"Advancing in your career often requires not just skill and hard work, but also the ability to break free from cultural norms that may hold you back." Letting go of my cultural norms and unlearning the ingrained desire to always be modest was a challenging but necessary shift in my journey to securing a promotion as a brand manager. I had been raised to believe that hard work speaks for itself, but I realized that in a competitive corporate environment, visibility and self-advocacy were just as important. To break through this mindset, I made a conscious effort to openly express my ambition. I shared my interest in the role with colleagues, mentors, and decision-makers, ensuring that those with influence knew I was ready and eager to take on the challenge. While this initially felt uncomfortable, it gradually became empowering as I noticed how my enthusiasm shaped others' perceptions of my readiness for the role. Beyond vocalizing my ambition, I also took proactive steps to demonstrate my capability. I began assuming responsibilities typically assigned to a brand manager, stepping up in meetings, making strategic decisions, and leading initiatives that showcased my leadership and problem-solving skills. By taking on these responsibilities within my current role, I eliminated any doubts about my ability to handle the position. Instead of waiting to be recognized, I made it impossible to be overlooked. Over time, this shift in mindset and action not only gave me the confidence to advocate for myself but also positioned me as the natural choice when the opportunity arose. For others looking to break free from similar cultural constraints and position themselves for a promotion, the key is to embrace both visibility and proactive leadership. Start by openly communicating your career aspirations to colleagues, mentors, and decision-makers-don't assume that others will automatically recognize your potential. Seek out opportunities to highlight your contributions. Demonstrate that you can handle the job before officially receiving the title, making it clear to everyone that you are the natural choice when the opportunity arises. Most importantly, reframe self-promotion as a tool for professional growth rather than arrogance-advocating for yourself is not about boasting, but about ensuring that your skills and contributions are recognized.
In my leadership journey, one of the biggest lessons I've learned about advocating for myself is this: it's not enough to point out problems-you need to show how you can add value. Early on, I made the mistake of speaking up in meetings just to highlight issues. "This process isn't working," or "This team is struggling" became a recurring theme in my feedback. While I thought I was being helpful, I noticed I wasn't being taken seriously. One day, I decided to try a different approach. During a leadership meeting, a discussion came up about inefficiencies in a key department. Instead of focusing on what wasn't working, I took the opportunity to share a solution I had brainstormed, complete with data, actionable steps, and a clear vision of the potential impact. The response was night and day. Not only did leadership implement my idea, but I was also invited to lead the project, which later became a success story for the department. That moment was a turning point for me. I learned that being seen as a leader isn't just about identifying what's broken-it's about contributing to the bigger picture. My advice to others is simple: Don't just point out problems; show how you can solve them. When you come to the table with ideas, solutions, and the confidence to advocate for those ideas, people see you as a strategic thinker and a leader who drives change. It's a shift in mindset that can truly transform how you're perceived and the opportunities that come your way.
Early in my career, I discovered that a male colleague was being paid 30% more than me for the same role. I was initially told that nothing could be negotiated until the annual review cycle, which wouldn't take place for another 8 months. I was confident in my performance in my role and my value to the firm and found a way to be assertive without conflict. I explained that if they felt like my value to the firm over the next 8 months was genuinely 30% lower than my colleagues, then I would see that as very tangible and direct performance feedback. However, if that was the case, I should probably look for somewhere I could have a greater impact. I made sure that they understood that this outcome would leave me sorely disappointed, as I genuinely loved my role, was highly committed, and believed from feedback that I was exceeding expectations in my role. They equalized our pay within the week. My advice to others in similar situations is to know your value and to communicate that without the defensiveness or aggression that can come with self-doubt. That means doing your research, requesting feedback regularly, and storing testimonials or positive emails. Advocate from strength.
Can you share one example of how you advocated for yourself in a leadership role? I was interested in a senior business leadership role. At the time, I was serving as the chief legal counsel for the regional business division of a large corporation. I discovered that it would be difficult for me to shift to a business operations position unless I had experience owning a P&L. Since I was in a shared service role, my work was an expense line in the ledger. Therefore, I decided to advocate for myself. I shared my goal with the Regional President (who was not my direct supervisor, but who I had a dotted line to) and asked her if she would help me obtain P&L experience. What was the outcome? I was provided with the opportunity to lead a product development initiative, which had clear P&L goals. It was an invaluable experience and I am happy to report that it was successful and profitable. What suggestion would you give others in similar situations? You own your professional development. Have clarity as to your goals. Be sure to ask for what you want and be willing to do what it takes, even if it seems challenging or risky.
