Dr. Chris Donegan’s Post

How would you professionally express that the job they want you to do is beyond your pay grade? Share tips in the comments about communicating boundaries and setting priorities. Here's our example: "While I understand the importance of this project, my primary role is [insert your role]. I'm concerned about spreading myself too thin." Remember: The key is to be assertive but respectful, focusing on the impact of the workload rather than directly stating dissatisfaction with your compensation. #professionaldevelopment #worklifebalance #careeradvice

“That’s above my pay grade” How many times have you heard this? Personally, too many to count and the only thought that ever comes to mind when I hear this is: and it will stay that way if you stay in that mindset. Growth comes from working “above your pay grade” and is a way to signal to leaders above you that you are ready to step into a higher role. Don’t settle for the minimum if you are looking to grow your career — aim for that higher pay grade and see where it takes you.

How much is purpose worth? I recently read a comic strip in which the conversation went like this: Worker A: If your boss gives you a meaningful purpose at work, would you accept a lower pay? Worker B: No. Worker A: That goes to show how much meaning and purpose is worth at work. At first glance this sounds logical, but if we think deeper, this is thinking about the matter in a wrong way. If your boss tells you a purpose for the sake of cutting your pay, I would have serious doubts about that purpose and the intention behind sharing the purpose. So this comic isn't about purpose. It is about whether a leader treats their people fairly and respectfully. Think about these questions. Why do some people stay at a job despite being offered a higher pay elsewhere? Who do some people quit their jobs to take up lower-paying jobs in an unfamiliar industry? Ultimately people want more than money from their work life. How much is purpose worth? Everything. As leaders, how do we help our people find their purpose?

Ever wondered what really determines your paycheck? 🤔 It's time to debunk some myths about salary, performance, and what factors play a significant role in deciding your earnings. An eye-opening article I came across challenges the common belief that your paycheck reflects your personal achievements. In reality, luck, power dynamics, organizational inertia, mimicry, and equity often have just as much—if not more—impact on your compensation as your own performance. It's a provocative read that will leave you thinking about the way we value work and reward it. If you’re ready to dive deeper into what truly shapes the number on your paycheck and why the “performance pays” narrative might be oversimplified, this article is a must-read. Let's start a conversation about creating fairer compensation structures that truly reflect the hard work of employees at all levels. 💬 ➡️ https://lnkd.in/gHgZuFxK #Salary #Performance #WorkplaceCulture #EmployeeCompensation #FairWages

I want to pick everyone’s brains! This question is about pay. I know touchy subject but I would like some thoughts. Do you pay all you managers the same? If they start out at the same rate and get raises will a newbie come in at the current rate or their starting pay? Tiered management; What is the difference between levels? Example you have a General manager, first assistant, assistant managers, shift leader, and trainers. As we start to move forward on the ownership track I want to try to avoid some mistakes from past experiences. I don’t want to lose good people over pennies. Any insight would be great

LIMITLESS MONDAY HOW DO YOU HANDLE INCREASE IN PAY AND PROMOTION Everybody with a career is looking forward to climbing the Ladder of the profession. You work yourself out day in and day out with the expectation of getting rewarded when the time comes. Every professional wants to get seen and heard. Such as wanting to contribute to the growth of the organization you belong to. And after all, you will want compensation that will commiserate the input of energy. Most of the time, there come arguments when employees start to seek the head of the department's attention on the need for a raise in salary. It's never the right moment. Organizations always refuse to part with more expenses. A raise in salary and a promotion to other levels has a good impact on the lives of your professionals. It opens such into more inputting positive energy to the work. It stirred workers to research how to become better on the job. It creates confidence and makes employees believe they get heard and appreciated. Leadership should be ready to sit with the head of the dept, human resources, and accountants on how to improve by increasing raises and proposing promotions for the workers who bring in the money. A raise or promotion is the right that employees are to enjoy and get awarded with. It is advisable to keep records at work, and duties in your charge will be the antecedent for your raise or promotion. Being idle at work will do you no good. Organizations desire to keep workers who add value to the organizations. with high performers and high trust. Corporations want teams of workers who have good morals and will seek their interests. Such workers should get noticed and rewarded. But if the organization neglects such, that will be their loss. https://lnkd.in/ertTAafJ #ineedaraise #management #employeelivematters #humanresources

tl;dr: Money can’t buy happiness, but lack of it can cause drama. The article outlines heuristics for thinking about compensation strategically. Let’s call it the psychology of salary in code comments. Via: Compensation Heuristics - Saasy Management

