Elevate Your Team’s Success (Self-advocacy series 7/7)

In addition to ensuring your contributions are visible, consider doing the same for your exceptional yet often unnoticed teammates and colleagues, particularly those who belong to underrepresented groups.

Let's explore ways to highlight other’s work:

1. Acknowledge Their Achievements. Recognize your teammates' accomplishments through thoughtful gestures such as gift cards, congratulatory lunches, or public acknowledgments on a Kudos board. When you celebrate their successes, you not only incentivize continued excellence but also convey their value to the team. Leadership Author Kevin Cruz highlighted that this recognition can significantly enhance performance and engagement.

2. Invest in Their Professional Development. Encourage and support your team members’ professional growth.  Provide opportunities for training, workshops, or courses that can enhance their skills and knowledge. Investing in their development benefits them, strengthens the team's capabilities, and advances the organization.

3. Provide Stretch Assignments. As a leader, identify your team members' strengths and assign them tasks or projects where they can showcase these abilities. Matching skills to opportunities for growth can profoundly impact their careers.  Columbia Law professor Alexander Carter shared a story of when all the lawyers from her class got together one month into their jobs to give talks.   The professor in the back of the room pulled her aside and let her know she was a fantastic speaker.  She said she would like to put her on a committee that gives legal presentations, and that allowed her to have so much more practice, which led to her incredibly successful career.

4. Offer Them Visibility with Leadership. Invite your teammates to meetings with you to increase their exposure. In leadership gatherings, amplify your team's voices and ensure their ideas receive proper credit. For example, you can say, "Jill's innovative approach to this event significantly improved employee satisfaction and connection. Jill, could you elaborate on this?" Or, “Bill came in with the winning idea that helped us gain the client’s trust.  Bill, can you share your strategy?” This practice elevates your team's contributions and highlights their significance.  You can take it a step further and put them on a substantial project so they can play a significant role by presenting to the executive team.

5. Endorse Them Privately.  Even when they are not present, endorse your teammates to your peers by discussing their achievements and sharing valuable insights your team has gained from them. Reference their ideas and represent their perspectives to contribute to their credibility. Incorporate any testimonials from key stakeholders or customers to reinforce their reputation.

6. Share Credit on Projects. Always acknowledge the team members who contributed to a project's success. Similar to the acknowledgments in a book or an Oscar winner's acceptance speech, emphasize that your success is a collective effort. Mention how your team played a pivotal role in making this happen. People appreciate success stories more when credit is attributed where it's deserved.

7. Express Appreciation of Your Team to Your Boss. When your teammates excel, send appreciation emails and consider copying your boss. This practice not only recognizes their accomplishments but also highlights their value within the team. 

8. Publicize your Team’s Efforts on Your LinkedIn.  Randelle Lenoir, VP Branch Leader at Fidelity Investments is a pro at this.  After speaking to her mentor, she set a goal for herself to post one thing on LinkedIn each week:  a photo of the team doing important work, a recent win they collectively had, or just an individual achievement.  One of the most popular posts was when a younger member held his certificate and announced that he had just passed his series 7 exam.  She usually has good engagement with other team members, chiming in during the celebrations. The impact this has had is that she has developed a pipeline of great people who want to work for her because they see how excellent the culture is.  This allows her to be agile in creating movement for current members, if they want to move on and do something else, she can pull from her waiting list.

By implementing these strategies, you can actively contribute to the success and recognition of your team members, creating an environment where everyone's contributions are acknowledged and celebrated. 

Quote of the day. "Great things in business are never done by one person; they're done by a team of people." - Steve Jobs

Question. How do you effectively promote your team?  Comment and share below; we’d love to hear! 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

How do you promote your team’s successes?

Shifting Perceptions for a Promotable Future (Self-advocacy series 6/7)

If you find yourself passed over for a promotion but are determined to enact meaningful changes, there are effective strategies to shift perceptions and prepare for future opportunities.

According to Carol Kauffman, Founder of the Harvard Institute of Coaching, there can be a significant time lag between making behavioral improvements and others recognizing these changes, especially if prior behavior was viewed negatively. This transition can take several months, even up to a year. In cases where you've been labeled as challenging, stubborn, or self-centered, it may feel as if you're trapped in this perception.

