Hey team,
I just did something I’ve never done before… Spent 2 full weeks away from work.
That’s the power of watertight systems and a team that doesn’t just “hold the fort”, but that makes things better in my absence.
It’s what every manager should be aiming for: leading in a way that creates freedom and resilience, so you get to really switch off (because you bloomin deserve it)/
Postcards from Norway…
Yesterday I got back to the office, feeling refreshed AF and ready to dive into our most powerful Fresh Start cohort yet.
Now, let’s talk pay rises
They’re more than just money, they’re a symbol of fairness, respect, and care.
In every small business I’ve worked in (including my own now), I’ve always done 6-monthly pay reviews and can confidently say I pay over the odds to keep great people. They’re worth it and they deserve it.
And I will keep fighting the good fight with senior leadership to pay their teams more fairly.
But the annoying truth is, as the managers, we don’t always get a say. Often, we have little or no control over the raises our team gets. Then even when you do give someone a raise, it’s rarely the magic pill you hope it will be. The buzz fades fast.
What actually lasts is how people feel at work every single day.
So when your team asks about pay rises and there’s no budget, I know it’s frustrating, but don’t panic.
Here’s what we can do for them instead, and it might matter more than you think.
What to say when they ask for a pay rise
The most important thing for me here is transparency.
Please never string your team along with false promises. We’ve all been on the receiving end of that, it’s often done with best intentions, but it’s manipulative and unfair.
Instead, we need total transparency, something like:
“You’re absolutely right to ask. Pay matters. At the moment, the budget isn’t there, and I don’t want to disrespect you in any way with false promises. What I can do is make sure we keep your development moving, and look at giving you the flexibility you need to thrive here. And as soon as we’re in a position to revisit pay, you’ll be first in line.”
Then let’s focus on what we could do to keep their morale high…
1. Recognition
Research shows, that once your basic needs are covered, money stops being the thing that keeps you in a job. What really matters is the non-financial stuff: praise, appreciation, feeling like your work is valued.
But here’s the kicker: the number of workers who say they’ve been praised in the last 7 days just hit a 15-year low.
So the real question is: if recognition is free, powerful, and proven to keep people engaged… Why aren’t more managers using it?
Imagine smashing a project deadline, pouring in extra hours, and then… silence. No comment, no thanks, no acknowledgement. Over time, it eats away at motivation more than the size of your salary ever could.
Recognition doesn’t mean grand gestures. It’s the small, frequent thank-yous that build lasting engagement. And in my experience, the managers who are best at this are specific.
Not “good job” but, “The way you handled that client’s objections in the meeting was sharp, you kept the deal moving.”
Recognition is free. It just takes paying attention.
2. Growth
If pay isn’t moving, progress has to.
I’ve seen brilliant managers keep people engaged for years without ever giving them a pay rise, simply because they created stretch, variety, and learning.
It doesn’t have to be formal training programmes. It can be:
Pairing them with someone more senior for shadowing.
Rotating them onto a different type of project.
Asking them to lead a client presentation or internal initiative.
Stagnation kills morale faster than money ever fixes it.
3. Belonging
You could pay someone above market rate, but if they feel excluded, ignored, or disconnected, they’ll still be scrolling LinkedIn job ads on their lunch break.
I know, I’ve been that person.
Belonging is built in the little things. The rituals, the tone you set, the culture you protect. As managers, carve out time to learn about the people in your time, their diverse opinions and experiences. Learn what they love and what they hate. Learn about their passions and their dreams.
I’ve seen teams transform morale just by starting a Friday ritual: 15 minutes in the calendar, everyone brings one win and gives a shout-out to someone else.
It seems so, so simple yet so few managers ever do it.
It creates a rhythm of connection. It tells people: “You matter here.” and “We care more about the numbers”
Final Thought
Pay rises keep people content in the short term. But what truly keeps them energised is feeling seen, growing, and belonging.
But no one teaches us managers how to do that. You’re thrown in, expected to figure it out on your own, while juggling deadlines, KPIs, and your own self-doubt.
That’s why I built Fresh Start. It’s a 6-week Bootcamp that gives new managers the systems, scripts, and confidence to handle moments like these (and many more) without panic.
From tough pay conversations to accountability traps to leading without burning out, it’s the playbook we should all have been given from day one.
Doors open 23rd September. Join the waitlist here.
All the best,
H