When sharing progress with other teams, say "My boss and I have been working on..." instead of "I've been working on...". This approach gives your manager credit, avoids triggering their insecurities, prevents you from looking like you're circumventing them, and builds political capital.
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Effective internal communication requires adjusting the level of detail, or "altitude," for different stakeholders. While an immediate team may need granular task-level updates, partners like sales and leadership often just need high-level results and strategic outcomes (the 30,000-foot view).
To avoid appearing incompetent, frame conversations with your manager around validation, not direction-seeking. Present your understanding of the goal, your proposed plan, and your key assumptions. This demonstrates proactivity and critical thinking while still inviting feedback.
To effectively lead through influence, go beyond aligning on shared business objectives. Understand what personally motivates your cross-functional peers—their career aspirations or personal goals. The most powerful way to gain buy-in is to demonstrate how your initiative helps them achieve their individual ambitions.
Don't pitch big ideas by going straight to the CEO for a mandate; this alienates the teams who must execute. Instead, introduce ideas casually to find a small group of collaborative "yes, and" thinkers. Build momentum with this core coalition before presenting the developed concept more broadly.
When presenting a strategy to leaders who like to 'leave their mark,' proactively design a space for their contribution. Instead of a sealed plan, explicitly ask for their opinion on a specific area. This satisfies their need to add value and makes them a co-owner of the strategy, increasing adoption.
After conducting a "listening tour" in a new role, don't just gather input. Follow up with stakeholders to explicitly show how you've synthesized their feedback into your strategy. This action enrolls them in your success and transforms them from observers into advocates.
When meeting with senior leaders, shift the focus from your status updates to their priorities. Ask what's top of mind for them, what challenges they face, and how you can help. This reframes you from a direct report into a strategic ally, building trust and social capital.
When progress on a complex initiative stalls with middle management, don't hesitate to escalate to senior leadership. A brief, well-prepared C-level discussion can cut through uncertainty, validate importance, and accelerate alignment across teams or with external partners.
To make your work visible to leadership, shift your communication from discussing activities to highlighting outcomes. Instead of listing tasks, explain the tangible business result your work generated and how it aligns with broader company goals. This frames your contribution strategically.
When expanding your impact beyond your defined role, you risk stepping on toes. To avoid this, involve relevant teams early, even if you have the skills to solve the problem yourself. This transforms a potential conflict into a collaboration, ensuring alignment and better outcomes.