388: Should I Bail Out My In-Laws? | Feedback Friday

Unpaid Work

Navigating unpaid extra work requires a strategic approach to ensure fair compensation. Gabriel Mizrahi suggests documenting the additional tasks and their impact on the company, ideally in terms of financial benefits, to make a compelling case for remuneration. He emphasizes the importance of proving the value of your contributions before negotiating compensation, advising a period of free work to demonstrate necessity and effectiveness 1.

You don't have to waltz in there and demand anything outright. But if you spend three, six months, doing this work and you figure out that it's actually necessary and useful for the company, and then you show what you've done and why the company should invest in it, that conversation is going to be way easier.

--- Gabriel Mizrahi

Jordan Harbinger agrees, noting that companies rarely offer compensation without being prompted, and stresses the need to communicate expectations clearly to avoid exploitation 2.

   

Boundaries

Drawing boundaries around unpaid work is crucial to prevent exploitation and encourage formal recognition. Jordan Harbinger advises against providing free support for extended periods, suggesting a timeframe of four to six months as reasonable before seeking compensation 3. He shares a personal anecdote about hiring Jason Sanderson, who initially worked for free but was later compensated to formalize the relationship and retain his valuable contributions.

You want to retain that person by offering them something that they find value in because you don't want them to leave.

--- Jordan Harbinger

Gabriel Mizrahi adds that even if a company doesn't pay, the experience gained can be leveraged elsewhere, highlighting the importance of capturing and publicizing your work appropriately 4.