How can you prepare for a performance review to advocate for a raise or promotion?

• A. Provide only vague expectations
• B. Collect evidence of achievements, link to goals, prepare a concise narrative, anticipate objections, practice, and request specific outcomes
• C. Ignore feedback and focus on personal feelings
• D. Demand a raise regardless of performance

Answer: (B)

The main idea here is entering a performance review with a clear, evidence-based case for advancement, so you communicate value rather than hoping for luck. Start by gathering concrete proof of what you’ve accomplished: quantify results, show how your work met or exceeded goals, and map those outcomes to the organization’s priorities. This evidence helps the reviewer see the tangible impact you’ve had and strengthens your argument for progression.

Next, craft a concise narrative that ties your past performance to future contributions. Be ready to describe not just what you did, but how it benefited the team, customers, or the bottom line, and how you plan to build on that in the new role or at the next pay level. Keeping this narrative focused and brief makes it easier for your manager to follow and remember your case.

Anticipate objections you might encounter—budget constraints, timing, or competing priorities—and prepare responses that reframe those concerns in terms of value and ROI. For example, if budget is raised, show how your continued work could accelerate goals or save costs, or propose a phased plan with measurable milestones.

Practice delivering your points so you sound confident and collaborative rather than defensive. Rehearse with a mentor, colleague, or coach to refine tone, timing, and language.

Finally, be specific about what you’re asking for: a concrete salary target or a defined promotion with a timeline, plus any needed next steps. This helps create a clear path forward and avoids ambiguity.

Vague expectations, ignoring feedback, or demanding a raise without supporting performance don’t fit this approach. Vague hopes don’t demonstrate value; ignoring feedback misses opportunities for growth; and a demand without evidence undermines credibility and reduces your chances of a favorable outcome.