Want a pay increase? Don't ask for more money. Ask for more responsibility! It has always worked for me.

Note: The following excerpt is a portion of Chapter 3: The Value of Responsibility from my book, 10 Values of High Impact Leaders.

“ The successful person has the habit of doing the things failures don't like to do. ” ~ E.M. Gray

Responsibility Pays

If you will make a habit of asking for and accepting more responsibility, you will climb the ladder of success and your value to others will increase (assuming you have done the necessary work on your character development to get to the next level). However, you must understand the company where you are currently working may not be the one to give you a raise or even promote you. They should be the one to reward you, but often, it's another company that will place a higher value on you. Then, if you are willing to go in order to grow, you will achieve your goal and reap the rewards of applying the principle of asking for more responsibility.

As I’ve already mentioned, if you want become a success, do not focus on becoming more successful. Focus on becoming more valuable. Who would be more valuable on your team? Someone asking for more responsibility or someone transferring more responsibility?

When you ask for and embrace more responsibility, you will always become more valuable. Not only to the company where you are working, but also to other companies that value the knowledge and experience you have gained along the way. Those that value who you are, what you know, and what you can do will be happy to offer you an appropriate salary and a position.

Something to Consider

You're the boss. You have the ability to give one person a raise and/or promotion, but there are two eligible. Both are outstanding and amazing team members. One is constantly asking for more money. The other is constantly asking for more responsibility. You're the boss. Who gets the raise? Most people don't hesitate so say, "The one asking for more responsibility."

Or, consider a much different scenario. Times are tough and economic conditions are bad. You must make a tough decision and terminate one of them. Which one will you keep? Again, most people don't hesitate to say, "The one asking for more responsibility." 

A Real-Life Example

I could share endless examples from my 25+ year journey of growth applying the Value of Responsibility. The personal story I will share next illustrates what the principle looks like when practiced. (If you want more details on my personal journey and my professional transformation, I've captured much of it in my book, Defining Influence.)

In 1997, I had been steadily advancing in my manufacturing career. I was a machine setup technician on the night shift responsible for knowing how to operate and setup nearly all of the 70 or so CNC (computer numerical control) machines throughout the entire manufacturing facility. Considering I had started my career in 1988 with the responsibility for only one very simple machine, I had already stepped up and asked for additional responsibility many times in my career.

Nine years into my career, and I had already made asking for more responsibility a habit. Now, it was time to do it again.

A new work cell had been added with several machines (a twin spindle lathe, a gear shaper, and a vertical milling center). It was critical to operations and was being operated by someone that had many years of experience in the company, much more than me. But, there was a problem.

After nearly a year with the veteran in charge of this new cell, output was still much less than had been anticipated. The senior operator continuously gave negative feedback concerning the work cell. I remember him most often complaining, "It'll never work. It’s too much for one person to do. What were they thinking?" I’m sure you can understand, with this attitude, he insured it would never work.

He didn't want to do what was right. He wanted to be right.

After a year, he had decided to seek another job in the plant. He was tired of operating this work cell and was constantly in conflict with those truly responsible for making it work: his supervisor and those in the engineering department. In other words, he was tired of banging his head against the wall and getting nowhere.

He wasn't going to take responsibility for making it work. He was going to transfer it to someone else.

When I heard this work cell would be open on the day shift, I was excited to apply for it. During my interview, I said I believed I could help bring the output up to expectations and would love the responsibility and the challenge of doing so. I was basically jumping up and shouting, "Pick me! I can and will make it happen!!"

They did pick me. Now, it was time to make it happen!

I didn't ask for a raise. I also didn't get a raise. But, I did ask for responsibility, and I got that. I got the job. I also know what comes after you accept and master the responsibility you've asked for: a raise and a promotion will also be in your future. I've done it over and over and over again. I'm still doing it and will never stop doing it. It works!

At the time, I was a machine operator. I wasn't a machine programmer. Without being told what to do or how to do it, I accepted responsibility for improving the cell's output. I immediately started capturing the cycle time at each machine for every item produced in the work cell. I created a spreadsheet, so I could pick up where I left off the last time a particular item was produced.

Then, I started figuring out how to improve the slowest cycle (bottleneck) of each item knowing I couldn't produce any faster than the slowest machine in the process. I repeated this process daily for months.

As a result, I was responsible for doubling the output of the work cell, a 100% increase in productivity in just six months. I had not complained, but I had taken initiative, simplified, and improved the process. Not only could I operate the work cell at this level, but also the operators on the other shifts could too.

I never said it wouldn’t work. I took responsibility and made it work. After earning a raise, I got a raise. But, I never asked for a raise. I didn't have to.

My actions not only made me more successful, but also those on other shifts, the supervisors and engineers shared in the success. Ultimately, the organization as a whole was more profitable. The whole team was better, not just me.

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Make an impact!

Mack Story

My passion is to help you live with abundance, achieve success, choose significance, and leave a legacy. In other words, I want to help you make a High Impact !

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Mack’s story is an amazing journey of personal and professional growth. He began his career in manufacturing on the front lines of a machine shop. He grew himself into upper management and found his niche in lean manufacturing and along with it, developed his passion for leadership. He understands that everything rises and falls on leadership.

Mack is the author of Blue-Collar Leadership Series, Defining Influence, Change Happens, PHOENIX, & 10 Values of High Impact Leaders. He's an inspiration for people everywhere as an example of achievement, growth, and personal development. His passion inspires people all over the world! Order signed copies here.

Mack’s experience as a John Maxwell Certified Leadership Coach, Trainer, and Speaker includes an international training event in Guatemala with John as part of the Cultural Transformation in Guatemala where more than 20,000 Guatemalan leaders were trained.

Contact Mack at 334-728-4143 or [email protected] for Keynote Speaking, Corporate Training, Professional Leadership Development, Cultural Enhancement/Transformation, and Process Improvement.