Here are actionable steps to signal your growth and alter the way your supervisors and colleagues perceive you:

1. Promote Your Growth. Just as companies announce forthcoming product upgrades or service enhancements, market your efforts and substantiate your transformation with evidence. When a retail store undergoes renovation, they immediately inform customers, display a "coming soon" banner, and provide glimpses of the improved storefront or layout. You can apply this concept by openly sharing your personal development goals so they can begin to collect evidence to support those changes.  If you've received feedback about missing deadlines, communicate your commitment to meeting all deadlines without reminders.  If your manager sees you as someone who avoids problems instead of solving them, and you quietly change your behavior but don’t communicate what you are doing, they may not notice.  You can offer comments to show your proactively, such as, “I’m working on this challenge and maintaining full ownership until it is resolved. Here are some steps I’ve already taken; I’ll circle back when there is more to convey.”  If the same challenge arises in a larger team meeting, you can jump in and share that you are on the case and offer one thing you have done and your next step so they see you as having a good grasp of the situation.  You can also be diligent in your written communication.  If an email is sent to you and your manager, it is helpful to respond as soon as possible, letting them know you are on top of it and offering some next steps so they restore faith in your abilities.  When you alter your underlying behavior and showcase it, you start to create a new reputation. 

Bradley Cooper embarked on a similar issue of altering his reputation.  He is famous for being an incredible actor with hits like American Sniper and the Hangover Series and has received numerous academy awards, and is one of the highest-paid actors.  While his reputation was strong as an actor, he felt underutilized and wanted to Direct so when he pitched A Star Is Born to Warner Brothers, it was a big leap.  He got the job, received many Oscar nominations, and is widely recognized for being much more than a skilled actor.

2. Consistent Demonstrated Behavior. Consistently demonstrate the desired behaviors or qualities that you want others to perceive in you. For example, if you want to be seen as a proactive problem solver, consistently take the initiative to address challenges and find solutions. Send email updates without reminders to inform others of what’s going on. Over time, your actions will reinforce the new perception you're aiming for.

3. Demonstrate Leadership. Take on leadership roles and responsibilities within your organization or community. Leadership positions often have opportunities to showcase your abilities and qualities to a broader audience. Being a proactive leader who leads by example can change perceptions about your capabilities and potential for growth. 

3. Seek Feedback. Actively seek feedback to keep your changes at the forefront of others' minds. If you are working on improving your meeting management skills, engage your colleagues by informing them of your objective and requesting their input. Afterward, follow up with them to gather feedback on your progress. Regularly checking in on your goals will make others more aware of your efforts.

4. Seek Mentorship and Role Models. Seek mentorship from individuals with the qualities or skills you want to be known for. Learn from their experiences and let their guidance help shape your behavior and mindset. Having role models can provide real-life examples to emulate and inspire positive changes in how others perceive you.

5. Evaluate Alternative Paths.  In cases where the gap in perception seems insurmountable or when you lose motivation to change the situation, consider exploring new opportunities elsewhere. Sometimes, a fresh start in a different environment can offer the best path to advancement.

By focusing on these strategies, you can effectively change how others perceive your professional skills, capabilities, and potential.  

Quote of the day: “The only person you are destined to become is the person you decide to be." - Ralph Waldo Emerson

Question:  How do you best shift perceptions? Comment and share below; we’d love to hear from you.

The next blog in this series 7/7 will focus on promoting your team. 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

How do you shift perceptions?

Mastering the Art of Promotion Requests: More Tips and Strategies (Self-advocacy series 5/7)

In the previous article, we delved into three crucial factors for seeking a promotion: accomplishments, vision, and passion.  This article will expand on these aspects and explore additional valuable tips.

1. Seek Endorsements from Allies.  Harness the power of endorsements from colleagues who can vouch for your leadership potential.  Approach them in advance to gauge their support and ask how they would describe your qualifications for a promotion. This not only strengthens your case but also provides insights for improvement.

