🗓️ Stop ambushing your boss for a raise (Do this instead)

You value your job, your team, and your boss. But the fear of creating awkward tension by wanting to talk about money, a more flexible approach to scheduling, or bumping up your CPD allowance makes it tempting to stay quiet and wait for them to notice your hard work.

Waiting rarely works, but structured preparation does. Viewing this conversation as a mutually beneficial opportunity to reset expectations rather than a personal favor can help remove the emotion and help you both focus on the facts. Separating the process into setup, negotiation, and outcomes will anchor your request in undeniable value. Discover how to make it happen…

Connect With Your Next Practice

Set the Stage, Don’t Ambush

Timing and location are often more important than the number you ask for. Catching your practice owner while they are scrubbing in or approving invoices creates immediate friction. Instead, aim for a mid-week slot, perhaps a Tuesday or Wednesday late morning when the initial rush has settled, or just after the last consult of the day. You need a private space away from the waiting room and kennels where you can speak without interruption. Adopt a two-step approach to lower the pressure. Use a brief, casual check-in to express your desire to discuss your career path, then use that moment to agree on a time for a dedicated meeting about the specifics of pay and benefits.

In a smaller team, a formal email might feel cold or aggressive. If you have a good relationship with your manager, asking them face-to-face is often better. You might say, “I’d love to book 30 minutes next week to review my progress and discuss my future role here.” This gives them a heads-up without putting them on the spot. Rather than sending a stiff corporate agenda, simply mention you have made a few notes on your recent wins and ideas for the clinic. This shows you are prepared to lead the conversation but respects the casual nature of a smaller practice.

Practical change only stuck when I stopped trying to squeeze these chats into lunch breaks. I appreciate when staff give me a heads-up so I can switch gears from vet mode to owner mode without feeling blindsided – Sarah L., Multi Practice Owner, Austin, USA

Shift from “Time Served” to “Value Added”

It is natural to think about a raise in terms of your own needs, like rising rent or inflation. However, the best owners and managers view salary as an investment, so you need to demonstrate the return on that investment. Stop thinking “I have been here for two years, so I am due for a raise” and start thinking “I have handled X amount of growth and responsibility.”

Before you schedule the meeting, dig into your own numbers. Look at your average consult value, your monthly revenue generation, or your surgery success rates. If you are a nurse or technician, calculate the time saved by your inventory management or the reduction in missed charges under your watch. Seeing these figures in black and white brings home the reality of your contribution. It gives you the internal confidence that you are earning your keep, and it gives your manager the hard data they need to justify a “yes” to their business partners.

I can’t argue with a spreadsheet. When a vet shows me their revenue per shift has gone up by 15% since last year, the pay rise discussion becomes a simple business decision rather than a personal debate – Elena M., Practice Owner, Melbourne, Australia

The “Future-Focused” Approach

A salary review often stalls because it feels like a transaction about the past. To shift the dynamic, frame your request as a proposal for the future. You are not just asking to be paid for what you have already done; you are asking to be compensated for the value you will deliver next year. This changes the psychology of the room from a critique of history to a strategy session for growth.

Link your salary increase to specific future goals or responsibilities. You might propose that along with the new salary tier, you will officially take lead on mentoring the new graduate, managing the controlled drug log, or overhauling the dentistry workflow. This approach transforms a higher salary from a line-item expense into a tactical investment. It makes it significantly easier for a practice owner to say “yes” because they can clearly see how this extra cost will solve a headache or drive production in the months ahead.

It is hard to say no when a nurse asks for a raise but pairs it with a concrete plan to improve our post-op recovery protocols. That isn’t a cost to me; it is a growth plan for the business – James R., Senior Vet, Perth, Australia

Handle the Outcome with Grace

Regardless of how well you prepare, the answer might not be the immediate “yes” you wanted. How you handle this moment defines your professional maturity and sets the stage for the next attempt. If the answer is “no,” do not let the conversation end there. Pivot the discussion to “not yet.” Ask specifically: “What specific milestones or revenue targets do I need to hit in the next six months to make this salary possible?” This keeps the negotiation open and gives you a clear roadmap to follow.

If the answer is “yes,” express your gratitude and professionalism, but ensure you finalize the details immediately. Verbal agreements can be forgotten amidst the chaos of a busy clinic. Send a follow-up email confirming the new salary figure, any changes to your benefits package or schedule, the start date, and the additional responsibilities you agreed to. This ensures everyone is aligned and prevents any awkward confusion when the next pay cycle arrives.

I was devastated when I first got a ‘no’. TBH I didn’t prepare my case very well, but I asked for a review in six months with clear targets. Hitting those numbers made the next meeting a celebration rather than a negotiation – Priya P., Head Nurse, London, UK

Closing Thoughts…

You may not think of your career as a business, but in reality, it generates the income to cover your expenses and hopefully generate a profit (even if that profit is taken as a holiday in Italy). Treating your compensation with the same rigor that a practice owner does about revenues ensures you can sustain your passion for the long haul. When you approach these conversations with data, empathy for the business, and a clear vision for the future, you stop being just an employee and start being a partner in your and the practice’s mutual success.

Don’t wait for the “perfect” moment because it never arrives. Start by calculating your contribution this week. Look at the numbers, define your value, and send that calendar invite. You have earned the right to ask, so make sure you are ready to receive the answer.

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