's your opportunity tobargain.
That's your opportunity to standup a nd advocate for yourself
and say, a ll r ight, I canagree to the$5,000 if we can
come to terms in some other way.
(35:26):
Is there a possibility that Ican have an additional week of
vacation?
Is there a possibility that wecan meet in the middle, and you
can start to provide me with astipend for my gas because I
travel so many miles forbusiness?
And so, there's a lot ofdifferent ways that our
employers can compensate us for,for work well done.
(35:49):
And for compensating us asindividuals don't just mean, w
hen you look at your paycheck,you're like, Holy mackerel.
It's not just$50.
It's, a thousand dollars extraper paycheck.
But it's about really what makesyour life better.
And all of those ingredientsreally do create additional
money into your pocket.
(36:10):
So, we need to be open-mindedwhen we walk into those types of
conversations and not limitingourselves or placing a hard no,
that I either get$10,000 todayor I'm prepared to walk away.
Employers don't want to losetheir best people.
And so, they are also willing tonegotiate as well.
(36:31):
So, we just need to know thatwhen we walk into those rooms,
we're prepared, we're ready, weknow how to negotiate and
advocate for ourselves.
And those are the people thatare the most successful.
Amanda (36:42):
I could see that.
Okay.
So, is there anything else thatyou would like to impart?
Knowledge, funny stories,antidotes, anything at all that
you would like to close withthat I didn't really cover?
Jan (36:57):
Well, Amanda, I'm really happy with our conversation
today.
I feel like we've covered a lotof areas, when it comes to
compensation and review times.
I do have one story that I haveto share with you.
The last company that I actuallyinterviewed with, I was so
excited it really was the cremede la creme as though I thought,
(37:22):
the salary and the title that Iwas applying for was the highest
title I'd ever applied for, thelargest compensation package I'd
ever seen.
And I wanted it so badly, sobadly I could taste it.
I did all of my homework, and Iresearched the company, I
researched the median salaryrange.
(37:44):
I understood what the jobresponsibilities were, I matched
my skill sets to the jobresponsibilities.
And I knew I was so preparedwalking into this interview.
I knew I was going to get thisjob, sat down, and started going
through conversations, and itwas a long day.
I interviewed with eightdifferent people in one day for
(38:08):
the position.
And the very last person that Isat down with was a VP, and that
was the position that I wasfighting for was a VP position
as well.
And he looked at my resume, andhe looked at me, and he said,
your resume is filled withfluff.
And I thought, wow, I haveworked so hard my whole career
(38:29):
to be able to put theseingredients into my resume and
my mind.
After I finished thatconversation with him, which was
not really a great feeling towalk away with, but it created a
resolve in me that I told myselfI would never put myself in this
(38:51):
type of position again.
And I started to look at myresume and what I thought were,
heavy, hefty words thatdescribed all of my
accomplishments.
They really were fluff, and hewas right.
And I started to take my ownadvice into consideration and
rewrote my resume.
(39:11):
And I took some of my oldaccomplishment folders, which I
kept religiously, and I usedthat information to rewrite my
resume.
My accomplishments were so clearcut, so well-defined that when I
rewrote my resume, it reallytruly reflected all of the
(39:32):
accomplishments and successesthat I had had in my past.
And when I uploaded that resumeonto LinkedIn and indeed and
every job board I could possiblythink of, the types of hits that
I was getting on my profile, andmy resume were astounding.
I started to realize theimportance of that folder on my
(39:53):
desktop of keeping all of thosetasks written down and making
sure that I understood thecontributions that I had made in
my past and how good it made mefeel about the things that I had
done.
So, that when I knew I was goingto get into a situation that
would soon be coming againbecause I would be interviewing
(40:16):
as well again.
That when I would sit down inthose interviews, that I could
speak so clearly to my resumethat I knew I would be the one
that they would choose.
They would have no other choicebecause I was clearly going to
be the best candidate and thebest match.
Amanda (40:33):
Nice.
That's awesome.
So those little folders came inhandy.
Jan (40:37):
Yeah.
Practice what you preach.
I needed to take my own advice,and that was the one time that
it really truly did pay off forme.
Amanda (40:49):
Nice.
Well thanks for coming on theshow.
Jan (40:52):
Thank you.
It's been an honor and aprivilege, and I'm so grateful I
got to have this conversationwith you.
Amanda (40:57):
You did a great job.
You called me Amanda a couple oftimes and it's a little bit
concerning because you only callme Amanda when I'm in trouble,
so it threw me off just a tinybit.
So, if you heard her say Mandi,that's what I grew up being
known as.
I always wondered why you guysnamed me, Amanda, and then
called me Mandi.
Jan (41:16):
Do you know when you're young and silly and you just
don't understand how thegovernment works and that you
need to be named legal namesinstead of nicknames.