Back in 2018, I stumbled upon an intriguing research article that left a mark on my thoughts. To my surprise, the same article has recently resurfaced, igniting conversations about a captivating trend. Isn't it fascinating how certain concepts find their way back into the limelight, reminding us of their significance? As I revisit this, I realize that it has become the latest corporate trend holding people back from negotiating higher salaries. Academicians call it ‘Social Impact Framing' - one that promises to reshape how we approach work and contribute to the greater good. As per a recent Harvard Business School Study organisations these days are seeking individuals not merely for their skills, but for their unwavering passion and mission-driven dedication. They are looking for people who can actively contribute to making an impact globally. At the face of it, it’s a movement that fuels a deep desire to make a positive global impact, to be a part of something greater than oneself. Driven by purpose it infuses each workday with a renewed sense of fulfilment and an insatiable drive to excel. Yet, Below this noble mission-driven philosophy, lies a thought-provoking question that needs attention. In this earnest desire to work for a cause, speaking for greater financial compensation has a big chance of being misinterpreted as greed. Can this new cultural shift inadvertently steer us away from negotiating higher salaries? Can your innate desire to shape a better world restrain you from pursuing external rewards? Imagine standing at this crossroads of mission and remuneration. What do you think is the right approach to handle this? D. Gargi With inspiration drawn from the thoughtful pages of a Harvard Business Review study - https://lnkd.in/g4cdRWMw and cited Hussain, I., Pitesa, M., Thau, S., & Schaerer, M. (2023). Pay suppression in social impact contexts: How framing work around the greater good inhibits job candidate compensation demands. Organization Science. https://lnkd.in/dpDMrXSG #DGargi #innovation #Management #Research #Storytelling #Compassion #Salary

Transforming to a company with no bosses: What are the challenges? 📈 Today, we publish the progress of the radical transformation that has just started in the first company we acquired. When moving to a self-managing organization (a.k.a. a company with no bosses or managers), you know you can expect some challenges. A few we've encountered so far: 😣 People who've moved out of their manager role have to get used to not being in a position of power anymore. 😐 Tensions from past power differences pop up now and again. ❌ Addressing conflict in a constructive way doesn't come easy. 💵 Designing and using the peer-to-peer salary system is hard. It takes practice to avoid over- and/or underestimating other's skills and 'calibrating' the new approach. So why transform this company into a bossless one? To avoid a situation like the image below 👇 Wanna learn more about our ongoing transformation, check out today's blog post: https://lnkd.in/exW-znfw

Haha, this post always makes me laugh! I have worked in relatively flat organisations for all of my life. Close to decision and always in the loop in one way or another. This could be because I have been working with IT since -95 and it is special for that culture or the fact that I work in Sweden and it is part of our culture since the viking age? I really do not know. What I do know is that when everyone has the information and the power to make their own decisions they almost always make really good decisions for the company. As a leader today I really try to give as much information as possible to everyone and empower them to make their own decisions and be there as a support in discussions. So far I have only seen positive effects of how we work. Being Swedish I could say that we need to improve even more and we probably should, but I really think we have had a good start so far. I can only encourage leaders out there to try this new management! Some call it Teal organisations others just speak of the peoples in the organisation like Simon Sinek's The Optimism Company. To me it is all the same and Steve Jobs summed it up perfectly: "I do not hire smart people and tell them what to do. I hire smart people and let them tell me what to do". #leadership #packagingdesign #artworkmanagement