Asking for a raise can be a discouraging prospect for any employee.{#blank#}1{#/blank#}If you're a female employee seeking a raise, it matters to approach that conversation strategically. Here are a few tips for pulling it off successfully.

    Do your research.

    {#blank#}2{#/blank#}So if you're making a case for a pay increase, you'll need to gather some data on what others in similar positions are earning. To that end, do some research on sites like Salary.com.{#blank#}3{#/blank#} Remember to collect the average earnings for all workers in your position and make your case for why you deserve to be paid similarly.

    Don't get emotional.

    Women are often accused of getting emotional on the job. In fact, it's that so-called sensitive nature that causes some people to claim they're uncomfortable working with and promoting female employees. That's why it's extremely important to keep you cool during a salary negotiation. Be specific and present hard evidence of your value to the company. Try to focus on your positive contributions, rather than the negative feelings. And although the discussion might get heated, be sure not to yell or, worse yet, cry while it's going down.{#blank#}4{#/blank#}

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    Given many news stories about how men out-earn women, you may tend to draw on some of that data as a reason for getting a raise. But be very careful about using that argument, because unless you have definitive proof that your male colleagues—with the same exact titles, experience, and responsibilities — are making more money than you, you're better off avoiding that angle.

A. Don't accuse your employer.

B. Slaying calm will only help your case.

C. Take advantage of how much men colleagues earn.

D. It's never a good idea to go into a salary negotiation blindly.

E. You are often paid less salary than your workmates in similar positions.

F. But women face unique challenges when it comes to requesting more money.

G. They allow you to search for compensation info based on industry and geographic region.

    It's rare that you see the words “shyness” and “leader” in the same sentence. After all, the common viewpoint is that those outgoing and sociable guys make great public speakers and excellent networkers and that those shy people are not. A survey conducted by USA Today referred to 65 percent of executives who believed shyness to be a barrier to leadership. Interestingly, the same article stresses that roughly 40 percent of leaders actually are quite shy—they're just better at adapting themselves to situational demands. Bill Gates, Warren Buffet and Charles Schwab are just a few “innies”.

    Unlike their outgoing counterparts who are more sensitive to rewards and risk-taking, shy people take a cautious approach to chance. Rather than the flashy chit-chat that defines social gathering, shy people listen attentively to what others say and absorb it before they speak. They're not thinking about what to say while the other person is still talking, but rather listening so they can learn what to say. Along the same lines, shy people share a common love of learning. They are intrinsically (内在地) motivated and therefore seek content regardless of achieving an outside standard.

    Being shy can also bring other benefits. Remember being in school and hearing the same kids contribute, until shy little Johnny, who almost never said a word, cut in? Then what happened? Everyone turned around to look with great respect at little Johnny actually talking. This is how shy people made good use of their power of presence: they “own” the moment by speaking calmly and purposefully, which translate to a positive image.

    Shyness is often related to modesty. Not to say that limelight-seekers aren't modest, but shy people tend to have an accurate sense of their abilities and achievements. As a result, they are able to acknowledge mistakes, imperfections, knowledge gaps and limitations.  Since shy people have a lower sensitivity to outside rewards than outgoing ones, they're more comfortable working with little information and sticking to their inner desires. Shy people are also more likely to insist on finding solutions that aren't primarily apparent. Don't believe me? Maybe you'll believe Albert Einstein, who once said, “It's not that I'm so smart, it's that I stay with problems longer.” Obviously, finding certainty where uncertainty is typically popular is a huge plus for any successful person.

    The myth that shy people are less effective leaders than their outgoing fellows is just a misunderstanding. Make wise use of your personality strengths to lead your business no matter what side of the range you fall on.

    It's rare that you see the words “shyness” and “leader” in the same sentence. After all, the common viewpoint is that those outgoing and sociable guys make great public speakers and excellent networkers and that those shy people are not. A survey conducted by USA Today referred to 65 percent of executives who believed shyness to be a barrier to leadership. Interestingly, the same article stresses that roughly 40 percent of leaders actually are quite shy—they're just better at adapting themselves to situational demands. Bill Gates, Warren Buffet and Charles Schwab are just a few “innies”.

    Unlike their outgoing counterparts who are more sensitive to rewards and risk-taking, shy people take a cautious approach to chance. Rather than the flashy chit-chat that defines social gathering, shy people listen attentively to what others say and absorb it before they speak. They're not thinking about what to say while the other person is still talking, but rather listening so they can learn what to say. Along the same lines, shy people share a common love of learning. They are intrinsically (内在地) motivated and therefore seek content regardless of achieving an outside standard.

    Being shy can also bring other benefits. Remember being in school and hearing the same kids contribute, until shy little Johnny, who almost never said a word, cut in? Then what happened? Everyone turned around to look with great respect at little Johnny actually talking. This is how shy people made good use of their power of presence: they “own” the moment by speaking calmly and purposefully, which translate to a positive image.

    Shyness is often related to modesty. Not to say that limelight-seekers aren't modest, but shy people tend to have an accurate sense of their abilities and achievements. As a result, they are able to acknowledge mistakes, imperfections, knowledge gaps and limitations.  Since shy people have a lower sensitivity to outside rewards than outgoing ones, they're more comfortable working with little information and sticking to their inner desires. Shy people are also more likely to insist on finding solutions that aren't primarily apparent. Don't believe me? Maybe you'll believe Albert Einstein, who once said, “It's not that I'm so smart, it's that I stay with problems longer.” Obviously, finding certainty where uncertainty is typically popular is a huge plus for any successful person.

    The myth that shy people are less effective leaders than their outgoing fellows is just a misunderstanding. Make wise use of your personality strengths to lead your business no matter what side of the range you fall on.