You know your leadership and situation best so take what you need from this advice and leave whatever doesn't work for you but here are my thoughts:
What if you approached your leadership in a very similar way to how you approached this post? Unassuming that you know the reason behind your experience and asking for advice. This is why I think it could work:
People love to be heroes. Rather than approaching it as their problem, but as yours that they can help fix, gives them the opportunity to be on your side. Saying "I feel like my contributions get overlooked and I'm concerned I'm not advocating for myself enough but I'm struggling with how to do that. Do you have any advice?" Hopefully this will prompt them to ask you for examples on what has been overlooked and they can give you advice. Additionally, this may encourage them to advocate for you. Of course they may not respond as positively but they are more likely to engage in this conversation productively than one they may feel defensive in.
Try also tracking your "wins" and find ways to share them with people, especially your leadership. This could be be as simple as popping them in conversation (ex. contributing advice via story of experience "that sounds like a great project! When I worked on X I did Y and it helped with Z, maybe that will help you."). It doesn't have to feel like bragging, share your successes to help others. If you really struggle with speaking up like that, try implementing a regular email to your leader with your lessons and wins of the month or quarter maybe? Either way, it's easier to share your stories proactively than to have to speak up and say "actually I did that" when someone else just took credit.
I offer this as someone who learned my lesson too late that I do have a responsibility to advocate for myself if I want proper recognition. It does take 2 (or more) so of course leadership and people you work with are a factor, but often we assume that they know the whole story when that may not be the case. I once worked in a position that helped a lot of teams and when a new leader came in, I assumed they knew my capabilities when they saw the type of workload and projects I had been a part of. They adjusted my role to more reflect the title I was working under and wouldn't allow my involvement in the higher level projects anymore. While they definitely were not a great leader, I realized what I had missed when I interviewed for a position on one of the arms of our team that the new leader suggested I apply to (and basically called me entitled when I had said it would feel like a step back). I did interview and as part of it did a presentation. The manager of that arm, who I had worked with before, was floored by how polished and high-level my presentation was. I was actually told I was overqualified and they didn't realize I was able to do that type of work. I realized I assumed they knew. They knew I had been involved in higher level projects but many people hadn't actually seen my work or contributions. It was easy for them to assume I did as little as taking notes. Doesn't necessarily mean I did anything "wrong".. but I certainly learned what I could have done differently.
I realize if you are naturally more reserved or introverted, it takes more for you to speak up. That is not a negative trait but it can definitely limit your results. Similarly to someone who is outspoken and blunt. Honesty and courage to speak are good traits, but if they are overused, they can't expect everyone to just bend to them and not feel offended or annoyed. They have to find balance. If you are more thoughtful and reserved those are valuable traits, but you can't expect everyone else to just know things about you.
Good luck and I hope you find a comfortable balance to advocate for yourself so you get more of the recognition you deserve!
Share your insight
Join an authentic community that helps women support each other at work. Share your professional experience or ask for advice — you can even post anonymously.
42 Comments
Join the conversation