Advocating for ourselves doesn't always come easily-especially for women. Research shows we are statistically less likely to self-promote, contributing to what some call the 'gender confidence gap.' This gap has real-world consequences, but the good news is that self-advocacy is a skill you can develop. Looking back at the times I've successfully advocated for myself in leadership roles, I realize I was most effective when I applied best practices in negotiation. So, if self-advocacy doesn't come naturally to you, that's okay. Take the time to learn basic negotiation skills before asking for that promotion-it can make all the difference. I saw this firsthand shortly after taking a full course on negotiation as part of my MBA studies at Boston University. I put the tactics I learned into practice-and to my surprise, the raise and promotion I asked for were granted! That experience showed me that preparation, strategy, and confidence can transform the way we advocate for ourselves in the workplace.
I was a senior director at a $50M non-profit when I noticed an exciting innovation project happening on another team. Seeing it as an opportunity to gain strategic experience and contribute to a high-priority initiative, I took the initiative to advocate for myself. I spoke with my manager and senior leaders about how I could add value and help lead the project. They appreciated my initiative, and I was given the opportunity, which ultimately helped me earn a promotion. My advice to other women is not to assume that hard work alone will get noticed-advocate for yourself, seek out strategic projects, and take initiative in shaping your growth.
Advocacy in leadership can feel like walking a tightrope: finding that balance between standing your ground and keeping things collaborative. One time, I had to push for a change that wasn't exactly popular at first: revising our approach to performance reviews. At the time, we had a rigid annual review system that felt more like a chore than something meaningful. People dreaded it, and honestly, it didn't do much to help anyone grow. We needed something more continuous and personal, so I proposed switching to monthly check-ins. This wasn't just me trying to shake things up; it came from feedback employees were quietly sharing but didn't feel comfortable voicing directly to higher-ups. The leadership team wasn't sold on it right away. They worried it would take too much time and add pressure on managers. So, I did what I always do: I got specific. I walked them through examples of how small, regular check-ins helped address issues faster and improve team dynamics. I also shared how other companies in our space were using this approach successfully. And I kept at it - not in a pushy way, but by having conversations and showing how this could work without creating extra chaos. Eventually, we rolled it out on a trial basis. The result? People felt more seen and supported, and the conversations became more practical for employees and managers. It wasn't perfect at first - there were bumps, like getting managers comfortable with the new rhythm - but those monthly check-ins are now part of how we work. I'd say to anyone trying to advocate for something, whether for yourself or your team, to keep it accurate. Bring up examples, show the impact, and don't just present it as "your" idea - tie it to what's good for the company or the team. And don't let one "no" knock you off course. Sometimes, you just need to reframe the idea or find another way to make your case.
When my team was consistently assigned more projects than other teams, leading to burnout, I advocated for myself in a leadership role. Based on the projects assigned, workload distribution, and team performance, I found that my team handled 25% more projects than others. Using these data, I presented the importance of equitable workload distribution to upper management. Therefore, management agreed to reallocate projects more fairly, which led to improved team morale and performance. For those in similar circumstances, gather concrete data and present it professionally. Clear, data-backed arguments are hard to ignore.
One (recent) example that easily comes to mind of a time I advocated for myself in a leadership role, was during a meeting I had with a potential investor last summer. You see, one of the daunting realities of being a woman in business is people always questioning your abilities, your skills, and even the successes you have achieved. What's even sadder and more disappointing is having to defend your skills and successes to a woman like yourself. Last summer, my business needed funds for these eco-friendly projects we had to develop, and during my meeting with one of the potential investors who happened to be a woman, the question of my availability and ability to 'man' the project came up. This investor was concerned that the project might just be too much for me to sufficiently handle without putting her money at risk. Although I understood her concerns and thought them to be genuine and reasonable to a large extent, the fact that my abilities and expertise were being questioned by another woman, left me feeling frustrated. The reminder that I couldn't escape being stereotyped even of my gender was just disappointing. However, after a much-needed moment to compose myself, I acknowledged her concerns, then I reemphasized my previous successes in similar projects, also pointing out that I wouldn't be alone in the project, but would be working with a team of experts, and then shared our strategy and action plan with her. And though I was a bit skeptical about addressing her assumptions about my availability, especially as a parent, I went ahead to assure her that my business decisions are driven by my passion for sustainable homes and the real estate industry at large. In the end, she was impressed by my preparation and strategy. She also commended my confidence and agreed to become our investor for the project. For others in a similar situation (especially women), my suggestion is to also stay prepared, with proof of your expertise to show as evidence of your competence. Stay calm, and do not get emotional or offended when you are stereotyped for your gender, background, or identity, instead, stay focused on the issue at hand. Also, with a polite but firm tone, directly address biased comments.