2. Identify Decision Makers.  Promotions often involve a committee, especially at the higher levels. Discover their criteria and seek opportunities to collaborate with key decisionmakers on projects to showcase your capabilities and gain their support.

3. Have a Plan B.  If a promotion is not immediately available, consider alternative benefits. Request support for professional development, executive or leadership coaching, training opportunities, tuition reimbursement, or membership into professional organizations. Maybe they can connect you with a mentor so you can learn another part of the business, or you can ask to attend key executive meetings so you can gain greater visibility to the broader part of how the company operates, or push for a flexible schedule so you can enhance your skills and value.

If they say no to your promotion because of promotion freezes by the company and not because you are not ready, you can ask if you would have their support next time and get that verbal agreement in advance.

If they say no because they feel you are not ready, try not to leave the conversation unless you are clear on the 2-3 things to focus on to get promoted in the next cycle. You can ask what are two skills that people in that position demonstrate so you can start working on them.  Or, is there something you should stop doing that would help you advance in your career?

4. Cultivate and Leverage Authentic Relationships.   Before vying for a promotion, you should build a reputation as somebody who builds good relationships and is a team player.  Be willing to jump in for others, offer support, build on their ideas, and celebrate them.  When you realize that somebody is having trouble with a new program, volunteer to jump in and share so you can fast-track their learning; those gestures go a long way.  Maybe you hear another leader having trouble finding certain information, and that’s your area of expertise; you can email the information even without being asked to do so.

Also, it is okay to leverage relationships which are at the heart of building many successful careers. Madeline Albright got to know Bill Clinton and wrote him a recommendation, and then he returned the favor and nominated her to a critical political position; of course, she was qualified, but many other people were as well.  Men are good at exchanging favors, whereas women tend to give their time to help without expecting something in return.  This is what a typical exchange can look like for many women, your coworker John says, “Can you fill in the meeting for me tomorrow?” You respond, “I don’t think so, I have a lot going on.” He pushes and says, “I have another meeting where a key decision needs to be made and if I don’t show, that project will be delayed by weeks.  You relent and say, ok and he says thanks.  That should not be the end of the exchange.  It would help if you then signaled reciprocity.  “Sure, I’ll fill in, but I need your help on Thurs. morning to get this part of the work done.”   If you have no upcoming work that needs to get done, you can say, “You owe me one if I need coverage later on.  Sound good?”

5. Speak confidentially. Don’t be tentative in describing your skills and experience.  For example, “I’ve never held a position like this before so I’m not sure if my skills are an exact match.”  It seems like more of an issue for women because less qualified men are much bolder.  They may say, “I have exactly the skills you seek and easily meet the requirements because I’m excellent in x, y, and z.”  Replace your tentative language: “I think I can contribute,” with stronger language: “Here is how I plan to contribute;” “My track record shows that I’ll be able to…”

6. Define Your Desired Role.  You should know the role you are going for to make your case.  If the organization has created a new role, it is an excellent opportunity to define it as you cocreate the details.  If you suggest a new position, map out a job description while leaving space for them to add their thoughts, generating greater buy-in.  You are trying to make it easy for the other person to say yes, and if they have yet to learn the specifics of the role, they are more likely to say no because there are too many factors to consider.

7. Increase Market Rate Awareness.  Research market rates for similar roles at other companies to understand your value.  Internally, research on compensation packages of peers in comparable positions with similar team sizes should be gathered to negotiate effectively. 

8. Demonstrate Competencies.  Showcase how you already possess the competencies required for the next level. If there are some that you are not doing, you can offer your plan to fill those gaps.   

9. Address Concerns. Proactively address any concerns or reservations that decisionmakers may have. Offer practical solutions and share your vision for overcoming potential challenges.  For example, they may be worried that you have never run a team more than 10 so 30 is too big of a stretch.  You can walk through your vision of how you would manage that challenge.  Or, if you now have to start a partnership with the engineering team but have little exposure, you can talk about your plan to build relationships and collaborate efficiently.

