Briefcase Technique
Pre-agree measurable goals, report progress, then present proof for a raise.
- Difficulty
- Advanced
- Time to result
- ~months to results
- Steps
- 5
- Confidence
- 99%
The Briefcase Technique builds a compensation case over roughly six months rather than improvising at an annual review. Begin by asking your manager for advice on becoming a top performer and agree on three specific, quantifiable outcomes. State that after delivering them you would like to discuss compensation, then summarize the agreement by email. Send written updates every two weeks so progress stays visible. At the agreed meeting, present a concise document or chart comparing each target with the result, ideally showing that you exceeded it. Finally, use researched salary comparables to request a defined range. The physical briefcase is optional; the mechanism is theatrical clarity backed by pre-agreed evidence. If strong performance still cannot earn appropriate compensation, the evidence can support a move elsewhere.
Origin
Sethi teaches the Briefcase Technique in his salary-negotiation material and describes either literally opening a briefcase or presenting a folder of results during the compensation meeting.
Core principles
- 01A raise case starts months before the compensation meeting.
- 02Performance expectations should be specific and measurable.
- 03Regular written updates prevent achievements from becoming invisible.
- 04Market research and documented results beat unsupported requests.
How to run it
- 1
Define top performance
Ask your manager which three outcomes would make you a top performer and make their job easier. Push vague requests toward measurable targets.
Pro tip Frame the conversation as career advice and a desire to contribute more.
Watch out Do not accept instructions such as ‘do better’ without clarifying how success will be measured.
- 2
Pre-frame compensation
Agree that if you drive the specified outcomes over the next six months, you will return to discuss a compensation adjustment. Send an email summarizing both the goals and the future conversation.
Pro tip Invite corrections to the written summary so expectations cannot drift silently.
Watch out Do not treat the initial conversation as a promise of a raise.
- 3
Report every two weeks
Send concise written progress against the three goals throughout the period. Surface obstacles early and preserve a record of contribution.
Pro tip Use the same measures and structure in every update.
Watch out Visibility cannot substitute for actually delivering the agreed outcomes.
- 4
Package the proof
Create a clear chart or brief showing each agreed target beside the actual result. Research comparable market compensation before the meeting.
Pro tip Lead with outcomes that exceeded the target and quantify the business effect.
Watch out Do not rely on memory or effort claims when numerical evidence exists.
- 5
Make the ask
Present the evidence, refer back to the prior agreement, and request a researched compensation range. If the employer still refuses appropriate recognition, evaluate other companies.
Pro tip Ask directly after presenting the strongest proof rather than weakening the request with apologies.
Watch out Personal need is not a substitute for market and performance evidence.
In the wild
An employee and manager agree on a six-percent conversion improvement plus two other goals. The employee sends biweekly updates and, six months later, presents a chart showing a 7.2-percent improvement alongside the other results and researched salary comparables.
→ The compensation request follows documented value and a prior agreement rather than appearing as an unsupported demand.
Common mistakes
Waiting for the annual review
Starting at the review leaves no time to agree criteria, produce evidence, or make performance visible.
Accepting vague goals
Undefined expectations let both sides reinterpret success when compensation is discussed.
Asking without market research
A desired salary range is more credible when grounded in comparable compensation rather than preference alone.
Is it for you?
Best for
Employees who have at least several months to produce measurable value before a compensation discussion.
Not ideal for
Roles with no measurable contribution or employers that categorically refuse performance-based increases.
From the transcript
“Can we discuss what are the three things that would make me be a top performer in this role?”
“So you summarize, every two weeks you're sending a written update.”
“you have to put the work in and do it strategically in order to get a raise.”
From the episode
Ramit Sethi: The Psychology of Money, I Will Teach You To Be Rich
Ramit Sethi