Iām getting a 5% raise, and Iāve spent all day crying about it.Ā
I asked for a raise in June and was turned down. Now Iām getting 2% above the cost of living adjustment (which is 3%), and it feels like a slap in the face. An appeasement.
When you look at my job performance, I have gone above and beyond in certain, if not most, areas. I took on a few big projects this year without being asked to. I looked for leadership opportunities where there were none. I took stuff of our VPās plate even though Iām not in a decision-making role. It was hard because you want to get things done, but you donāt always have authority to move the process along. So the fact that I was able to accomplish these tasks felt like not only professional growth but benefit for the organization. My projects directly served our members and directly promoted our cause in the media and among policymakers.
But thereās this one area of my job I hate. Iāve been here almost four years and never had to actually do it very often until this year. For three years, I wasnāt allowed to do that part of my job. Developing content and speakers for our seminars and conference. I always helped wherever I could, but the girl who did it just wouldnāt give it up.Ā
And I didnāt mind. I hated doing it and didnāt want to do it. And even when my boss would nudge me to be more assertive (because she personally wanted it taken away from the other girl), I literally had the door slammed in my face by our old CEO.
Our old CEO believed in me. He didnāt think it was a good use of my time if he and the other girl had it handled. He would say, nah, I donāt think you need to be in this meeting. I would get left off of emails and meeting invites. So I told my boss, look, the CEO himself doesnāt want me in these meetings, can we please get this removed from my annual objectives? I donāt want my raises and bonuses dependent on this one area that I never actually work on.Ā
And she finally agreed she would ask the CEO to take it off.
And then, both the girl who did the seminars and the old CEO left. It was December. Our EVP got the job as CEO.
So now, January 1 comes along, and the new CEO says, well this was always supposed to be your job so weāll keep it assigned to you.
I never complained. I faked it as best I could. I tried to smile. I always met deadlines. I checked to make sure our numbers -- both on attendance and revenue -- for seminars and conference held steady over last year, and in fact they increased slightly. I suggested and wrote the summaries for both keynote speakers for our conference. I wrote the summaries for three panel sessions. We held five seminars this year, and the other girl had already written the first one before her last day. I wrote the other four.Ā
I donāt do any logistics or event planning. We have an events manager who does all the invites, hotel contracts, foods, RSVPs, travel and hotel for the speakers, all of that. Iām supposed to brainstorm the day-long topics, but we usually have a staff meeting where other people suggest what they think our members would want to learn about.
Then I write the paragraphs that describe what the topic for the day will be and what each speaker will present. Itās harder than you think, and it doesnāt get easier over time. Sometimes the the theme for the day is something I know nothing about. I sometimes donāt have any contacts with people who would be good speakers on those topics. I have to spend a few hours googling what the issues are and watching YouTube videos of people who sound like they might be experts but whom I donāt personally know.
We canāt reuse the same topics from last year, and we have to know our audience and what they would want to hear. We only allow one sponsored speaker per seminar so that our event doesnāt become a giant commercial. So we have to choose topics where sponsors will want to come have a booth and trust that the right influences are in attendance at the event.Ā
So apparently the CEO mentioned to my boss over the course of the year how much of his time he spent doing seminars and conference. And during our annual staff retreat, two of my coworkers observed his lack of acknowledgement that I played any part at all in seminar and conference development.Ā
When my boss advocated for me getting a raise and pointed out all the projects Iāve been working on, his response was yes, but.Ā
She and I had made a list during my annual review of all the things Iāve done that were above and beyond. And even in the area of my objectives for content development, I exceeded the baseline goals set out for me as written.
So when he said yes, but, he told her I should take more initiative with seminars and conference and that I donāt express the same enthusiasm for that part of my job as I do for others.Ā
He also said, āJaneā doesnāt get to work directly with the CEO. AndĀ āSallyā doesnāt get to work directly with the CEO. And shouldnāt I just thank my lucky stars that I have this wonderful opportunity to work directly with the CEO.
And you know what? I worked directly with our old CEO plenty, and he believed in me and thought I wasĀ āquickly underutilized,ā and he was heavily involved in content development and didnāt think that was an effective use of my time.Ā
And yeah, the whole reason I wanted it taken off my objectives was so that my raises wouldnāt be dependent upon that aspect of my job. So now a year later, come full circle, and my raise feels like itās much lower than it should be because of stupid content development.
My other observation is that our current CEO was promoted from EVP and when that happened, no one from within our company got promoted to EVP. So all year long we havenāt had an EVP or COO type position. A number two.
I noticed it frequently with this year-long project several of us have worked on. Itās inter-departmental but since no one is leading, we canāt tell each other what to do. My boss and I constantly point out that our other VP drops the ball on stuff but itās not our place to go tell him to do his job. We have to coordinate and itās really hard because thereās no EVP or COO to run the show. And itās stuff that we just wouldnāt ever bother the CEO with but we feel like, hello, are you noticing how clunky this is? Our members notice it. They even wanted the Board to approve a new staff position to manage the whole thing. And I kept telling my boss she should advocate for herself to get promoted and then we wouldnāt have all this mayhem. But she said thatās not going to happen.
So if he thinks he spent soooo much time working on seminar and content, maybe: a) he underestimated how much time our old CEO spent on it, and b) he didnāt have the time to spend on it because he was busy doing a bunch of shit that our old CEO never did because he (our former EVP and current CEO) was the one doing it all the time. If you had an EVP or COO, you wouldnāt have spent so much time this year working on that stuff and you wouldnāt have felt so constrained by seminars and conference.Ā
Which brings me to the title of this post.Ā
Itās like when I worked for this lobbyist, and part of my job was to make sure the little fridge in her office was always stocked with Diet Coke. I had just finished my masterās degree, and I had to get down on the floor and get the 12-pack out of the storage closet and go in her office and bend down and restock the fridge.Ā
And I could see how this task contributes to the organization as a whole. Making sure the lobbyist if fully caffeinated at all times is critical to the mission of defeating and amending bad bills.Ā
So I stocked the fridge with Diet Coke.Ā
I never complained about doing it. I smiled while doing it. I made sure to get to it before it got too low so that they would always be cold.Ā
But donāt fucking ask me to LIKE doing it. Donāt fucking tell me that well, yes, the fridge was always stocked with Diet Coke, but you just didnāt seem super enthusiastic about it. You didnāt ask to be Director of Diet Coke stocking. You donāt seem like you live, eat, and breathe Diet Coke.Ā
Fuck Diet Coke, man, and fuck you. I donāt need you to placate to me with a 2% consolation prize. Donāt fucking tell me you donāt have room in the budget. We had three staff positions that were vacant the first quarter of this year, and our latest Board report shows we have a $75,000 positive variance for staff salaries.Ā
Thatās not money set aside for something else. Thatās not reserves. We didnāt lose money on other budget items this year that we need to cover for. Thatās money that has already been designated for that purpose and will go unspent. Itās showing a projection of $150k positive variance by the end of the year.Ā
You think Iām a spoiled ungrateful millennial brat who feels entitled? Deal with it, bitch.