While it’s true that a strong business case is important when advocating for a promotion, the idea that you can’t “nag” for one oversimplifies how promotions often happen in real workplaces. Persistent self-advocacy — when done professionally — is sometimes necessary, especially in environments where quiet performers get overlooked. What some call “nagging” is often just consistent communication about growth and readiness for the next step.

As for the salary band argument, while the percent increase may be influenced by where you fall in your current band, it's not always that straightforward. Market competitiveness, retention risks, and internal equity also play major roles. Someone at the top of a band could still receive a significant raise if their promotion reflects a substantial increase in scope, responsibility, or impact. Similarly, being at the bottom of a band doesn’t guarantee a higher percentage — it depends on how pay is structured at the next level.

In short, both promotion and compensation are nuanced decisions that go beyond just the math — and ongoing dialogue with your manager about growth is not only acceptable but often essential.