What do you do if your executive leadership isn't recognizing your value and impact?

First, assess whether you are genuinely adding value to your organization or project. Then, verify if your perception aligns with that of your executive leadership. It’s important to note that perception can be influenced by bias. Second, if there are differences in perception, work to understand the gap and adjust your communication accordingly with the executive leadership. Third, if your contributions or value still go unrecognized, it may be a sign that you are in the wrong team or perhaps in an incompatible company culture. Changing a company culture is challenging, so you need to determine whether you have the capacity to influence it or if a change is necessary.

If executive leadership isn't recognizing your value and impact, take proactive steps to demonstrate your contributions. Document achievements with concrete metrics and examples of how your work aligns with company goals. Schedule a meeting to discuss your contributions calmly and professionally, highlighting specific instances where your efforts have made a difference. Seek feedback on areas for improvement and propose ways you can further contribute to organizational success. If recognition still lacks, consider discussing career growth opportunities or seek mentorship within or outside the organization.

Avoir un suivi à jour des réalisations en KPI ou en OKR et constamment les rapporter à leurs impacts financiers est la base de la démarche. Néanmoins les impacts indirect de votre travail qui ruissellent sur d'autres aspects: carrière path pour les membres de vos équipes, votre implications dans les valeurs de l entreprise ou encore comment vous vous impliquer dans la vie de l entreprises sont aussi à mettre en avant.

It can be difficult when you know you are putting in the work yet it is not being appreciated at the leadership levels. I believe that one need to: 1. Have a Self-assessment: Reflect on your own performance and contributions. Ensure that you are consistently delivering high-quality work and achieving measurable results. Identify specific examples of your accomplishments and the value you have brought to the organization. It can be improving employee engagement, driving impact through projects etc. 2.Seek feedback and guidance: Seek feedback from your line manager on your performance and ask for guidance on how to better showcase your value. They may provide insights on areas for improvement or suggest strategies to gain recognition.

To add to what Baruch Sachs posted, don't be shy. Many of us are socially conditioned to avoid bragging about ourselves and our accomplishments. If you want to be noticed, you have to speak up. When you share your accomplishments and you team's accomplishments in presentations, one on one sessions, or in the hallway, consider it more of a status update than bragging. It's usually easier or more comfortable to brag about your team than about yourself, but you must demonstrate your role in the team too, either as a leader or as a contributor. Don't neglect to highlight your value.

Much valuable information has been shared by other experts. I believe it's important that you open the dialogue and are able to express the "value" you are creating. Many marketing, sales, product management professionals are exceptional at "storytelling" what you leadership need is that translated to the value you created. How many new clients did you secure? Did you upsell some existing clients, did your new creative accelerate sales and augment the brand value of the business? When expressing your expertise to you leadership team speak in "measures" and measures that add value to the business growth and bottom line. What is measured gets recognized.

With a collaborative mindset, approach the dialogue with identifying mutual solutions that are aimed at lifting the entire organization through shared respect and a collective mission for cultivating pride in individual achievements that leads to value validation spurring united success.

Building relationships with leaders is always a good thing for many different reasons. As you build trust, this relationship becomes a 2 way relationship and this can be very beneficial individually and for your team. Don't be afraid to ask questions. We don't have all the answers and the ability to collaborate at all levels of the organization will provide fruitful.

Start by asking the question - Am I sure they even know about my contribution? Most often than not, they won't. So, you did a great job, got great results- that's not where your job ends. Sharing your achievements and impact to the larger network is as much part of your job as doing it. If your organisation/LM have no set mechanism to ensure this, find one yourself. Be strategic. Request for quarterly 1-1 connects with the exec or someone close enough to the exec who has the ability and openness to share forward, make mentors who will guide and support you, start a 'learnings' session for your region/global team where good work can be highlighted and others can learn from it too. Don't be coy, toot your horn, just do it with dignity.

