Ever felt the weight of holding someone’s livelihood in your hands?
That’s what it feels like every time I sit down to score my team. I know that one number—a score I assign based on their performance—will ripple through their lives. It’ll dictate their salary increase, influence how they see me as a manager, and even affect how they interact with their colleagues.
No pressure, right?
Being a manager isn’t just about hitting targets or leading meetings. It’s about making these deeply personal decisions. And let me tell you—it’s one of the hardest parts of the job.
The Stakes Are High
When I rate someone, I’m not just evaluating their work. I’m determining how much they’ll be able to save, invest, or spend on their family. And let’s not ignore the elephant in the room—how that decision could affect their motivation, loyalty, and relationship with the rest of the team.
It’s a delicate balance. Give someone too low a raise, and they might feel undervalued. Give someone too high, and it could create resentment among colleagues.
But here’s the kicker: it’s not just about fairness. It’s about navigating the human side of management while staying true to the company’s goals.
The Transparency Dilemma
The Case for Transparent Salary Ranges
There’s something empowering about everyone knowing where they stand. Transparency removes guesswork and ensures fairness. It gives employees a clear roadmap for growth and helps managers like me justify decisions.
But here’s the flip side…
The Case Against Transparency
Imagine a world where everyone knows exactly what their colleagues earn. The comparisons. The questions. The drama. Suddenly, every decision I make is under a microscope.
Transparency can create unnecessary friction, especially when the context behind someone’s salary isn’t always visible. Why does Alex earn more than me? Why did Jamie get a bigger raise? Sometimes, it’s not about performance—it’s about market rates, negotiation, or even timing.
The Domino Effect of a Raise
On Performance
A well-deserved raise can skyrocket someone’s motivation. It’s a pat on the back that says, “We see you. We value you.” But when the raise doesn’t match expectations? That can sink even the most dedicated team member.
On Relationships
Let’s be real: money changes things. A big raise for one person can spark jealousy or competition among colleagues. And as a manager, I’m often caught in the crossfire.
On My Role as a Manager
Every decision I make sends a message. If I’m perceived as unfair—or worse, biased—it can erode trust. And without trust, leading a team becomes nearly impossible.
How I Make the Call
1. Start With Data, End With Empathy
Performance metrics are a great starting point. But numbers don’t tell the whole story. I look at intangibles too: effort, team spirit, and growth potential.
2. Have the Hard Conversations
When someone’s raise doesn’t match their expectations, I don’t hide behind email. I sit down, explain my reasoning, and give them actionable feedback. It’s uncomfortable, but it builds respect.
3. Balance Team and Individual Needs
Raises are personal, but they’re also part of a bigger puzzle. I strive to reward individuals while maintaining harmony across the team.
4. Champion Growth
A raise is just one way to reward someone. I make sure to also invest in their development, giving them opportunities to learn, lead, and grow.
Let’s Change the Narrative
Being a manager is tough, but it’s also a privilege. Every decision I make has the power to shape lives, careers, and company culture. And while it’s impossible to please everyone, leading with transparency, empathy, and fairness can make all the difference.
So, whether you’re a manager or an employee, let’s push for conversations that are open, honest, and constructive. Because at the end of the day, we’re all playing for the same team.
by Martin Pino 
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