How can you stay top of mind with senior leaders?

The best way to be visible and valuable is to get things done. Showing results is the best form of persuasion. You can send as many emails as you like and have the most airtime in meetings, but if you are not known for delivering on time, on budget, and in full - you are visible but not valuable.

Budding leaders need to demonstrate grit, confidence, and commitment. Senior leaders respect team members who take the initiative, find innovative solutions to customer problems, and implement projects that increase customer experience, adding to top-line and bottom-line growth. Remember, most successful innovations are first met with suspicion, ridicule (and sometimes even humiliation) before acceptance. Grit and Confidence will come to your rescue.

>Always accept the task given to you, irrespective it is part of your KRA or not. >Be a problem solver, instead of sharing the problem. People like to approach the ones who can get their task done. >Most of the leaders are busy, it's good to ask if you can take up any of their tasks.

Nudge The Executive A Little | Always Straight Up Ask Be genuine, and don't be annoying. I am genuinely interested in you. That's why we work together, but to spread the attention can be a job all to itself. Part of my job is to notice you and what you are doing. Sometimes, you have to nudge that a little. Remember, not only one executive needs to know you are doing great things. Make several aware of it; always start with those in your chain. Always ask someone how they like to be made aware or contacted, like keep them aware of what you do and your achievements. All this advice we giving and the most effective is asking. This is not the same as reporting; reporting has a chain of command, so don't forget that.

Can I Share Something With You? Do you really wanna know how you share ideas straight up? Ask the exec.? "Can I share some well-thought-through ideas with you?" You should have a well thought through of the basics - What is it? - Who it's for? - Where will it happen? - Why do we need it? - How can we do it? - When is it ready? - So on and so forth. Don't let me start asking questions and you don't have the basic answers. I may also ask why didn't you share this with your direct superiors. If you have difficulty expressing yourself, make me aware you're shy, nervous or only want to give me the basics. Tell me if you haven't thought it through and want feedback before exploring it. I will still give you that time most executives would.

Why Do You Have To Build A Rapprt And We Work Together I've never understood the whole building of rapport, and we work in the same company. I think this comes from the early days of executive separatism culture. You're not a stranger off-the-street pitching an idea. I don't think you should have to build much of a rapport with anybody you work in the same company with. The fact that HR hired both of us is the rapport. If you have to build a rapport, the corporate culture may differ from the employee culture. Straight up, ask if you can share an idea because, by the time you build a rapport, the timing for the idea may be off or passed. You still have "Idea/Concept Thieves," so use emails and keep text messages to mark your time.

Create Concept Meetings, Note Exchanges or Concept Dialogue This is basically telling you to work your way to the top. This goes back to the executive separatism cultural concepts. I am speaking on behalf of all executives when I say this. If you have something that can benefit us, I want to know about it immediately. If you work in a big organization with thousands of employees, executives can be bogged down with listening to ideas. The next time you have a corporate meeting, ask to create a concept meeting, note exchange, or concept dialogue. This gives executives one or two chances within the month to see these ideas and from whom. From there, you are invited to share more. If it should be confidential, wait for your chance.

99% vs 1% Idea Once you share the idea, don't think that's the end of it. You have to do some follow-up, and you may have to do consistent follow-up. You don't have to be annoying with it, but you want to know what's happening with the idea. And make sure if you want to be a part of its development, the executive knows this if they decide to use it. Don't be surprised if the exec is already aware of such an idea or others have already shared the concept. 99% of what you are thinking has likely already been considered. The reason you share is to improve the 99%, or you have a 1% idea.

Instead of focusing on what others expect, surprise and delight them by giving first. Offer to buy lunch, share your expertise, or lend a helping hand. This proactive approach builds positive relationships and sets you apart as someone who contributes value, fostering a culture of mutual support and collaboration.

Stay Current: Stay informed about industry trends, market developments, and organizational changes that may impact the company. Share your insights with senior leaders to demonstrate your strategic thinking and proactive approach. Show Enthusiasm and Passion: Demonstrate enthusiasm and passion for your work and the company's mission. Senior leaders are more likely to remember and support employees who are genuinely passionate about what they do. Follow Up: After meetings or discussions with senior leaders, follow up with a brief summary of key points discussed and any action items. This shows your attention to detail and commitment to follow through.