1.Take a step back and reflect on your own performance and contributions. Identify specific achievements, successes, and areas where you've added value to the organization. Ensure that you have a clear understanding of your strengths and the impact you have made. 2. Request feedback from your immediate supervisors, colleagues, and clients to gain insights into how your work is perceived within the organization. Understanding others' perspectives can help you identify areas for improvement and strengthen your case for recognition. 3. Articulate your achievements and the value you bring to the organization in a clear and compelling manner. Prepare a list of concrete examples highlighting your contributions, results, and impact.

Being seen as well as heard can be powerful. Get out of your comfort zone and get involved. Learn something new, work with new people you may not work with on a regular basis. Take ownership of something difficult and deliver!

While working for Macy's at their corporate office in Cincinnati I was hired on as the Sr. Risk Consultant. That position required roughly 8 months of travel around the country. Not much time to be in the office to make an impression.... In year three I started joining groups that were ran by Sr. Leadership and strategically requested admin roles within those groups. Each group I joined served a purpose for the company and for my personal development. I never joined a group that stayed in place, but rather groups that had company wide impacts. The more I could get in front of people the more connections and relationships I made.

Start by sharing your achievements and project updates in team meetings and company newsletters. Volunteer for high-profile projects or cross-departmental initiatives to showcase your skills to a broader audience. Network with colleagues and leaders across the organization to build relationships and increase your presence. Leverage internal communication platforms to share insights, successes, and valuable information. By proactively highlighting your contributions and staying engaged, you can ensure that your impact is noticed and valued by executive leadership.

Absolutely agree with the importance of networking, but I've found that being selective about who you network with is crucial. For instance, many service providers may reach out to sell a product. While technically this is networking, the value can be limited. Doing your homework on who you want to network with and why can be a great first step. LinkedIn Navigator has been very useful for me in this regard. Don't hesitate to reach out to second-degree connections and ask for an introductory virtual meeting. Warm introductions from first-degree connections can also be incredibly helpful.

Network, network, network! Cannot stress this enough. Building relationships with a diverse set of folks at your company is very important. I am a firm believer of mentorship. Reaching out to an exec or someone on the leadership team is very important and may open many doors for you.

Most positions/jobs these days are because of someone you know. Fact! Networking has a 10x ROI if you do it right. A company I worked for used to hold networking events 3 times a year. My department was located on the 9th and 10th floor and executive leadership was on floors 21 and 22. I remember hearing that there was a executive networking event for departments to meet and discuss strategies. I knew my leadership for my department was located out of state and likely not going to be there. I made my way to the event and played it off as if I was a stand in since my leadership wasn't going to be there. No one knew anything different and I impressed my boss with an amazing business update! My boss though it was brilliant plan on my part.

Investing in professional development can help demonstrate your commitment to growth and excellence. Seek out training opportunities, certifications, and workshops relevant to your field to enhance your skills and knowledge. Participate in industry conferences and seminars to stay updated on the latest trends and best practices. Share your learnings with your team and leadership to show how your development benefits the organization. Pursue mentorship or coaching relationships to gain new perspectives and guidance. By continuously improving yourself, you not only increase your value but also signal to executive leadership that you are dedicated to contributing at a higher level.

Every good leader drives their team off what inspires and motivates each individual teammate. And every good leader not only relies on their perception or intuition for this information, but they also ask. If your leader hasn't ask, be transparent. "Assumptions" are the worst kind of miscommunication, because it is completely void of communication. Take the guess work out on what is important to you.

When executive leadership isn't recognizing your value and impact, it's important to take proactive steps to bridge that gap. Begin by objectively assessing and documenting your contributions, aligning them with the company’s goals. Open a dialogue with your leaders to discuss your achievements and seek feedback on areas for improvement. Enhancing your visibility within the organization can also help; volunteer for high-profile projects and regularly update leadership on your progress. Expanding your internal network and seeking mentorship can provide additional advocacy and support. Lastly, invest in professional development to continually improve your skills and demonstrate your commitment to the organization’s success.