10. Be Tactful in Disclosing Weaknesses.  Sharing your development gaps can be helpful, especially when you have an environment of trust and support.  When somebody has power over your pay and promotion, you can also be cautious, especially if you are unsure about the trust and depths of your relationship.  Instead of saying, “I have imposter syndrome running this team that are more experienced and older than me.” I would frame it in seeking advice.  “You have always been so helpful; I would love to learn your approach to running teams that have more experience than you?”

11. Correcting Misconceptions.  If you encounter misinterpretations or inaccuracies in feedback, address them promptly.  I was working with a leader once who was asking questions about a new vision that was rolled out.  The HRBP, who was in the meeting, labeled him as not quick to get on board.  There were no other data points to support that statement, yet feedback followed him for a long time.  When that happens, be sure to correct the record.  Schedule time with the person who gave the feedback to try to understand it better.  See if there are examples they can provide.  Share what you have been doing to bring people along.  Provide context for your approach. e.g., “At the beginning of a new initiative, I tend to ask many questions to gain greater understanding. It is so I am better prepared to answer questions that I will get from my team. The number of questions is more related to deeply understanding it than questioning your vision.”

12. Interview Elsewhere.  This is helpful because you learn about other opportunities, better understand your worth, and refine your self-presentation.  If you get an offer, you can take it to your boss as a powerful negotiating tool.  Sometimes, companies are reluctant to promote from within too quickly, but when faced with losing you, they magically find money because letting you go is more expensive than paying the extra money you want.  In fact, it can cost companies up to 100k or more to bring somebody in and onboard them.

13. Avoid Bluffing.  Honestly is essential. Never claim to have another offer unless you genuinely intend to accept it. Bluffing can damage your credibility and future promotion prospects. 

By incorporating these additional strategies into your promotion request process, you can effectively enhance your chances of success and navigate the complexities of career advancement.

Quote of the day: "If you don't ask, you don't get." - Mahatma Gandhi

Question.  Who do you know that is great at asking for a promotion?  What was their approach and why were they effective? Comment and share below; we’d love to hear from you!

The next blog in this series 6/7 will focus on ways to showcase your growth to shift perspectives. 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

How do you gain allies before you ask for a promotion?

Making your promotion case: Preparing for Career Advancement Conversations (Self-advocacy series 4/7)

Asking for a promotion or raise can be intimidating, often causing individuals to shy away from a potentially uncomfortable conversation. However, it's crucial to advocate for yourself and seize opportunities for professional growth. In this article, we will explore three key steps to put your promotion case together and be ready for the conversation.

1. Document Your accomplishments.  Before approaching the conversation, document your top 3-5 achievements across various work areas.  Specify the strategies you employed, the results achieved, and the context in which you operated. For instance, describe how when you took over the customer success team at the beginning of the year, they lacked infrastructure and fell short of their targets.  You restructured the team, defined clear roles and responsibilities, introduced new metrics and processes, and achieved a 10% customer growth during layoffs and fewer resources. 

You can document your wins as a leader and the impact on teams and culture.  Maybe you have created a high-performing team that receives consistent positive feedback from key cross-functional partners and have gotten your people promoted and recognized throughout the organization.   For culture, perhaps you led successful offsites that resulted in more cohesive teams and the reduction of silos or put in place a series of cultural practices that have increased engagement and morale, innovation, retention, and high performance.  Or, you are a great culture carrier and can be relied on to do the right thing and represent the organization the way it wants.

It is helpful to keep a running list of accomplishments that you add to monthly so that when it is time for your promotion, you already have the information; it is just a matter of packaging it into three big advancements.  If you are not delivering your results, it may be challenging to get promoted.  In that case, do not just evaluate the last six months to a year, but look at a longer horizon to see how the context and global factors have played a role.  Maybe the expectations have shifted, and your new bar for success should be just maintaining the current customer base rather than gaining 5% additional customers because this is in the context of your competitors seeing a norm of 10% loss.  You could have set your goals when the context was much different, so you must adjust expectations. 

