Getting Paid What You’re Worth – Part 3

Watch, Then Practice

Transcript · Audio MP3 · Video MP4

Asking Makes the Desire Visible

Recognizing and communicating value may not change compensation unless you also ask. Asking makes your preference visible to a client, employer, customer, or collaborator who may not have considered it.

It also exposes you to choice. The other person may agree, decline, negotiate, need time, or point toward another opportunity. Courage here is not certainty that the answer will be yes. It is the willingness to speak clearly while allowing a real response.

Resentment Is Information, Not a Pricing Formula

Resentment can indicate that an exchange needs attention. It may involve underpayment, but it can also arise from overwork, poor fit, unclear scope, weak boundaries, exhaustion, unspoken expectations, lack of recognition, or a role you no longer want.

Before changing a price or asking for a raise, explore:

• Do I still want this work?
• Is the scope clear and sustainable?
• Am I working with people or conditions that fit me?
• What contribution and results can I document?
• What do comparable roles or services pay?
• What constraints affect the employer, client, market, or community?
• What change would restore a workable exchange?

Your body can reveal charge, longing, fear, or incongruence. It is valuable information, not a solitary authority that determines the correct number.

Practice the Ask Before the Conversation

Imagine the actual person and context. Feel your feet and the support beneath you. Practice language that fits:

• Since my last review, I have contributed these results and developed these capacities. I would like to discuss a promotion and compensation adjustment.
• The scope and experience I bring have changed. My rate for this work is now…
• What would I need to demonstrate for this role to move into the next pay range?
• This arrangement no longer feels sustainable. I would like to revisit the scope, timing, and compensation.

Know the number or change you want, the evidence supporting it, the minimum that works for you, and what you may do if the answer is no. Seek professional or legal guidance where compensation rules, contracts, discrimination, or employment risk require it.

Tapping: It Is Frightening to Ask

State the Rate and Leave Room for Choice

When someone asks your rate, you can state it and pause. Silence gives them room to consider rather than making you responsible for erasing every possible objection. You do not need to argue someone into a fit.

If they cannot afford the rate, options may include a smaller scope, different format, referral, public resource, later timing, or a clear no. Offering a reduced rate is a choice, not a moral requirement. Consider whether it remains sustainable and whether resentment is likely.

For employment, a no to the requested raise may reveal a path to promotion, different responsibilities, a later review with criteria, another benefit, or the need to explore a different role. It may also reflect constraints or bias that your inner alignment cannot change by itself.

Fit Includes Both Sides

Getting paid what you are worth is not one universal number attached to your human value. Compensation emerges from contribution, context, demand, resources, access, negotiation, structures, and fit. Your worth as a person is not reduced when an employer cannot pay, a client says no, or a market does not recognize a particular offering.

The deeper practice is:

1. Recognize what you genuinely contribute.
2. Communicate it in language relevant to the other person.
3. Ask for what would make the exchange work for you.
4. Allow their choice.
5. Use the response as information.
6. Choose your next action without abandoning yourself.

If high-vibration money is meaningful language for you, let it describe compensation moving through a clear, respectful, mutually chosen exchange—not a guarantee that alignment will produce a particular outcome.