We always wanted your name to beMandi.
It was a favorite name of yourdad and I's, and members of our
family as well.
And so, we were trying to beformal.
(41:38):
Right?
And so, Amanda sounded soformal, but we should have named
you Mandi.
Amanda (41:45):
Mandi.
I l ike both names.
Jan (41:48):
I love them both too.
But you're right.
I only said Amanda maybe whenyou were in a little bit of
trouble.
Mandi is my loving and endearingname for you.
Amanda (41:58):
You used Amanda Jo.
Jan (42:01):
I didn't use that name very often.
But in trying to be professionalwith you today.
I know it slipped out a fewtimes.
Amanda (42:08):
That's okay.
It's normal.
It's good when you use Mandiinstead of Amanda.
Yeah.
So that's, that's just toclarify that, but yeah.
So, if you stayed with me thislong, stayed with us this long,
I hope you got somethingvaluable.
I wanted to take a moment andsay thank you.
You have so many options forbusiness and live podcasts, and
(42:30):
I feel really honored thatyou're listening today.
And of course, I want toencourage you to subscribe to
the podcast.
I mean, of course, I want to,you got to help us spread the
word.
Some of you are going to makebig moves with the things you
learn today from my mom, JanRock.
We loved her.
And we will only hear, ifyou're, I'm like tripping up.
(42:55):
I'm so excited about it.
You'll only hear if you'resubscribed on like Spotify or
iTunes or wherever you listen tothis podcast.
So, we typically don't email thebonus episodes.
We'll like throw bonus episodesup, and that's how you can get
access.
So, make sure you subscribe thisyear is crazy.
Covid-19 is crazy.
(43:16):
I'm praying for you guys.
I love you guys and I'll see youback here next week.
Bye.
It's not something you can just walk into and ad-lib or
wing it because you sellyourself short.
Amanda (00:14):
Ladies and gentlemen welcome back to the raise up
podcast.
I'm so excited that you're here,and I'm super, super excited
about today's guests.
And you know, I've known thislady for a really long time now,
actually like 33 years.
In fact, it is my very ownmother, and it might freak you
out because we sound an awfullot like each other.
(00:37):
So, you have to tell me like wasthat one of the biggest things
growing up that we sound alike.
So, let us know if you think thesame thing, but I am so excited
to introduce her to you guys.
She is not only my mom, but sheis super smart.
She's an experienced executivewho's assisted in launching new
concepts, branding globalcompanies, global, not just
(01:00):
national, global, and developingpartnerships.
She's a successful entrepreneur.
She's owned two successfulbusinesses, mother of three
amazing adult children.
I am one of them, and the happygrandmother to six incredible
grandkids.
So, J Rock, mama Jan, how's yourself-isolation going?
This whole COVID-19?
Jan (01:22):
Ooh, Mandy.
I'm adjusting as most of us are,naturally, I worry about my
loved ones who live in variousstates, but we've been finding
creative ways to stay in touch.
It's been great for work though,little to no distractions, and
best of all, no commute time.
And for a California girl that'ssaying a lot.
Amanda (01:41):
Yeah, you used to have a huge commute, didn't you, when
you lived in California?
Jan (01:44):
Oh, my goodness.
I would spend approximatelythree hours on the road, an hour
and a half going, and an hourand a half coming home, and you
know, that was only a 15-miledrive, thanks to the wonderful
405, and lots of traffic.
It makes you learn a lot of newsongs, and listen to books, and
it's a pretty great time to getcaught up on all of your phone
calls.
Amanda (02:04):
Does it teach you patience?
I've always wondered that.
Or if it just makes you morehostile when you get to work.
Jan (02:11):
You know, for me, it was actually changing my mindset and
realizing that this is where Iwas on my commute to work, and
it made me take things into awhole new perspective.
It was no longer, ah, I'm stuck.
It was alright, this is a partof my drive.
What can I do to make it better?
Amanda (02:29):
Nice.
So you usually use music forthat?
Jan (02:32):
I did.
I love to listen to music.
I have a radio in my head so, Ihave a penchant for being able
to memorize words quickly, but Ialso used it as a time to catch
up with my family as well.
It gave me an opportunity totalk to each individual member
and have meaningfulconversations.
(02:52):
So, that was the best part.
Amanda (02:53):
That's right.
I used to talk to you in themornings on your drive.
Jan (02:56):
We had a scheduled time, and it worked out really nice
because it was a great way forthe time to just fly by.
Amanda (03:03):
Nice.
So, I enjoyed those times.
I'm glad you're here with me inNorth Carolina and not in Cali.
We're going to have to go visit.
I love California, though.
Jan (03:13):
Yeah.
The sunsets are amazing there.
But the sunsets and sunrises inNorth Carolina are just as
beautiful.
