Raises Get Deflected — Here’s Why Managers Do It

Raises are a stress on the budget, and there should not be an exception from a manager's perspective. Managers try to deflect it, but people miss this perspective, and then they are disappointed when they got rejected.

Don't get me wrong. Asking for a raise is normal.

What I see often is: People do the same work, but harder, and then they expect a raise. This will rarely happen because you don't get a raise for the same work.

I recently talked to a professional, let's call her Sara. Sara is the best employee in the team. She already has a high salary and complained about not getting a raise.

Her Boss gave her a special task, and when she manages it, then there could be a raise. I told Sara that this will never happen because she has a task to stay busy.

She was shocked. It clicked, and she saw that they were playing a game with her.

Watch Out: “Special Projects” Are Often Deflection

And in many cases, your manager gives you a vague project:
"Can you support this initiative?"
"I want to see you take more ownership."

The weird thing is: it sounds like an opportunity. But often, it’s deflection.
No clear outcome. No visibility. No promised reward.

They’re waiting for you to “prove” yourself — without defining what proof looks like.

Watch out! You deliver them a perfect excuse. This hurts hard because it destroys your self-confidence. You won't think about switching jobs because you fear.

They won. Professionals get stuck in a quiet loop:
They work harder. Take on “special tasks.” Stay loyal. But nothing changes.

The Hard Truth: Raises Aren’t Given for Loyalty

Here’s what no one tells you:
You don’t get paid for effort. You get paid for impact, leverage, and positioning.

Managers have to argue in front of higher instances to give you a raise and stress the budget. Make it easy for them. Companies don’t pay for the same role twice.

We have to accept some truths:

• Your current job — even done exceptionally — has a ceiling.
• Raises often require more responsibility, not just continued excellence.

It is the same with Sara. She has reached the ceiling in her current role, and she wants more money because she wants it. A weak argument.

We all want more money. Imagine the manager getting such a request from all employees. What would you do? For sure, you won't grant it, and neither does your manager.

Tactics: Be Specific & Have Clarity About The Next Step

Getting a raise isn't about having the right argument. A job is a game, and this game has rules. Make your problem the problem of your manager.

Instead of arguing, ask the manager what the rules are for getting a raise:

Ask: “What needs to change in my role to increase my compensation?”

Forces the manager to define the delta between the current role and a higher pay.

Example follow-up:

“What responsibilities or impact would justify a 10% raise?”

I hope you see the power of these questions. You ask them to define to you what needs to be done in your current role to get a higher salary. Maybe you reached the ceiling.

It's no longer a gamble, it's clarity. A further question is:

Ask: “What roles or tasks are compensated at the next level?”

Reveals the structure of advancement in your org — and what moves the money.

Example:

“What tasks are currently owned by people at the salary range I’m aiming for?”

Now, we are pointing to the next levels. See the power move in these questions as you get an insight into the hidden system in the company.

Plus, you have the power because you can decide whether you want to do it or not. Sometimes the next level includes more sacrifices, and not everyone wants this.

Sara had the same problem. To get a raise, she needs to become a team lead. But the problem is she does not want this responsibility and work. That's a problem.

Whatever you decide, it is OK, but now you have new information to decide on. Keep in mind, when you decide to go for it, involve your manager.

Set a 60-Day Accountability Follow-Up

Don’t let the conversation float. Set a checkpoint.

Say:

“Let’s revisit this in 60 days. I’ll deliver [X]. If that meets expectations, we can reopen the raise topic.”

Including your manager means that they are part of the success. You do not provide space to fail on your own. It is also their success story.

Your manager becomes your mentor. Do not hesitate to say it out loud because the manager will appreciate this level of trust, and they are seen as an expert/mentor.

Make every step tangible for them as well.

Raise Are Not About Being Bold - Be Smart

We read so often that we need to be brave, collect arguments, and then we talk boldly with our managers. It's not about power. It's about being smart in the job game.

Take the perspective of your manager and ask yourself: Can they approve my raise? If not, then you need more information.

Ask good questions to reveal the system, and gather information about open positions, new projects, or opportunities. Then decide what your options are.

Keep in mind: Don't fall for deflections.