Ask the authorities.

THE QUESTION: What is a strong strategy for a manager to negotiate a salary increase during lean economic times?

Mark Beese

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Before you start a compensation conversation, do your homework. Know the numbers. Don't exaggerate. LMA will conduct a new salary survey in 2008.

* Identify ways your job requirements and expectations have changed over time. Have mergers or fast growth increased the complexity and sophistication of your job?

* Talk value. If you are asking for a raise, what's in it for them?

* Consider making a proposal to the firm. Tell them what you will do for them over the next one-two-three years in exchange for a compensation increase.

* Anticipate defensiveness. Don't threaten, but realize that they will feel threatened just because you are forging the issue.

* Know what you want and ask for it. This is "your" conversation, and you are responsible for the opening argument, presenting evidence, facing cross-examination and communicating what you want in your closing argument.

This is risky business. Bringing up compensation raises issues of loyalty and trust between you and your boss. When the word gets out that you threatened your managing partner or marketing director, you can ruin the credibility and trust you built up over the years. That being said, if you want to have "balance of power" in the negotiations, you need to be prepared to leave and search for another job. Sometimes, you just need to leave your current firm to increase your compensation.

Mark Beese is the marketing guy at Holland & Hart in Denver. A more complete article on asking for a raise can be found on his Web site, www.leadershipforlawyers.com.

Betsy Huntley

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Before plotting a strategy for a salary increase, listen carefully to the financial messages from your firm's leadership. If there are associate lay-offs or announcements of smaller bonus pools and especially salary freezes, the wisest course may be to adjust your expectations accordingly. Persisting in pursuing a salary increase under these conditions is unlikely to be successful and may diminish your credibility.

If you sense wiggle room and if your performance has been truly superior, you may proceed carefully.

* Benchmark your salary against others with similar responsibilities and experience at similar-sized firms in your geographic market or against those firms your firm considers to be competitors.

* Take an honest inventory of your performance. Did...