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being a Swiss army knife isn’t as great as you think and you’ll most likely be the first person to go during cuts.
Ironically, when I manage my teams or hire somebody, I don’t want them to dabble in a bunch of different areas. I want them to focus on something very specific and add value in that capacity.
I don’t want to surmise, but that might be the reason why your salary isn’t as high.
There’s a lot of Swiss Army knives.
Jack of all is not really the best thing when it comes to trade/work. But from interpersonal perspective, it’s a good thing. If you can reach out and help people from all walks on your team, then that’s a huge plus.
So again, if you core skill is strong, then this is a value add for you. You can have the raise convo based on your teaming skills since that’s way above and beyond regular.
You tie what you do to how much money the company makes. Every position makes the company money with directly (sales) or indirectly. If you can’t describe an output of your job that ties to revenue or profit of the business, then how are you improving the business.
You need to know the metrics (quality and quantity) that you track and what you do influence the metrics.
You need to describe the output of your job that drives revenue. How does what you make the company more money.
By them coming to you for help, does that mean you can’t do things to drive new revenue or profit for the company? Everything is a tradeoff. Helping others is nice, but it’s much nicer a to say I did project Y on the side that resulted in this increase in ABC.
It’s how my wife grew from office assistant to office manager to marketing manager. Side projects that made the office more profitable.
My brother was a sales director. He replaced a guy whose goal was to drive sales. That wasn’t specific or helpful. My brother gave a detailed plan on the metrics he would influence and how he would do it over the next 30/60/90 days.
If you don’t know the metrics then go talk to others doing the same thing (internally and externally) and see if they know. Eventually you will find A plus players who can tell you, you should see the difference between A+,A, and B players just by asking how their work impacts the bottom line.
A+ players know what metrics work and why they choose to focus on different or less obvious metrics. A players know the basics and may know basic metrics, and B players can’t answer the question well.
Say you have been approached by recruiters and when compensation discussion happens, the range is around $N.
Say you don't wanna leave, you like it here but you would like to discuss an increase to $N which you consider to be fair market value.
No one is indispensable, but if you left the company, how big a hole is left? Can existing team fill that hole (capability-wise) or is it easy/hard to hire to replace (at the same price?)? By losing you, is the company losing any earnings (be it top line earnings, some efficiency / expertise you bring)?
As an executive in industry now, those are the types of questions I think about for myself (if I approach my boss for a raise), and when others ask me for a raise.