Influence in an organization doesn’t come from loud visibility. It starts with reliability. And when you’re aiming to develop great leaders, that influence is grounded in execution—consistent, strategic, and visible execution.
This quote anchors what follows: before you can effectively market your contributions, you must first build a reputation worth marketing.
Deliver Results—Every Time, Especially When It’s Hard
Consistent delivery is the baseline expectation in most organizations. What truly builds a strong professional reputation, however, is the ability to deliver when circumstances are difficult—when the pressure is high, resources are constrained, or the path forward isn’t clear. Executives notice the difference between those who perform reliably during stable times and those who can still execute when the environment is uncertain. And when things go wrong—as they inevitably do—it’s not the failure itself that defines you, but how you respond. Leaders who take ownership, adapt quickly, and stay focused on solving the problem demonstrate the kind of resilience and accountability that earns lasting credibility.
What do you do when results fall short
- Own the outcome—don’t soften the truth.
- Take responsibility, not defense.
- Show your recovery plan to shift attention from what went wrong to what’s next.
This approach builds trust. And trust is the most durable form of professional credibility.
Anticipate and Solve Problems That Matter
One of the most effective ways to build visibility and credibility is by solving problems that others—especially your manager or key stakeholders—haven’t yet resolved. What sets influential leaders apart is their ability to focus on the issues that matter most to those driving the organization forward. These leaders don’t wait to be asked; they recognize where things are stuck and take initiative. Often, the work that earns recognition isn’t the kind that’s loudly discussed—it’s the kind that gets done. Take Edwina, for example. Tasked with overseeing customer support, she identified outdated, manual tools that were slowing down service. Instead of accepting the status quo, she piloted a cloud-based system that significantly reduced turnaround times and improved customer satisfaction. Her initiative didn’t just fix a problem—it reshaped a process, and the organization took notice.
Keep Stakeholders Aligned and Informed
You operate in a networked environment—one where your success depends not just on your relationship with your manager, but also on the trust you build with cross-functional partners and internal clients. Being the go-to person requires more than competence; it requires credibility across that network. That starts with understanding what others around you are trying to achieve. Their goals, constraints, and pressures all shape how your work is perceived. Just as important is how you engage with them—through subtle, well-timed communication that builds alignment before decisions are made. This approach mirrors the Japanese concept of nemawashi: laying the groundwork quietly and respectfully so that, by the time you bring forward a proposal or idea, the support is already in place.
Make Your Impact Visible—Without Promoting Yourself
Many high-performing professionals believe their work should speak for itself. And while that instinct comes from a good place, it often leads to missed opportunities. As the chapter notes, “Excellent work that ‘should speak for itself’ can be found everywhere.” In most organizations, there are dozens of people doing solid, above-average work. Assuming your results will rise above the noise on their own is unrealistic.
That doesn’t mean you need to market yourself loudly—but it does mean you need to create visibility for the value you and your team deliver. The key is to focus on what the organization cares about, and to communicate in ways that reinforce trust and credibility.
Here are a few effective ways to do that:
- Talk about the work, especially in terms of how it supports broader goals. Framing your message around outcomes keeps the spotlight on impact—not ego.
- Elevate your team’s contributions. Sharing credit shows leadership maturity and helps your accomplishments resonate across the organization.
- Lead with insights, not information dumps. Executives want to know what to do with the data, not how hard you worked to collect it.
This isn’t self-promotion. It’s strategic communication. And it’s how effective leaders make sure their contributions are recognized—for the right reasons.
The Bottom Line: Reliable Execution Establishes Influence
Before you’re seen as ready for leadership, you must be seen as someone who:
- Delivers what matters,
- Solves hidden but meaningful problems,
- Aligns with and informs stakeholders,
- Demonstrates impact in clear, credibility-focused ways.
This is how you develop great leaders: by consistently delivering substance before seeking the spotlight. When that foundation is in place—that’s when you’re ready to expand your influence.