Internal advocacy — How to champion yourself without alienating others

Progressing in your career requires you to be visible and for your impact on the firm to be recognised and acknowledged. Many professionals shy away from self-advocacy, hoping that all they need to do is work hard and produce results — and that this alone will be enough. Sadly, this isn’t always the case.

So, why do so many people avoid speaking up for themselves, and how can it be done in a culturally calibrated manner that doesn’t alienate colleagues or leadership?

In my experience, there are seven key things to consider.

Being immodest or boastful is almost universally frowned upon

For that reason, many professionals are reluctant even to attempt going down that road. However, if we reframe this as a perfectly legitimate activity — something all professionals really should do, as long as it is done in a way that fits with the culture — the perspective changes.

Flag your achievements to those who matter

Seek opportunities to let the leadership team know of your achievements, linking them to the broader goals of the organisation.

It’s all about communication

Communicate well with your manager, giving regular updates not only on progress and achievements but also highlighting areas that aren’t working and outlining your plan for finding a solution. Ask for input where appropriate, while remembering that you own the issue — you aren’t trying to hand it over to your manager.

This level of communication will highlight your contribution and, importantly, your ability to work through problems and setbacks. These updates should be delivered in a format, frequency and channel that have been agreed.

Celebrate others

Lavish praise and acknowledgement on your team members and co-workers. Be specific — name individuals, describe exactly what each person contributed, and explain their impact on the overall outcome. Highlighting others’ contributions demonstrates generosity of spirit, which in my view is one of the key characteristics of a leader. It will also imply that you were part of the team’s success, without you having to say so explicitly.

Go above and beyond, without burning yourself out

Seek opportunities, where possible, to take part in activities beyond the immediate scope of your role — contributing to initiatives within the firm, supporting charitable causes, mentoring juniors, and so on. This will introduce you to a broader network of people across the organisation and enable you to demonstrate the breadth of your contribution.

Maximise the impact of your appraisal

Your mid-year and end-of-year appraisals are golden opportunities to clarify and document everything you’ve achieved for the business. This should also include any further education or training you have undertaken.

Find some role models

There are likely to be one or two people in your organisation who are particularly good at self-advocacy and do it in just the right way. Observe what they do so that you can learn from them. You might even ask to have a conversation about their mindset and the specific strategies they use.

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Ultimately, there’s a balance to be struck when advocating for yourself. On the one hand, being perceived as overly focused on self-promotion is likely to be frowned upon. On the other hand, it’s perfectly acceptable — and indeed legitimate — to ensure that your leadership team knows who you are, what your role is, and how you are positively impacting their business. Look around your own organisation and observe those who are doing this effectively — there is much to learn from their example.

If you’re looking for ways to maximise your career success, let’s talk. You can use this link to book a no-strings-attached call.