2. Share Your Vision & Benefits.  If your track record and accomplishments are about the past, the other focus should be on your future potential and how you show you are a franchise player.  What is your vision for your role and the department in the short and long term?  Where do you want to take it?   Connect the dots to demonstrate how your promotion can benefit your unit, other teams, and the entire organization.   Explain how the promotion will empower you to accomplish more.  Consider how it will enhance your ability to collaborate with other department heads because they want to work with their title peers.  If you are already great at people management, a bigger team will allow you to have more impact in bringing out people’s best, contributing to engagement and retention, and the goal of entering new markets.  Always tie your case back to the business benefits and the advantages for the team and company.

2A. Use the “I /We” Formula.  Alexander Carter, Columbia Law Professor & Negotiation Expert advocates using this formula to emphasize multiple benefits.  “Here’s what I’m asking, and here’s how we, as an organization, will benefit from my enhanced role.”   “If you bring me in at the VP level, we, as an organization will benefit from the combination of operational and technical experience.”  Making a case that is just about you is a losing proposition.  For example, “I really need this because my kid is entering college this year.”  Aim to maintain your objectivity.

2B. Identify Your Successor.  In your vision, name your potential successor.  Ideally, you have been grooming them to step into your role seamlessly.  If this is not the case, perhaps your possible appointment recently took a job elsewhere, outline a plan to prepare an internal candidate or consider external hiring to bridge any skill gaps needed for the team’s growth.   

3. Convey Passion.  Express your enthusiasm and passion for a more extensive scope and opportunity. Make it clear why you're driven to take on more responsibility and how it will invigorate your work. Demonstrating your eagerness reduces uncertainty and inspires confidence in those who support your advancement and may be taking risks. Let your passion shine through to energize yourself and also those around you.

When it comes to requesting a promotion, preparation is critical.  Have a concise statement highlighting your current achievements, aspirations, and the reasons driving your pursuit. 

Quote of the day. “Opportunities don’t happen. You create them.” -Chris Grosser

Question of the Day. What lessons have you learned about asking for a promotion?  What worked and what hasn’t? Comment and share below; we’d love to hear from you!

The next blog in this series 5 /7 will focus on refined strategies for influencing. 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

What’s your approach to asking for a promotion?

Strategies To Elevate Your Work Visibility? (self-advocacy series 3/7)

In the preceding two articles, we delved into the challenges of self-promotion and the importance of cultivating new beliefs to boost your career visibility. Once you've grasped the significance of making your work more visible, especially if you operate behind the scenes, it's time to explore practical steps to reshape the outcome.

Let’s explore strategies for enhancing the visibility of your work:

1. Excel in Your Work.  The foundation of increased visibility begins with consistently delivering exceptional work.  Establishing a reputation as someone who consistently completes tasks correctly and efficiently without reminders, makes you a reliable and valuable asset.  Colleagues will see you as a dependable and high-yield investment of their time and resources.

2. Foster Mutually Supportive Relationships.  Publicly championing the successes of others can pave the way for solid alliances.  When you celebrate the achievements of your colleagues, they are more likely to reciprocate, resulting in a robust network of support.

3. Seek Feedback.  It's easy to underestimate your accomplishments.  Soliciting feedback from trusted individuals offers an external perspective that helps you comprehensively understand your achievements, enabling you to communicate them more effectively.

Additionally, Leadership Expert Liz Wiseman suggests these approaches for tactfully drawing attention to your contributions:

1. Providing Informative Updates.  Sharing an FYI on tasks you've completed to make others' work easier can boost your visibility. For instance, “I took care of the list of escalated issues from yesterday’s executive meeting, so you don’t need to worry about them.”   This notification demonstrates your commitment and reliability.

2. Optimize processes.   If your work involves routine processes, consider innovating and optimizing them. Successful innovations garner appreciation, while unsuccessful attempts will still draw attention to your dedication to improvement.

3. Delegate to Highlight Workload.  Delegating some of your responsibilities, especially those that often go unnoticed, can highlight the complexity of your workload. Others may better appreciate your contributions when they experience firsthand what’s on your plate.  When you take a couple of weeks off and truly unplug (not getting a few things done here and there or being responsive to calls) and your boss has to assume parts of your work, they will have a newfound appreciation when they learn the full scope of your tasks.  This is also what Debra Stepple, Sr. VP of Tech and Marketing Functions for a financial planning company experienced in her personal domain.  When she was forced to spend several months on pregnancy-related bedrest, her husband assumed some of her duties including carrying the laundry up two flights of stairs. He realized how hard it must be for his wife who is just over 5 feet to manage the massive family load.  When she got better, he never gave her back that task because the full depth of her work was only seen once he experienced it.