Amanda (03:19):
They are, they're really pretty.
So, let's talk.
All the people want to knowabout getting a raise.
So, that's pretty much what theshow's about is all about the
things that people can do.
If they're feeling undervalued,how can they approach the raise
conversation, and what can theydo in preparation for that?
(03:40):
And so, I'm just going to diveright into questions.
Is that okay with you?
Are you ready?
Are you ready?
We were talking about traffic,but we're going to pivot to
questions about raising up.
What is your, your best advicefor someone who feels
undervalued?
Jan (03:56):
Well, Mandi, I think it's important, first of all, is to
understand why we feelundervalued.
Taking into consideration someof the things that may help us
understand our position betterwould be the climate and the
culture of the organization.
And in some instances, we mightneed to actually ask ourselves,
is the company even a companythat's a good fit for me, or are
(04:20):
they someone that I can growwith?
Amanda (04:22):
Hmm.
Okay.
So that's kind of the firstquestion.
Whenever you're feelingundervalued, like, is this the
right place?
Do I like my job?
Do I like the people I workwith?
Jan (04:33):
Exactly.
Do you wake up in the morningexcited to go to work, and while
you're at work, do you feelengaged in a part of the
business?
Amanda (04:43):
Do you feel like that advice kind of changes in
today's world for companies whoare cash strapped or being
bailed out?
Jan (04:51):
Unfortunately, downsizing is a part of our current
reality.
Businesses are still looking fortheir employees to continue to
contribute to the organization.
Usually, during these times,companies are looking to their
leaders for consistency, whichis so important.
They lean on their highperformers to keep the business
running smoothly.
(05:11):
But we still have great peoplewho are still doing great work,
and their value should neverchange.
Amanda (05:16):
Yeah, I could see that.
So the high performers arestepping up, and they're doing
more as everybody's downsizing,and so it's really going to set
them up in a great positionwhenever it is time to have the
performance review or anythinglike that or those types of
conversations with their bosses.
(05:36):
Okay.
So, on the show, we typicallytalk about the one or two times
a year people find themselveshaving a real raise conversation
or a conversation about theircompensation.
Tell us a little bit about someof the good conversations you've
been a part of in your career,whether that's you or someone
(05:58):
else.
What did those conversationslook like?
Jan (06:00):
Sure.
When I first started my career,I actually had no idea how to
monetize my value.
Consequently, this left meeither underestimating myself,
leaving money on the table, ifyou will or simply asking too
much for the position.
This was frustrating.
I knew I had the skill sets theywere looking for but had no idea
(06:21):
how to go about properlynegotiating my worth.
As I began to try and grow mycareer, I was faced with the
same challenges, right backwhere I started, clueless as to
my value, and sometimes settlingfor the offered pay.
It wasn't until I startedactually planning and preparing
for the discussions.
I began researching the role,the company salary ranges for
(06:43):
the specific role, andresponsibilities, and then had
something tangible that I couldactually use to my advantage to
help me have more power in mynegotiations.
Now I'm not saying that I walkedaway with the best salary I
could have ever imagined orhoped for, but it did provide me
with bargaining power.
Remember, compensation comes ina variety of ways, additional
(07:06):
vacation time, car allowances,bonuses, profit sharing, and the
possibilities are endless andalways amount to additional
money in our pockets.
Amanda (07:16):
Where were you working, first of all, whenever you
realized that you wanted to havelike these, that you needed to
be more prepared for theseperformance conversations and
then also what kind of perksreally got you excited outside
of monetary?
Jan (07:33):
So Amanda, unfortunately, I learned some of these tricks a
little later on in my career.
I just didn't have thewherewithal or the knowledge
when I was younger to be able toknow how to negotiate better for
myself.
I had been working for a verylarge global business, and the
base salary was minimal, but itwas a nice lifestyle for me, but
(07:53):
it didn't really come with verymany perks.
I had the opportunity to go towork for a brand-new corporation
that was just launching.
It was a new concept, and when Iwent into my negotiations with
them, I actually had a littlebit more knowledge of how to
have these types of discussions,and I was very happy with the
way that the interview processwent, and the amount of
(08:17):
compensation that they werewilling to provide.
But really what caught myattention, and really what made
me so excited about theposition, was they were offering
safe Harbor contributions on mybehalf.
They were providing me with acar allowance, and actually a
vehicle of my own.
They provided all of the gas andinsurance.
I also had opportunities to havebonuses, and yearly reviews were
(08:42):
on time, and they weresubstantial.
And that was the first time inmy career that I actually
really, truly understood thevalue of the entire package that
was being provided to me insteadof just a salary.
It was an entire package thatwas going to make my life
better, and improve mylifestyle, and my relationships
(09:03):
because I was being afforded alot more opportunities in that
way.
