How to Shift Perception of Employee Roles

Imagine this: you become aware that a senior leader doubts your skills, competence or doesn't realize your true contributions. They simply have the wrong perception of you. How do you change that perception without looking defensive or wasting time? I partner with a large leadership development firm as a fractional consultant where most are measured on delivery days and client billable hours. I wasn't the "traditional" consultant and was originally brought into the firm with the expectation that average utilization rates don’t really apply to me. I would deliver other strategic value such as advising on new product development, hosting thought leadership events and more given my unique experience as a tech leader, founder of an ed-tech startup, angel investor and coach. This arrangement was fine with previous leadership - but they all left. When new leadership came in, I needed to re-establish my value. Then I heard an off-hand comment. Due to inaccurate internal reporting, my utilization dashboard severely undercounted my billable hours. The new leader (my ‘skip-level’) had looked at my name and squinted, wondering how much value I truly provide. Not a good sign. Here are the key things I did to change her perception: (1) 📊 Manage up with data: I proactively set up time to speak with the new leader and came armed with data on what I did actually deliver - hours billed, hours forecasted, new revenue pipeline unlocked, etc. (2) ⏰ Focus on what they care about now: I honed in on the things I knew would matter most to her in her new role but did not shy away from outlining my arrangement with her predecessor. (3) 📢 Call out their concerns: I named the dynamic directly - "This is our first meeting and based on inaccurate data, you may think I'm not delivering enough value or working as hard as others. Let me share the facts." (4) 📖 Own the narrative: I took the opportunity to combat misconceptions with data and frame my value in a way that aligned with her priorities. (5) 📐 Understand how they measure success and reframe your value: I dug to understand exactly how she would be evaluating her team moving forward, offered suggestions and sought feedback on alternative ways for me to deliver value The key is to take charge of the situation when you know a senior leader has the wrong impression. Don't shy away from the hard conversations. Be proactive, listen between the lines, focus the dialogue on their priorities, and make your case. This is a critical skill for anyone, but especially consultants and those who fill "non-traditional" roles in their company. Don't assume leaders will just figure it out. Go make the case for your value directly and shift their perception. #managingup #executivepresence #coaching

On my clients’ minds: “How do I rebrand myself as someone who is capable of a higher level leadership and influence?” Changing how people view you isn't an overnight process although we wish it could be. Changing your brand in the workplace takes concerted time, effort and stamina to continually show up in new ways and teaching people to expect new things from you. Here are three strategies you can try to shift others' perception of you from a doer, expert or high achiever to a more influential and strategic leader: 1️⃣ Stop Over-Relying on Expertise and Start Leading Through Influence ▫️Start delegating tactical work and investing time in setting direction, shaping strategy, and influencing others. ▫️Redirect your colleagues to seek out your direct reports for answers instead of always coming to you. 2️⃣ Position Yourself as Valuable AND Visible ▫️Stop assuming results speak for themselves. ▫️Proactively align and advocate your work results to company goals and talk about impact in strategic terms. This positions you as a leader who is visible and valuable. ▫️Say things like, “This initiative helps us reduce risk in X,” or “This supports the CEO's Q3 priority on customer retention.” 3️⃣ Be Seen as Future-Focused, Not Just Reliable ▫️Many professionals unintentionally brand themselves as “reliable and steady," but not as “innovative, visionary, or future-ready.” ▫️As organizations endure immense pressure to grow, adapt or change due to economic or competitive pressures, how are you helping them identify and navigate these challenges? ▫️Shift your language from past-tense accomplishments to future-focused initiatives. Instead of “I've always done X,” say “I'm currently focused on growing our capability in Y,” or “I'm exploring ways to help our team do Z more efficiently.” What tip will you try? Or, what tips can you share to help someone successfully rebrand from a humble high achiever to influential leader?

Too many organizations treat transformation as something to be done to their people. Rather than something their people are part of. This subtle difference matters a lot. In my experience, the most powerful shift comes when people start feeling like they belong to the change. How do you get there? → Clearly communicate the why behind every shift. People need purpose, not just direction. → Give teams a genuine voice. Let them shape the path, not just follow it. → Build ownership at every level. Empower leaders and frontline teams alike to champion and steer the change. When change is co-created, people become ambassadors, not obstacles. They feel seen. Heard. Included. That’s how you turn a top-down mandate into a shared movement.