A continuación, te explicamos cómo puedes entablar una conversación sobre un aumento de sueldo con el líder de tu equipo Agile.

Approach the conversation with preparation and professionalism. Present your achievements and contributions, highlighting how they’ve positively impacted the team and project outcomes. Be clear about your value and express your commitment to continued growth. Use data or examples to support your request and be open to feedback. Aim for a constructive dialogue that aligns your goals with the team’s needs.

Conversations surrounding a raise is always a strategic conversations between the concerned individuals. Good preparation already puts you 50% ahead in the exchange of words as you are aware what you want to convey, you anticipate the response and prepare accordingly. Little anecdote: In my previous experience whenever I connected with my counsellor I had written pointers which made me lead the conversation indirectly which was highly appreciated by my then manager. He said and I quote “I really like you come prepared unlike my other counsellee, which makes it difficult for me comprehend their point of view in any domain” Regular talks keeps you ahead, helps you build rapport and can be leveraged during raise talks.

I've worn the shoes of an Agile Team Leader, a Field Implementation Team Leader, and of an Operational Manager and on the way to that umbrella protection (aka protect your team) many spots below it, including the handle... When considering a raise, remember if you feel you are being low balled, start looking for new roles in case you might be low balled again. With another job offer in hand, you are in a much more powerful position on an Agile team to get the compensation that meets your responsibilities. To the Lead--you are not selling a car when you negotiate a raise--you are continuing a service agreement and if you are afraid to back a raise for a deserving candidate because of HR or boss blow-back, you will lose an asset.

Before discussing a raise with your Agile team leader, thorough preparation is key. Start by gathering evidence of your contributions, particularly how they've benefited the team and its goals. Agile teams regularly review work through retrospectives and sprint reviews, so use this feedback to showcase your achievements. Clearly articulate your value proposition, linking your request to tangible results like increased productivity, improved quality, or stronger team dynamics. By aligning your accomplishments with Agile values, you'll present a compelling case that resonates with your leader’s priorities.

Navigating a conversation about a raise with your Agile team leader starts with preparation. Know your accomplishments, gather data on your contributions, and be ready to discuss the value you bring to the team. Understand your impact on projects and how you have helped the team meet its goals. Preparation shows that you are serious and helps build a strong case for your request. Being well-prepared also boosts your confidence during the conversation. How do you prepare yourself to make your case clear and compelling? #PrepareWell #StrategicMarketing

Timing is crucial when discussing a raise with your Agile team leader. Aim for moments like the end of a sprint or after a successful project completion, as these times highlight your recent contributions and can strengthen your request. Be mindful of the team's current workload; avoid bringing up financial discussions during periods of high stress or tight deadlines, as this may impact your leader’s ability to engage fully with your request. Choosing the right moment ensures your conversation is more likely to be received positively.

Once you are prepared, the timing of your conversation is crucial. Choose a moment when your team leader is not swamped with deadlines or dealing with high-pressure situations. Look for a time when your achievements are fresh and relevant, such as after the successful completion of a project. Timing your request well can make a significant difference in how it is received. It is about finding the right moment to have a focused and productive discussion. How do you identify the best time to approach your team leader about a raise? #TimingMatters #StrategicMarketing

When discussing a raise with your Agile team leader, speak the language of Agile. Frame your role in terms of user stories, sprint contributions, and how you’ve embraced change—key Agile concepts. Connect your achievements to the Agile metrics your team values, such as reducing cycle time, improving code quality, or enhancing collaboration. By aligning your request with these principles, you demonstrate that your contribution goes beyond just meeting goals; it reflects a deep investment in the Agile methodologies that drive team success. This approach reinforces the value you bring within the context of the team’s objectives.

When you are ready to discuss your raise, speaking in terms that resonate with your Agile team leader can be a game changer. Use Agile language that emphasizes value, collaboration, and continuous improvement. Frame your request in a way that shows how your growth aligns with the team’s and organization’s goals. This approach not only demonstrates your understanding of Agile principles but also makes your request more relatable to your leader. How do you tailor your conversation to reflect Agile values and connect your request with team objectives? #SpeakAgile #StrategicMarketing

Active listening is essential when negotiating a raise, particularly in an Agile environment that emphasizes communication and feedback. During your conversation, pay close attention to your leader's perspective. They may share insights about budget constraints or upcoming opportunities that could influence your request. By understanding their position, you can refine your arguments or explore alternative compensation options that align with both your needs and the team's capabilities. This approach not only shows respect for their viewpoint but also fosters a more collaborative and constructive dialogue.

It is widely appreciated that being flexible and adaptable goes a long way however the boundary has to be drawn to decide when there is genuine constraint or whether the organization is exploiting your flexibility. The best way to handle this situation is to go with two to three back-up plans which works best for you and put forward these alternatives once the ideal conversation is conflicted. In such conversations, intent is important, read the underlying words to get an idea as to what the future at the place looks like. You being flexible is not enough, is the organization worthy enough for you to be flexible is understood in these meetings. Once you get a feel, collaborate with your managers to decide what suits best for you.

Being flexible when navigating a conversation about a raise with your Agile team leader involves approaching the discussion with a clear understanding of your contributions, being open to feedback, and being willing to consider various options or timelines, while maintaining a focus on aligning your request with the team's overall goals and values.