4. Seize Key Moments.  Skilled waiters who work efficiently in the background know how to step forward in crucial moments.  Right before they deliver the bill, they may let you see the work they have done on your behalf by saying, “Just to let you know I put a rush on your order to ensure you get to the theater on time.” You too can seize opportunities to come to the forefront strategically. When your boss acknowledges your excellent work, you can express interest in future opportunities. E.g., “I see we have a meeting next week; I have more ideas to contribute.  Would it be helpful for me to get added to the agenda?” 

5. Show Your work.  When you simply tell somebody what you have done, they may not comprehend the full scope of all the tricky challenges involved.  Much like a math problem, presenting a final answer may give the impression of simplicity.  However, displaying all the smaller steps in the process reveals the complexity and effort behind your results. 

5A. Focus on the Process & Results.  To show the process, you can start with the challenges and share the strategies/steps you employed, and then you can share the outcomes and lessons you’ve learned for future projects.

5B. Stick to the Facts.  You can guide others to draw favorable conclusions when you share the facts and do not offer your interpretations.  For example, instead of saying “I’m an expert writer,” you can say, “I’ve published ten articles on this topic.”  Rather than saying, I’m an excellent leader,” you can say, “Since I took over the team, we have seen sales double.”  Rather than you making sweeping generalizations, let them come to their conclusions based on your data.

6 Share Evidence of Success.  Periodically share compliments and feedback you receive with your leaders. For example, “I am thrilled by the result of this campaign and grateful for the team’s support.  I was equally excited when the client shared a testimonial.  I aim to continue wowing this client so we can land even bigger campaigns.”   You can even encourage your customers and collaborators to share positive feedback directly with your leaders. 

6A Assist your Boss in Showcasing your Victories.  You can also help your boss package the wins to their leadership teams.  When there is a significant accomplishment, you can thank your boss for the opportunity to work on the project and how excited you were with what the team accomplished.  You can say, you were especially proud of these two things and distill the successes, so it is top of mind for them to share upwardly.

Enhancing the visibility of your work involves a blend of strategy and effective communication. By consistently delivering outstanding results, fostering supportive relationships, and sharing your successes in a structured and factual manner, you can ensure that your contributions are recognized and valued appropriately.

Quote of the day. "Your work is your responsibility, no matter the task. Own it. Adapt it. Elevate it." - Jason Taylor

Question of the day.  What helpful tips can you offer to make your work more visible? Comment and share below; we’d love to hear from you!

The next blog in this series 4/7 will focus on how to ask for a promotion.

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

How do you make your work more visible?

More Challenges Holding You Back from Self-Promotion (self-advocacy series 2/7)

In the previous article, we explored two top challenges related to self-promotion. This article will delve into additional common challenges individuals may face in their journey toward effective advocacy.

1. Overcoming Shyness.  Many people are reticent to talk about their accomplishments in front of others because they may not know what to say or how to say it. 

·      Stepping Outside of Your Comfort Zone.  Leadership often involves moving beyond what’s familiar to develop new skills.  You may be good at back-of-the-room leadership, doing great work behind the scenes but it’s also essential to know how to excel when front-of-the-room leadership is required.  While initial awkwardness may occur when you are developing this muscle, it means you are learning and doing hard things, and the long-term personal growth benefits will eclipse the short-term pains.

2. Letting Your Work Speak for Itself.  In How Women Rise, Sally Helgeson labels this career-limiting habit as “expecting others to spontaneously notice and reward your hard work.”  This passive approach can hinder your career progression.

·      Taking Initiative.  People are too busy to notice what you are doing, they are in non-stop meetings, have full agendas, and are working hard to hit their deadlines.  Rather than take this passive approach, speaking about the work and providing context that highlights its quality is better.  Nobody will be able to advocate for yourself the way you can, and how can you get recognized by leadership if they have no visibility into the work you are doing?