Amanda (09:08):
That's amazing.
I think that a lot of companiesare starting to move in that
direction of more of a holisticapproach to how they're taking
care of their people.
It seems like because from whatyou're saying is, later in your
career, a lot of the jobs beforethat didn't have as many perks
(09:28):
or options.
It was all about base salary.
Jan (09:32):
That's correct.
You know, and it wasn't untilthe climate of employment
started to change whereorganizations were really
looking for great people, andbecause the pool size of those
types of applicants that werequalified started to shrink.
And so, you saw companies startto offer more than just the
(09:53):
salary because it doesn't alwaysmean it's just about the money,
although we all love to be paidwell.
It comes down to all of theother additional items that they
offer to you that really doimprove your lifestyle.
So, insurance was a huge one forme.
Forever, I've paid large amountsof money to be covered by
(10:16):
insurance, and now I had acompany that was willing to pay
90%, and it made it verymanageable for me, and
affordable, and that put moneyback into my pocket that we
don't always take intoconsideration when we're looking
at those benefit packages, wejust think of the hard dollar
(10:36):
line, and it comes down to somuch more.
Once you start to monetize thoseadditional benefits, you do see
that your actual base payincreases Infinitum, based on
those types of contributionsthat your employers are willing
to make.
Amanda (10:53):
So, you've been in managerial roles, executive type
roles.
What type do you look forspecifically whenever you're
doing performance reviews withpeople?
Jan (11:08):
Mandi, I've had a lot of experience in helping people
prepare for raises, andcompensation reviews, and things
of that nature.
My best advice is that when youcome to the table ready to
negotiate for a raise, that youare well-prepared, preparation
is one of the very first stepsin being ready to actually have
(11:31):
those meaningful types ofconversations.
So, knowing what youraccomplishments have been
throughout the year or byannually.
Whenever your reviews are due,understanding who you are, what
your contributions to theorganization are, how you have
improved yourself, how you'veworked to develop your teams,
how you have become more engagedin the business itself.
(11:55):
And my best advice to everyoneis to make sure that you are
well prepared to have thoseconversations.
It's not something you can justwalk into an ad lib or wing it,
because you sell yourself short.
We have a tendency to not beable to remember our past
accomplishments because we don'treally, we don't really relish
(12:16):
in them, we don't savor thosereally important moments in our
lives.
They're just a check on achecklist.
And those all, the small andlarge projects all accumulate
together to create a biggerpicture for our supervisors, our
superiors, whoever it may bethat we're reporting to
(12:36):
directly.
But making sure that we're readyfor those conversations is
really, truly, the mostimportant thing that we can do
to help ourselves and to showour value to the organization.
It's when we come well preparedwith everything that we've
accomplished in the past, andwho we are, and the value that
we bring to the organization.
Amanda (12:58):
So are you advising people to like keep track,
almost like write these thingsdown and document them and make
sure that you're remembering allof the things that you've done
or the conferences that you wentto or is that, is that what
you're saying as far aspreparation?
Jan (13:14):
Absolutely it is.
It took me a really long time tounderstand this concept.
The yearly review would comearound, and I'd sit down two
weeks before the review wasready to happen.
And I think, okay, what have Idone?
And I could not rememberanything from the past 11
months.
(13:35):
And all I could remember waswhat was sitting right in front
of me.
And my best advice to not onlymyself but to everyone that I
worked with was to literallycreate a folder on your desktop
or a task list or using yourcalendar to note all of these
accomplishments that you havecompleted.
(13:56):
It helped me, and it's helpedothers to be able to jot those
things down very quickly, keepthem in a stored area so that
when it came review time, youcould pull open that
information, and you could writethe most amazing detailed review
that you'd ever written before.
And how impressive is that to beable to sit down with your boss
(14:18):
or leader, and be able to have adetailed accounting of all of
the accomplishments that youhad, that you had completed in
the year prior?
And it also created a sense ofconfidence and completion.
When I would sit down to writethose reviews, I was actually
amazed at the things I hadaccomplished, and it made my
(14:42):
confidence grow so much bigger,and it allowed me to sit down
and have very detailed,intelligent conversations, and
it allowed me to advocate formyself.
I could say, this is why I amrating myself on a scale of one
to five, I was giving myselffours and fives.
(15:03):
I was an expert, and I hadmastered.
But before that, I was sellingmyself short, and on a scale of
one to five, I was giving myselfa three, meeting expectations.
Meeting expectations isliterally just showing up for
work every day on time, ready towork.
That's not really what we wantas individuals, and it's
(15:25):
definitely not what ourorganizations are looking for.
They're looking for people whostep up, contribute, put
themselves out there, and arestrong and confident, and these
are the type of people thatbecome very strong leaders, and
accelerate their careers, andare able to move up quickly.
