Ep 31 Listener questions: Setting your salary and showing the value of an in-house team

Show notes

Stephen opens the episode by reinforcing his goal of making the podcast an interactive, evolving conversation. He encourages listeners to:

• Join the Facebook group for The Crazy One Podcast

• Ask questions to influence future episodes

• Engage not just as listeners, but as part of a growing creative community

 

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Listener Question 1: Jacqueline on Discovering Your Value and Salary Negotiation

Understanding Salary Bands and Organizational Structures

Jacqueline, a student entering the job market in Spokane, WA, asks how to determine her value and negotiate her salary effectively. Stephen breaks it down into foundational concepts:

• Every job has a level (band) which correlates with experience and salary.

• Each band has a range, usually wide enough to include junior to senior levels of a title (e.g., art director).

• Companies often aim to place new hires between the 0–75th percentile of a salary band to leave room for raises.

Promotion Potential and Band Structures

• Ask about how many bands exist in the company. Too few = fewer promotion opportunities; too many = unclear responsibilities.

• If you’re hired at the top of a band, future raises may be stalled until you’re promoted, making initial placement critical.

 

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How Market Size and Company Type Affect Pay

Jacqueline notes salary inconsistency in her small market. Stephen explains:

• Location matters: Salaries in Spokane will differ from places like New York or San Francisco.

• Small companies often pay more for broader responsibility, while large agencies may offer less with more brand recognition.

• Trade-offs exist between visibility, salary, and creative opportunity.

 

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The Best Resource to Determine Market Value

Stephen recommends Glassdoor.com:

• Search by job title and location

• See national and local salary averages

• Compare salaries at specific companies, when available

 

This provides a solid starting point for realistic salary expectations.

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Avoiding the Freelance-to-Full-Time Misstep

Creatives often overvalue themselves when transitioning from freelance by incorrectly converting hourly rates into annual salaries.

Key reminders:

• Freelance rates don’t include benefits like insurance, PTO, or 401(k).

• Agencies often take 30–60% of your freelance rate.

• Do not use freelance income as a direct salary reference.

 

Instead:

• Base your salary expectations on market data

• Factor in your portfolio, experience, awards, and differentiators

 

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The Role of Personal Branding

Referencing Episode 6, Stephen highlights:

• Your personal brand directly impacts your perceived value.

• Being able to articulate what makes you different is essential.

• Don’t chase salary and title alone—prioritize good teams, fulfilling work, and personal growth.

 

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How to Negotiate an Offer

Negotiation is a necessary skill:

• Counter the first offer—companies expect it.

• Don’t fall in love with the first salary you’re offered.

• Be reasonable and avoid being a diva; how you negotiate signals how you’ll behave at work.

• Especially in leadership roles, negotiate beyond salary: team structure, tools, or reporting lines.

 

“I’ve seen offers pulled because people acted entitled. Every step in the hiring process reflects your character.”

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Interview Process: Pay Attention to Red Flags

• How the company treats you during the interview is often how they’ll treat you on the job.

• If communication is poor or the process feels wrong, trust your gut.

• Don’t be afraid to walk away—even at the final offer stage.

 

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Listener Question 2: Phil on Proving the Value of an In-House Team

Phil, a design/dev leader in a large corporation, asks how to show the monetary and strategic value of an in-house team compared to outsourcing.

Start with Dollar-for-Dollar Cost Comparison

• Calculate your team’s blended hourly rate (get from finance or derive from salaries).

• Compare it to external agency rates, which can be 40% to 250% higher.

 

This creates a clear cost-saving narrative.

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But Don’t Stop There: Prove Strategic Value

Stephen cautions that cost alone isn’t enough. To earn credibility and investment, also prove:

• Your team operates with agency-level professionalism and urgency

• You provide faster, more collaborative, and transparent solutions

• You’re invested in the company’s mission, not just its deliverables

 

“Be an internal agency for a client who can’t fire you—but act like they can.”

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The Real Value Is Creativity and Impact

True value comes from:

• Teaching creativity across the org

• Solving business problems, not just making pretty things

• Shepherding ideas out the door intact, not watered down by corporate fear

 

Stephen describes creativity as the product, and design as the byproduct. Your team’s ability to protect and promote creativity is what will truly distinguish it.

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Conclusion and Takeaways

Stephen closes by reinforcing these core ideas:

• Use Glassdoor to determine a salary baseline

• Consider your market, your brand, and your fit

• Learn to negotiate with respect

• Assess the company’s behavior during interviews

• Internal teams should aim for efficiency and cultural value, not just cost savings

 

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Join the Conversation

Stephen invites all listeners to:

• Like the Facebook page and ask follow-up questions

• Visit podcast.stephengates.com for show notes and articles

• Leave a review on iTunes or other platforms to help grow the show

 

“Time is the only real luxury we have, and I’m honored you choose to spend any of it with me.”

Tagged as:
advocating for yourself creative professionals creative team impact determining salary employee value in-house creative team industr negotiation strategies salary negotiation salary research showcasing value Stephen Gates The Crazy One podcast