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Peter Bregman perused the restaurant menu for several minutes, struggling with indecision, each item tempting me in a different way.

Maybe I should order them all . . .

Is this a silly decision not deserving deliberation? Maybe. But I bet you’ve been there. If not about food, then about something else.

We spend an inordinate amount of time, and a tremendous amount of energy, making choices between equally attractive options in everyday situations. The problem is, that while they may be equally attractive, they are also differently attractive, with tradeoffs that require compromise. Even when deciding between kale salad (healthy and light), salmon (a heavier protein), and ravioli (tasty, but high carbs).

If these mundane decisions drag on our time and energy, think about the bigger ones we need to make, in organizations, all the time. Which products should we pursue and which should we kill? Who should I hire or fire? Should I initiate that difficult conversation?

These questions are followed by an infinite number of other questions. If I am going to have that difficult conversation, when should I do it? And how should I start? Should I call them or see them in person or email them? Should I do it publicly or in private? How much information should I share? And on and on . . .

So how do we make hard decisions of all kinds more efficiently? Peter Bregman has three methods that he uses, two of which he talk about in his book, Four Seconds, the third which he discovered afterwards.

The first method is to use habits as a way to reduce routine decision fatigue. The idea is that if you build a habit —for example: always eat salad for lunch — then you avoid the decision entirely and you can save your decision-making energy for other things.

That works for predictable and routine decisions. But what about unpredictable ones?

The second method is to use if/then thinking to routinize unpredictable choices. For example, let’s say someone constantly interrupts me and I’m not sure how to respond. My if/then rule might be: if the person interrupts me two times in a conversation, then I will say something.

These two techniques — habits and if/then — can help streamline many typical, routine choices we face in our lives.

What we haven’t solved for are the larger more strategic decisions that aren’t habitual and can’t be predicted.

I discovered a simple solution to making challenging choices more efficiently at an offsite last week with the CEO and senior leadership team of a high tech company. They were facing a number of unique, one-off decisions, the outcomes of which couldn’t be accurately predicted.

These were decisions like how to respond to a competitive threat, which products to invest more deeply in, how to better integrate an acquisition, where to reduce a budget, how to organize reporting relationships, and so on.

Read More: https://hbr.org/2015/11/3-timeless-rules-for-making-tough-decisions?ab=at_art_art_1x1

Asking your manager for a raise can be nerve-wracking, so much so, that some people wait for months or even years before asking for a raise they deserve.

The truth is, there’s nothing wrong with asking for a raise that reflects the hard work that you do, but there are some approaches and best practices that will always get better results than others.

Even though your manager has data on the hard work you’ve been doing, you still need to present your case for why you deserve a raise and you need to be prepared to negotiate through effective business communication. We’ve made it simple and broken down how to ask for a raise. And it all starts with preparing!

Prepare to Ask for a Raise

You should never ask for a raise without preparing for this conversation. No matter how good your relationship is with your manager, they will be expecting you to prove that you deserve the salary you’re asking for and won’t respond favorably if it seems like you did not prepare.

Build your Case – Look back to recent projects and periods of time where you went beyond what was expected and provided real value for your company. Always use specific performance data when possible. Also, having your job description in front of you and pointing out how your current role is elevated or you’ve gone above and beyond will tangibly justify your raise.

When to Ask

Picking the right time to ask for a raise is just as important for preparing for this discussion. Find out when your company’s fiscal budget planning takes place so you can be sure that you aren’t asking for the impossible. A few great times to ask for a raise are:

Annual Performance Reviews – A natural time for this conversation may be at your annual performance review, when the topic of salary is not only timely, but often expected.

After Completing an Important Project – A great time to ask for a raise is after successfully completing an important project or showing excellent work.

When your Manager is Happy – Asking for a raise during of a stressful or hectic period will guarantee that your manager is short on time and patience. Wait to ask for a raise until the dust has settled and you have, once again, proven your worth.

How to Ask for a Raise

After preparing your evidence for why you deserve a raise and choosing a good time to talk to your manager, it’s important to think about what you’re going to say during your raise conversation.

You don’t need to have a strict script, but you do need to be clear and specific in your delivery to help set you up for success. It also helps to have a few phrases up your sleeve to help guide the conversation.

Read More: https://www.glassdoor.com/blog/guide/how-to-ask-for-a-raise/