Amanda (15:46):
So, I bet you have some stories about some conversations
that have happened between youand people that you are giving
performance reviews too.
What is your favorite story thatyou would love to share with
everyone?
Because I love stories.
Jan (16:05):
It's funny because war stories are really a dime a
dozen, Mandi.
Success stories, though, thoseactually really add up to
thousands of dollars, right?
And thousands of people who havebeen successful.
I've had many war stories.
I've seen managers who have comein, using challenging times to
(16:29):
create leverage for themselvesand seeing that backfire.
Amanda (16:33):
Like as in them getting fired?
Jan (16:37):
In some instances, that can actually happen.
It's true.
In some instances, that canactually happen.
It's true.
If you're fighting for somethingthat is unrealistic or you're
holding your company over abarrel, it is never really the
right time to approach yourleaders and ask for a raise or
additional compensation.
And so, I have seen a lot ofpeople fail in that area because
they weren't using their talentsand their skills to request a
promotion or additionalcompensation.
(17:07):
They were using challengingtimes and holding their
employers over a barrel, andalmost forcing them into giving
them an additional compensationpackage or raise.
And those are never really theright times when challenging
times h it a n organization.
As I said earlier, they'relooking to their leaders and
(17:29):
their high performers to reallypick up the slack and jump in
and continue to be strongleaders in the organization.
But when we are positioningourselves to create a weakness
for the organization and tobolster ourselves up, those
don't usually go well.
The time set asking for thoseadditional compensations when
(17:53):
those times come about is whenyou have been performing, you've
been reaching, you've beenstretching yourself, you're
thinking out of the box, you'vebeen working so hard to build
relationships with the peoplewho are on your team and people
who aren't on your team.
It's all about buildingrelationships and being noticed,
showing up doesn't just meanshowing up on time, but it means
(18:16):
showing up, ready to work,prepared to give your all.
And those are the people whoI've seen be the most successful
in getting that extra money intotheir pockets.
They come about it not from aselfish perspective, but from a
realistic approach that theywant to give their very best and
(18:37):
that they're hoping to see thebest compensation, best reviews,
best raises that they canpossibly achieve because they
have been so committed to beingprofessionals and making sure
that they're having those greatconversations at the right time.
Amanda (18:56):
Okay.
So how often would you typicallydo the performance reviews?
Jan (19:00):
In most organizations, you do see them yearly.
You're usually given about amonth to prepare for your
review.
But I have seen them bi-annually, which is great and has
actually been a best practicefor me in the past.
A yearly review really is alittle too long to go as an
(19:24):
employee without knowing reallytruly where you stand in the
organization.
Are you a great contributor?
Do they value you?
Do they recognize thecontributions that you're
making?
And so, in the last fewbusinesses that I have worked
with, we did develop bi- annualreviews because it gave us an
(19:44):
opportunity to addresssituations more quickly.
But another thing that is agreat asset is to have monthly
one-on-one reviews where you sitdown and actually talk about
what's going on right now.
What have you been working onthis month?
Do you need to be redirected orare you just going to hear
(20:07):
amazing praises from your leaderbecause you are headed in the
right direction, you're showingyour full potential, and are you
a true leader?
You're bringing other people onboard with you.
You're reaching out, yourvolunteering for committees,
you're volunteering to beleaders of meetings with other
departments, but you're reallyputting yourself out there.
(20:28):
And those one-on-one reviews arevery important.
But bi-annually is by far, Ibelieve, one of the best
approaches to take for reviews.
Amanda (20:38):
What would you say for people that don't necessarily
have great leaders in theirorganization, is there a way for
them to prepare for those typesof conversations?
Or is it, are you sure you wantto be at this organization?
Jan (20:56):
Sometimes things just happen in organizations where
leaders are brought in, andsometimes there's just not a
great fit, but we have so manyother resources available to
ourselves.
We have peers, we havecolleagues, we have other people
that maybe we have a dotted lineto that we report to.
(21:16):
We have people from our pastthat we've worked with that
we've learned through differentpersonality types and styles of
how to be able to engage withthose types of leaders.
But it doesn't change the waythat we approach our reviews.
It just might change a littlebit of the dynamic and language.
Yeah.
Or the dynamics of theconversation that we're engaged
(21:39):
in.
But we have a lot ofopportunities and have had a lot
of opportunities in our past topractice those types of
conversations with other people.
And so truly for me is there'sreally no different approach to
having those types ofconversations with those maybe
challenging leaders.
Because if we have been diligentand we have documented all of
(22:02):
our past accomplishments, whenwe come to that conversation,
we're armed and ready.
We have all of the documentationthat we need to be able to have
a very truthful and meaningfulconversation.
And regardless of what thatleader looks like, we own our
part.
Amanda (22:18):
So right now we're in the middle of Covid-19.