3. Managing Busyness.  Some feel like they have a million things going on and do not have the headspace to think about how they will share what they are doing.  This is especially true if you are a high achiever who cares about being a good leader;  you are usually always in action mode and do not have time to reflect, zoom out, and think about how you can position yourself.

·      Viewing Self-Promotion as Essential. Rather than consider self-advocacy as a separate task, view it as an integral part of your job.  When a company develops a new product, that’s only part of their work.  They then have to market it.  If you think you are too busy, you will stay in your current role and not prepare for what’s next.  It is essential to take time to step back and prioritize your career advancement because nobody will manage your career the way you can.

4. Balancing Enjoying Good Work.  Some individuals find great satisfaction in helping others and believe that getting recognized is secondary.   While valuing good work is commendable, recognition is essential for career progression.

·      Reframing Recognition.  The acknowledgment of your contributions can lead to more significant opportunities to make a broader impact.  Avoid being pigeonholed and overlooked for growth opportunities by ensuring your work is noticed and appreciated.

5. Navigating the Double Bind.  In some cultures, stereotypes about gender and leadership may pose unique challenges regarding self-promotion, particularly for women. Traditional ideals of leadership are often associated with qualities such as decisiveness, assertiveness, and independence, which can align more closely with masculinity.  Conversely, women are expected to exhibit traits like nurturing and selflessness. This disconnect places female leaders in a double bind, where they must navigate a delicate balance between demonstrating competence and likability. Research has shown that women excelling in traditionally male-dominated fields may be perceived as competent but less likable than their male counterparts. Behaviors considered self-confidence and assertiveness in men may be viewed as arrogance or abrasiveness in women. On the other hand, women who adopt a conventionally feminine leadership style may be liked but not respected, as they may be seen as too emotional or soft to make tough decisions. These challenges underscore that self-promotion can be more complex for certain groups.

·      Defying Stereotypes.  It's important to acknowledge that these challenges persist, and people may form perceptions of you even when you're not actively self-promoting. Ruth Bader Ginsberg, a former Supreme Court Justice who graduated at the top of her class at Columbia Law School, faced jealousy and derogatory comments from male colleagues. Her response, "better to be called a bitch than mouse (and not ever speaking up)," highlights the importance of not shrinking oneself to conform to others' expectations. Had women in the 70s been overly concerned with meeting societal expectations, the management field would be largely devoid of women. It's crucial not to diminish yourself to please others; instead, approach this challenge with thoughtfulness and intention.

·     Challenging Perceptions.  Another valuable strategy is to challenge others' definitions and perceptions. For instance, if someone labels you ambitious, inquire about their definition. If their definition carries a negative connotation (doing whatever you can to get to the top), provide your interpretation (someone eager to maximize opportunities and rise through the ranks to make a significant impact). By taking control of the narrative and asserting your definitions, you can effectively navigate the complexities of self-promotion in the face of societal stereotypes.

Overcoming these common challenges can pave the way for effective self-promotion and career advancement, ensuring that your accomplishments receive the recognition they deserve.

Quote of the day: "The most important career decision you'll ever make is whether you will promote yourself." - Clare Boothe Luce 

Question:  What effective strategies do you employ to self-promote?  Who do you know that does this well, and what do they do? Comment and share below; we’d love to hear from you!

The next blog in this series 3/7 will focus on specific approaches to elevating your work.

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

How do you promote yourself graciously?

Mastering Self-Advocacy: Overcoming Common Challenges (self-advocacy series 1/7)

Self-promotion can be daunting, often leaving individuals grappling with concerns about how they will be perceived when discussing their accomplishments.  The fear of coming across as arrogant or self-centered can deter people from effectively showcasing their skills and achievements. However, self-promotion is not an all-or-nothing proposition; a third way allows individuals to promote their work artfully and tactfully, thereby advancing their careers. 

This article will explore two common challenges hindering self-promotion and strategies to overcome them.  The second article in this series will delve into additional obstacles that individuals may encounter in the quest for effective self-advocacy.      

