> you need to have some data supporting your story when you go to see the financial exec and negotiate rises. Dodgy metrics probably won't convince your exec e

> you need to have some data supporting your story when you go to see the financial exec and negotiate rises. Dodgy metrics probably won't convince your exec either. If you are consistently building your team members capabilities then convincing the exec is easy. For example you can say Ben has solved complex cases A, B, and C in the last six months, and the work is clearly at a senior level but his pay doesn't reflect it. Lets fix it. Or: John has taken on supervision and mentoring tasks for Sam, Ben, and Steve, while still performing at a high level. He has mentioned to me in our one on ones that he wants to take on more leadership tasks, and we have project Y coming up. I think we should put him in charge of the new project. Etc etc. You don't need silly metrics.