So how might that type ofconversation look differently
today, right?
With the economy in a downturn,all the layoffs, it's kind of an
uncertain environment.
What would you say as far asthat goes?
Jan (22:37):
Well, you know, Mandi, right now, many people are
finding themselves workingremotely.
It's a part of reality for us atthe moment.
And for some people it can bechallenging.
I used to work in the field, Iused to be gone and visiting
different locations and now Ifind myself sitting at a desk,
which for someone who has a lotof energy, which I do.
Amanda (23:02):
Now I know where I get that from.
Jan (23:04):
I can sometimes be challenged with keeping my
attention focused and directed,I've learned to take breaks,
short, little quick break sothat I can get my right mind
back again and sit down andrefocus.
But what I've found is that it'sreally important for us to stay
(23:27):
well connected, talking with ourpeers, making sure that we're
communicating well, whether itbe via zoom or webinars,
conference calls, emails,whatever that looks like for you
as an individual in yourorganization is making sure that
you're still showing up anddoing the exact same job that
(23:48):
you would have done had you beensitting at your desk at work.
And so one thing that I findvery helpful is to keep the same
routine, set the alarm for theexact same time you always have,
get up, get showered, get readyfor work, just like you were
getting ready to commute andpunch into to your desk.
Punch a time clock and show upat your desk.
(24:10):
So, it's really important tostay grounded, stay focused, and
make sure that you're stillcontinuing those habits even
though you get to still enjoythe benefits of working
remotely.
So I know that companies arechallenged at this particular
moment, but there are a lot ofgovernment programs and a lot of
individuals who are stepping upand contributing to keeping this
(24:33):
beautiful country of oursflowing and moving and still
growing and having people besuccessful still.
(26:30):
And we see the largerorganizations that continue to
thrive and grow.
But you do see those, thosegreat, great companies who have
always put the culture of thebusiness in the forefront and
that in putting the culture oftheir organization in the
forefront that takes theirpeople with them.
(26:53):
A company that has a greatculture and takes great care of
its people, those people staydedicated and committed, for
however long it takes to getthrough these difficult times.
And those organizations repaythose people by helping them,
(27:13):
because of their commitment tothe brand.
Amanda (27:17):
So you're saying don't get greedy?
Jan (27:19):
Don't get greedy.
You know, there's a time and aplace for us to request and go
about those positiveconversations when, and I'm not
saying you just wait until thecompany is booming with profits.
But there is a time and place tohave those conversations.
And during these specific times,especially when we see employers
(27:41):
allowing us to work remotely ifwe're fortunate enough to be
blessed with that opportunity.
But it's very important for usto be wise with our timing and
when we are approaching ouremployers to ask for additional
compensation, it has to be theright time, not just for us but
(28:03):
for the organization as well.
Amanda (28:05):
What would you say for the people that have been laid
off?
I mean, I know that you'veworked for some organizations
that have had to downsize andlet people go that were talented
and good and contributing.
Is this a time of rebuilding?
Is this a time of education?
(28:26):
What do you think?
Jan (28:29):
That's a great point, Mandi.
In fact, I know a lot of peoplewho have returned back to school
, working to either complete adegree, whether it's a high
school, college or even theirmasters, doctorate, whatever
that looks like for them as anindividual, this is a great
opportunity for them to continueto build their skill set and to
(28:51):
create more value withinthemselves, build their
confidence, help them to be ableto even apply for jobs that
maybe before they weren'tqualified for.
But now they are.
And I've seen a lot of peoplecreate their own businesses out
of necessity.
What can I do?
What resources and skills do Ihave that I can approach a new
(29:16):
business and create a businessthat satisfies a need?
And so, I've seen a lot ofpeople start new businesses and
using that as a way to helpcreate income for themselves.
It's challenging because thereare a lot of businesses that are
(29:38):
shrinking, but because of what'sgoing on in our country right
now, there are a lot ofbusinesses that are in a hiring
boom phase.
And that's also a great way forus to remain active and to
continue to build on our resume.
It is helping us to stay focusedon the positive things that are
(30:00):
going on in our lives ratherthan some of the challenging
moments that are apparent rightnow during this time.
So, there are a lot ofopportunities for us still to
continue to build and growourselves.
So, through school taking on anentrepreneurial role or trying
something completely different,you just never know what you
(30:20):
might find.
Maybe you would love being adelivery driver and being able
to listen to music in yourvehicle all day long.
Like I have said, I love andenjoy it.
So, there's a lot of differentopportunities that sometimes
people don't see because we haveon blinders and we're so focused
(30:41):
on my career track and thedirection I need to go and how
will I ever become a vicepresident if I'm driving a
delivery truck.
