How can I negotiate for a higher raise after receiving an offer?

It is completely reasonable to want a larger adjustment after your manager proposes a raise, and you can respond in a way that is firm, respectful, and professional. A raise conversation is usually a business discussion, not a personal confrontation. Employers are generally not required by federal law to grant an amount higher than what was offered; re-negotiation often depends on company policy, budget, and the strength of your case. The most constructive path is to thank your manager for the proposed increase, then ask for a short follow-up conversation where you can share additional context and a specific counter-request.

Before that meeting, prepare a short case built on evidence rather than emotion. Note your recent results, responsibilities that have grown since your last review, and any market or internal signals you can document without overstating them. Where helpful, compare your role to similar work you can describe factually, such as expanded scope, hard-to-replace skills, or outcomes that saved time or revenue. You may also talk with trusted colleagues about pay practices when that is appropriate for your workplace; covered employees often have legal protection to discuss wages with coworkers, but you still want to stay factual and calm. If your concern is equity with people doing substantially equal work, federal equal-pay rules generally focus on sex-based pay differences for substantially equal jobs and allow differences based on factors such as seniority, merit, or other non-sex factors—this is general information only, not a legal determination for your case.

In the conversation itself, keep the tone collaborative. A professional script might sound like: you appreciate the proposed increase; based on your results and expanded responsibilities, you were hoping for a figure closer to X or an additional Y percent; and you would like to understand what is possible within this cycle. State one clear number or range, then pause. If budget constraints are real, ask what path could get you there—mid-cycle review, title or scope adjustment, bonus, equity, or a written timeline for the next consideration. Avoid ultimatums unless you are truly prepared to act on them. After the discussion, send a brief thank-you note that restates any agreed next steps or dates so expectations stay clear for both of you.