For a manager, a request for a pay raise is often just another item on a long to-do list. But sometimes, this conversation turns into a moment of truth. There are cases when, right after the words “I want more money,” the only right move is to start looking for a replacement. Let’s break down the main types of employees whose request for a raise is a signal to part ways.
Emotional Terrorists
Picture this: you have an employee, everything is going well, the work gets done, and there are no complaints. You are confident everything is under control. Then, out of nowhere, everything changes. Instead of bringing reasoned arguments, the employee shows up with hysterics, tears, and accumulated grievances.
It comes as a shock to you. You didn’t notice any issues because the employee stayed silent for a long time instead of calmly saying, “I have some data, let’s discuss my salary.” Instead of a dialogue, you are confronted with an emotional explosion. At that moment, the employee turns into a source of instability.
A manager’s typical reaction to irrational outbursts is the urge to eliminate the source of stress. Often, this is genuinely the right move, as businesses need predictable people who can speak openly rather than harbor resentment.
Blackmailers
Another common yet dangerous scenario is an ultimatum. An employee collects job offers from the market and comes to you from a position of power: “I’ve been offered 40% more. Either you match it, or I leave.”
Even if the employee has strong arguments and market rates really have increased, this delivery destroys any future prospects. Most managers have principles and dislike being pushed into a corner. Blackmail is usually perceived as betrayal.
Sometimes you have to agree to these terms if there is no other way out. But in the back of your mind, a thought takes root: “I’ll give you this money, but in a couple of months, I’ll find your replacement and let you go.” After all, no one wants to work with someone who might jeopardize the business at a critical moment.
Ringleaders
The most dangerous type of employees are those who discuss their salary dissatisfaction with colleagues rather than with their manager. They attempt to create something akin to a union or a strike.
This is a destructive path. First, colleagues cannot raise salaries. Second, such conversations demotivate the team and degrade overall performance. Most importantly, such an employee puts the manager in a tough spot, because now they face pressure to raise salaries for everyone, not just one person.
An employee who resorts to collective pressure becomes a direct threat. They undermine what you built over years—manageability and healthy team dynamics. No matter how valuable or productive they are, such a person is a ticking time bomb under your business.
People with “Personal Needs” and Distorted Reality
Some employees confuse business with family or a welfare state. They ask for a raise not based on results, but due to personal circumstances: mortgages, loans, or having a child.
It is crucial to remember that labor has a market value. A business cannot pay above market rate simply because an employee’s financial needs have grown; otherwise, the company will become unprofitable and go out of business.
It gets even trickier when an employee plays the sympathy card: sick relatives, hard times. That crosses into manipulation. You have a fixed payroll budget. To help one person, you would have to take from another—for instance, depriving your top salesperson of their bonus.
The absurdity of the situation becomes obvious if you try explaining it to yourself or the board of directors: you are taking from high performers to give to the unfortunate. In such cases, you could offer a company loan, but increasing a base salary out of pity defies business logic.
“Veterans” and Comparison Seekers
“I’ve been working here for five years” is a popular yet weak argument. Loyalty matters, replacing employees is expensive, and a good manager factors in tenure. However, a significant raise is only justified by a noticeable increase in performance. If an employee relies solely on length of service and cannot demonstrate how their productivity has grown, that is a red flag. It means they aren’t taking responsibility for their actual impact.
To understand why this argument falls flat, consider the case of Elon Musk and his executive assistant, Mary Beth Brown. She had been with him for 12 years, practically lived at work, and viewed herself as indispensable. When Mary Beth requested compensation comparable to SpaceX senior executives, citing her tenure and loyalty, Musk proposed a test: “Take two weeks off. If I realize I can’t manage without you, you’ll get the raise.”
When she returned, it turned out Musk had managed just fine on his own. Instead of a promotion, she was let go. Harsh? Perhaps. But it carries a critical business lesson: if your primary value is simply having been around for a long time while operations run smoothly without you, you aren’t worth more. In fact, you’ve become dead weight.
Equally pointless are comparisons like, “Well, you pay Petrov more.” This reveals a lack of professionalism. The employee doesn’t know the specifics of their colleague’s arrangements, workload, or KPIs. They look at the title rather than achievements. Such an argument won’t help them secure a raise, but it might make you question their judgment.
Sellers of the Future
Then there are dreamers who ask for money upfront: “Give me a raise, and I’ll deliver a million-dollar project.”
To me, that sounds like a poor investment. Business already carries inherent risk. Why pay today for a result that might—or might not—materialize tomorrow? The logic is simple: results first, money second.
The right response to such a request is to frame the conversation as a partnership. If an employee has a million-dollar idea, offer them a percentage of the profits or a bonus upon completion. If they are unwilling to share the risk and insist on a guaranteed salary based on words alone, your paths should part.
When You Should Grant a Raise
After breaking down these toxic scenarios, it might seem as though any request for more money is a red flag. However, you cannot ignore situations where an employee effectively demonstrates their value and gives you a clear understanding of the tangible benefits gained from their effort and expertise. For instance, they might show a measurable increase in efficiency over the past year or present a fully developed plan for a million-dollar project with a proposal to share in future profits.
If a team member is willing to take responsibility for business profitability and tie their income to company success, investing in them will pay off manifold—potentially evolving into a true partnership. As a manager, I would be thrilled if employees brought initiatives like that to the table more often.
Summary
The employer-employee relationship is a marketplace. If a person wants to earn more, they must be able to demonstrate their value: results, metrics, saved resources. That is a normal dialogue.
But if, instead of concrete results, you are met with emotional blackmail, mutiny, pity plays, or empty promises, you are dealing with dead weight rather than a partner. Often, the most effective way to resolve the salary question for such an employee is to sign their resignation letter.
The opinions expressed in this column are those of the author and may not reflect the views of the editorial team.
Business systematization expert and guest speaker at international business conferences; author of 4 books on business management.