But during these times, it'simportant that we have income,
and it's important that wecontinue to feel good about
ourselves and when we're able tocontribute and help other people
(31:03):
and grow other businesses, it'sa good time for us as
individuals.
Amanda (31:07):
Yeah, that was a good answer.
Geez, girl, you're on it today.
I just made her blush.
So, I want to go back to the warstories a little bit.
I want to know some of yourstories, what they did that
worked, and then what they didthat didn't necessarily work?
Jan (31:30):
So things that did work are the people who actually came
prepared.
They knew their value and theyknew their worth to the
organization.
They were comfortable with theirskill sets on.
Their confidence was high.
They knew exactly what they weredoing every single day when they
walked into work.
And by the end of their day whenthey walked away from work, they
(31:53):
felt good about thecontributions that they had
made.
They felt positive andenlightened, and uplifted as
they would leave thinkingtomorrow; this is the next thing
that I'm going to accomplish.
The best times that I have seenis when employees have actually
come prepared, ready to have avery meaningful conversation to
(32:17):
discuss all of theaccomplishments and
contributions that they had madeduring that time frame.
Two things they have in commonand they're the two most
important things that you canhave.
And the first one is planning.
And the second one ispreparation.
If you have not done yourhomework, if you have not
planned in advance, you have notprepared, the likelihood of you
(32:42):
being successful through thatcompensation or review period,
your chances are slim to none.
But the people that I have seenbe very, very successful, get
promotions, get great raises,have increased benefits.
Those are the individuals whohave shown up to work every
single day.
(33:02):
They've voiced their opinionsand they work to build
relationships within theorganization.
They are noticed, they arenoticed because of the way they
show up to work.
And when you sit down at reviewtime with them and they have
this detailed amazingly writtenreview that accounts for every
(33:23):
single task that they'vecompleted, both big and it's
important to know small as well.
The relationships that they'vebuilt, those are the people who
are the most successful withgetting those additional
compensations and raises.
Amanda (33:38):
Would they ask specifically for an increased
number, or would they have otherthings that they were hoping to
receive as far as vacation orsick pay?
Jan (33:52):
Absolutely, and that is the difference between successful
and unsuccessful.
Unsuccessful, they walk in their review, on a scale of one
to five, say they meetexpectations, a number three,
which is minimal, right?
And so, they're looking at a1%-3% increase, which is a cost
of living increase, which reallyis nothing.
(34:15):
A lot of times I can rememberearly on I go, my gosh, i t's
only like$50 a paycheck.
What the heck does that mean forme?
I'm successful people, they walkinto the room knowing and ready,
confident, prepared, and say,this is what I need to make my
life better and to make myperformance for you guaranteed.
(34:40):
And they're able to have thoseconversations, and they go,
well, a nd sometimes if we walkinto the room and we say, I need
$10,000, I believe that's whatmy s kill s et brings to the
table.
It doesn't necessarily meanwe're going to get$10,000 right
that minute.
But if we can't, and we can finda way to compromise with our
(35:03):
employers, maybe they come to usand say, right now, we're
prepared to offer you$5,000 inan additional compensation
raise.
That's your opportunity tobargain.
That's your opportunity to standup a nd advocate for yourself
and say, a ll r ight, I canagree to the$5,000 if we can
come to terms in some other way.
(35:26):
Is there a possibility that Ican have an additional week of
vacation?
Is there a possibility that wecan meet in the middle, and you
can start to provide me with astipend for my gas because I
travel so many miles forbusiness?
And so, there's a lot ofdifferent ways that our
employers can compensate us for,for work well done.
(35:49):
And for compensating us asindividuals don't just mean, w
hen you look at your paycheck,you're like, Holy mackerel.
It's not just$50.
It's, a thousand dollars extraper paycheck.
But it's about really what makesyour life better.
And all of those ingredientsreally do create additional
money into your pocket.
(36:10):
So, we need to be open-mindedwhen we walk into those types of
conversations and not limitingourselves or placing a hard no,
that I either get$10,000 todayor I'm prepared to walk away.
Employers don't want to losetheir best people.
And so, they are also willing tonegotiate as well.
(36:31):
So, we just need to know thatwhen we walk into those rooms,
we're prepared, we're ready, weknow how to negotiate and
advocate for ourselves.
And those are the people thatare the most successful.
Amanda (36:42):
I could see that.
Okay.
So, is there anything else thatyou would like to impart?
Knowledge, funny stories,antidotes, anything at all that
you would like to close withthat I didn't really cover?
Jan (36:57):
Well, Amanda, I'm really happy with our conversation
today.
I feel like we've covered a lotof areas, when it comes to
compensation and review times.
I do have one story that I haveto share with you.
The last company that I actuallyinterviewed with, I was so
excited it really was the cremede la creme as though I thought,
(37:22):
the salary and the title that Iwas applying for was the highest
title I'd ever applied for, thelargest compensation package I'd
ever seen.
