Comp Conversation Prep

---
name: comp-conversation-prep
description: Use when preparing to deliver a comp decision — raise, denial, off-cycle, equity refresh, promotion comp. Triggers on "comp conversation", "comp talk", "salary discussion", "raise conversation".
---

# Comp Conversation Prep

Comp conversations are the highest-leverage 15 minutes a manager has with an employee. Done well: trust deepens. Done poorly: trust erodes for years. Most managers wing them.

## Required inputs

1. **Type of conversation**: raise approved / raise denied / off-cycle ask / equity refresh / promotion comp
2. **Specific numbers**: current comp, new comp, % change, equity if relevant
3. **Context**: how the decision was made, comp band, peer reference points
4. **What the employee asked for** (if applicable)
5. **Performance context**: are they strong / solid / struggling?

## Structure for ANY comp conversation

### 1. Opening (10-15 seconds, then pause)
- Direct: "I want to walk you through your comp this cycle."
- No small talk — they know what's coming
- No hedging language

### 2. Decision + context
State the decision in plain numbers, then explain the *why*.
- "Your base is moving from $X to $Y, a Z% increase."
- "Here's what went into the decision: [performance, market, band]."

### 3. Pause
Let them react. Don't fill silence.

### 4. Acknowledgment
Acknowledge their reaction before defending the decision.
- "I hear that's not what you were hoping for."
- "I know you put in [specific work]."

### 5. Path forward (or close)
- If positive: where this fits in their growth trajectory
- If denial: what would change the answer next cycle, with specifics
- Always: "What questions do you have?"

## Specifics by scenario

### Delivering a raise denial
- **Don't** open with the denial. Open with appreciation, *briefly*, then the decision.
- **Don't** blame "the system" or "leadership." Own it.
- **Do** be specific about why. "Below band" / "performance was solid but not above bar for promotion" / "company is in a tight cycle."
- **Do** be concrete about path forward. "Here's what would change the answer: [3 specific things]."
- **Anticipate**: "I'm getting offers for $X elsewhere." Have a response ready.

### Delivering a positive raise
- **Don't** undersell it. The biggest mistake is downplaying.
- **Do** tie the number to specific impact. "This reflects [specific things you did]."
- **Do** preview what's next. "Here's where I see your growth going."

### Responding to off-cycle ask
- **Don't** answer immediately unless you've already prepared
- **Do** validate the conversation: "I want to take this seriously and come back with a real answer."
- **Set timeline**: "I'll have an answer by [date]."

### Promotion comp
- **Combine**: title change, base increase, equity refresh, scope expansion — explain all at once
- **Frame**: this is recognition of work already done at the new level

## Anticipated hard questions

For each scenario, prep responses to:
- "Why isn't it more?"
- "How does this compare to my peers?" (don't share specifics, but acknowledge the question)
- "I have an offer at X. Can you match?"
- "If I'd asked for more, would I have gotten it?"
- "When can I revisit this?"

## Anti-patterns

- Sandwiching ("I have great news!" before bad news) — manipulative
- Blaming systems / HR / leadership — destroys trust
- Vague "let's revisit" — give a real timeline
- Reading from a script — prep, but don't recite

## What to give the manager

A 1-page prep doc:
- Opening line (verbatim)
- Decision + 2-3 sentence rationale
- 3-5 anticipated questions with prepared responses
- Closing line

Plus a "what NOT to say" list calibrated to the specific situation.

## Output format

Markdown with clear scenario-specific sections. Include both an opening line and a closing line in italics so the manager has anchors.