1. Avoiding Bragging

Concerns about sounding arrogant or self-centered when self-promoting are valid, especially if you are constantly using “I” and not acknowledging other’s efforts or putting down peers, such as, “Unlike my peers, I exceeded my goals…”. However, there is a way to discuss your work without sounding cocky.

·       Educational opportunity.  Reframe self-promotion as an opportunity to educate others.  By sharing your work, including the challenges and lessons learned, you provide valuable insights to your colleagues.   It also signals to others that they can seek your assistance if you possess specific expertise demonstrated through recent projects.  In the 1990s, Intel faced a similar challenge of insufficient promotion despite being the market leader in microprocessors, renowned for their technical superiority and high-quality products.  Their microprocessors outperformed competitors' chips, offering faster speeds and enhanced capabilities. However, there was a disconnect between their exceptional technology and consumer awareness. To address this issue, Intel launched a successful branding campaign by incorporating its "Intel Inside" logo on computers. This initiative effectively raised Intel's visibility, making it a household name and influencing consumer choices. The lesson here is that, like Intel, individuals should enhance their visibility to ensure their value is recognized.

·       Better Utilization.  Sharing your skillsets helps the company better understand how to leverage your abilities efficiently.  This prevents misaligned job requisitions and ensures your skills are put to their best use.  It also helps them avoid bringing in other people if they have somebody who can already do aspects of the job.

·       Focus on High Achievers.  Companies sometimes pay disproportionate attention to people who are not meeting benchmarks and ignore those blowing it out of the water. There is a real business case for shifting that attention and those resources to the high performers because they will likely be flight risks if they feel underutilized.  At the same time, organizations will be left with average employers.

·       Informing new leaders.  There are times when new leaders come into the company, and they do not know your track record, so it may take a while for them to learn all your capabilities and interests. Having that information on the sooner side is so helpful so they can best leverage your talents.   The more you share what you have done, what you are proud of, what you have learned that might benefit others, and what you want to do next, the easier it is for them to utilize you.

·       Creating an Equitable Playing Field.   Failure to share your accomplishments can disproportionately affect women, as men often get promoted based on potential while women rely on their track record for recognition. 

·       Controlling Efforts and Ignoring Unhelpful Opinions.   You cannot control what others think, but you can control your efforts to share your passions and accomplishments.  Your sharing has the potential to give you visibility and propel your career.  You can choose not to share anything, and they can still think all those things about you anyway, yet you have missed the possible benefit. 

2. Being a Team Player.   Some believe sharing their achievements may overshadow the team's work or negatively impact their image as a team player. However, there is a balance that allows you to highlight both individual contributions and team success.

·      Recognize Great Teamwork.  It is easy to fall into either/or mindset – thinking that sharing your achievements means you aren't a team player.  However, every team comprises individuals who naturally desire recognition for their efforts. With this in mind, you can appreciate the team's great work while also recognizing individual contributions to success. This phenomenon is common in sports, where the team's victory is celebrated alongside specific standout moments like a critical defensive stop, a key goal, or a game-winning pass. It aligns with Social Psychologist Marilynn Brewer's Optimal Distinctiveness Theory, which suggests that at every level, people seek to belong to a team while having a unique role to play. Balancing both individual and collective recognition is essential.

Self-promotion is a crucial skill for career growth, and this article addressed two common challenges: the fear of bragging and concerns about being seen as a team player. You can overcome these obstacles by reframing self-advocacy positively and balancing individual recognition with teamwork.   Stay tuned for more insights in the next article on mastering self-promotion and advancing your career.

Quote of the day: "Don't be afraid to shine; the world needs your light as much as you need it to grow." - Matshona Dhliwayo, Philosopher & Author

Question:  What is the biggest challenge you have in promoting yourself?  Comment and share below; we’d love to hear from you!

The next blog in this series 2/7 will focus on additional challenges and strategies with self-promotion.

As a leadership development and executive coach, I work with leaders to communicate effectively, including strategically self-promoting; contact me to explore this topic further.

How do you advocate for yourself?