And I wanted it so badly, sobadly I could taste it.
I did all of my homework, and Iresearched the company, I
researched the median salaryrange.
(37:44):
I understood what the jobresponsibilities were, I matched
my skill sets to the jobresponsibilities.
And I knew I was so preparedwalking into this interview.
I knew I was going to get thisjob, sat down, and started going
through conversations, and itwas a long day.
I interviewed with eightdifferent people in one day for
(38:08):
the position.
And the very last person that Isat down with was a VP, and that
was the position that I wasfighting for was a VP position
as well.
And he looked at my resume, andhe looked at me, and he said,
your resume is filled withfluff.
And I thought, wow, I haveworked so hard my whole career
(38:29):
to be able to put theseingredients into my resume and
my mind.
After I finished thatconversation with him, which was
not really a great feeling towalk away with, but it created a
resolve in me that I told myselfI would never put myself in this
(38:51):
type of position again.
And I started to look at myresume and what I thought were,
heavy, hefty words thatdescribed all of my
accomplishments.
They really were fluff, and hewas right.
And I started to take my ownadvice into consideration and
rewrote my resume.
(39:11):
And I took some of my oldaccomplishment folders, which I
kept religiously, and I usedthat information to rewrite my
resume.
My accomplishments were so clearcut, so well-defined that when I
rewrote my resume, it reallytruly reflected all of the
(39:32):
accomplishments and successesthat I had had in my past.
And when I uploaded that resumeonto LinkedIn and indeed and
every job board I could possiblythink of, the types of hits that
I was getting on my profile, andmy resume were astounding.
I started to realize theimportance of that folder on my
(39:53):
desktop of keeping all of thosetasks written down and making
sure that I understood thecontributions that I had made in
my past and how good it made mefeel about the things that I had
done.
So, that when I knew I was goingto get into a situation that
would soon be coming againbecause I would be interviewing
(40:16):
as well again.
That when I would sit down inthose interviews, that I could
speak so clearly to my resumethat I knew I would be the one
that they would choose.
They would have no other choicebecause I was clearly going to
be the best candidate and thebest match.
Amanda (40:33):
Nice.
That's awesome.
So those little folders came inhandy.
Jan (40:37):
Yeah.
Practice what you preach.
I needed to take my own advice,and that was the one time that
it really truly did pay off forme.
Amanda (40:49):
Nice.
Well thanks for coming on theshow.
Jan (40:52):
Thank you.
It's been an honor and aprivilege, and I'm so grateful I
got to have this conversationwith you.
Amanda (40:57):
You did a great job.
You called me Amanda a couple oftimes and it's a little bit
concerning because you only callme Amanda when I'm in trouble,
so it threw me off just a tinybit.
So, if you heard her say Mandi,that's what I grew up being
known as.
I always wondered why you guysnamed me, Amanda, and then
called me Mandi.
Jan (41:16):
Do you know when you're young and silly and you just
don't understand how thegovernment works and that you
need to be named legal namesinstead of nicknames.
We always wanted your name to beMandi.
It was a favorite name of yourdad and I's, and members of our
family as well.
And so, we were trying to beformal.
(41:38):
Right?
And so, Amanda sounded soformal, but we should have named
you Mandi.
Amanda (41:45):
Mandi.
I l ike both names.
Jan (41:48):
I love them both too.
But you're right.
I only said Amanda maybe whenyou were in a little bit of
trouble.
Mandi is my loving and endearingname for you.
Amanda (41:58):
You used Amanda Jo.
Jan (42:01):
I didn't use that name very often.
But in trying to be professionalwith you today.
I know it slipped out a fewtimes.
Amanda (42:08):
That's okay.
It's normal.
It's good when you use Mandiinstead of Amanda.
Yeah.
So that's, that's just toclarify that, but yeah.
So, if you stayed with me thislong, stayed with us this long,
I hope you got somethingvaluable.
I wanted to take a moment andsay thank you.
You have so many options forbusiness and live podcasts, and
(42:30):
I feel really honored thatyou're listening today.
And of course, I want toencourage you to subscribe to
the podcast.
I mean, of course, I want to,you got to help us spread the
word.
Some of you are going to makebig moves with the things you
learn today from my mom, JanRock.
We loved her.
And we will only hear, ifyou're, I'm like tripping up.
(42:55):
I'm so excited about it.
You'll only hear if you'resubscribed on like Spotify or
iTunes or wherever you listen tothis podcast.
So, we typically don't email thebonus episodes.
We'll like throw bonus episodesup, and that's how you can get
access.
So, make sure you subscribe thisyear is crazy.
Covid-19 is crazy.
(43:16):
I'm praying for you guys.
I love you guys and I'll see youback here next week.
Bye.
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