One powerful example of advocating for myself in a leadership role occurred while co-founding Charcuterie Marketing Crew. Being in a male-dominated industry, I was often faced with skepticism about our unique approach to marketing in niche segments. I stood firm on our data-driven strategies and presented case studies that highlighted our success in growing businesses like the drywall contractors we serve at The Drywall Marketers. By showing clear results and a well-defined ROI model, I gained the trust and commitment from skeptical partners and clients. This experience taught me the importance of combining confidence in one’s vision with undeniable results. My suggestion for others is to gather concrete data that supports your strategy and use it to push past doubts or biases you may encounter. Confidence paired with evidence makes a compelling case in leadership and can prove to be your best tool in advocating for your vision. In advocating for our mission at The Drywall Marketers, I insisted on a custom service model specifically designed for drywall contractors, an unconventional approach at the time. It was crucial to show how specialization could open up immense opportunities for clients, and it paid off—our targeted strategy became integral to countless contractors breaking into larger markets. For others, identifying and advocating for a distinct and innovative strategy can turn skepticism into success.
In my role as founder and CEO of MentalHappy, advocating for myself became crucial when we pitched to behavioral health hospitals resistant to embtacing virtual support groups. I focused on the unique value proposition of our platform: its HIPAA compliance and specific tools designed for mental health care. By highlighting how our platform reduced operational costs and improved health outcomes by 30%, I secured their trust and partnership. One particular breakthrough was when MentalHappy was recognized as an approved ARPA-H Spoke. This acknowledgement not only validated our approach but also reinforced my leadership position in mental health innovation. For others, I recommend emphasizing your product's distinct features and measurable impact to overcome skepticism and secure stakeholder support. For women in leadership, combine personal experiences with data-driven insights to establish credibility. Lean into your results and consistently demonstrate the effectiveness of your solution, as that can build confidence and allow you to effectively advocate for your initiatives.
The truth is that self-advocacy has played a major role in my career growth and success, and has helped me take control of my career trajectory, it has also helped me create and take advantage of career-advancing opportunities that would have otherwise passed me by. However, one vivid example of how I advocated for myself in a leadership role, happened two months ago when I requested a meeting with the CEO to discuss my future in the organization and explore opportunities for growth and advancement. You see, I have been taking on additional responsibilities and have been quite efficient in delivering high-quality results. However, I felt that the extra mile I was going, had gone unnoticed for too long. Before the meeting, I prepared by gathering data and metrics to demonstrate the extra value I was adding by volunteering to mentor and coach colleagues, making sure to highlight how the company has been benefiting from this endeavor, and drawing a connection between this and my future in the organization. To ensure a vivid presentation, I also qualified the impact of my mentoring and coaching efforts, tracking positive results from my mentees like promotions, successful project completions, and new skills acquired, then I went further to prepare examples of how my mentoring and coaching efforts have been instrumental in increasing retention, improving productivity and detailing in figures the impact it has had on the company's bottom line. During the meeting, I presented these data using charts and graphs, plus some personal anecdotes and stories from my mentees. The outcome of this meeting was quite overwhelming, in addition to a salary increment, I was also offered a promotion and a job title that better reflected my responsibilities and contributions. My suggestion to other women in similar situations, is that they prepare and be armed with data and metrics that demonstrate the value of their work, let the evidence they present, be their argument, and the proof that they can be counted on for efficiency. Also, be assertive and confident, and after the meeting, always make sure to follow up on any agreement that was reached.
In my early days of expanding Therapy in Barcelona from a solo practice into a larger team, I faced skepticism from potential collaborators, who were doubtful about the viability of a practice focused on expatriates. I advocated for my vision by showcasing our cultural sensitivity in therapy through data collected from client feedback and therapy outcomes. Sharing experiences of clients who successfully steerd their expat challenges under our care solidified trust and buy-in from skeptical partners. For women in leadership, I recommend leveraging unique insights that resonate with your target audience's needs. Whether building a team or expanding your services, understanding and addressing cultural nuances can distinguish your approach, as it did for us. For me, being vulnerable in sharing my own expat journey added authenticity to our narrative, strengthening our community's trust and commitment. When convincing stakeholders of your approach, use real-world examples to highlight your creativity and responsiveness to unmet needs. This transparency can powerfully shift perceptions, leading to successful outcomes and deeper connections, much like Therapy in Barcelona's evolution to accommodate over 970 clients across diverse backgrounds.
When I co-founded RankingCo in Brisbane, I needed to advocate for our approach to potential clients who were hesitant about transitioning from traditional marketing strategies to digital methods. I stood my ground by using specific case studies, like Princess Bazaar. Despite their past experiences with other agencies, I convinced them to trust our custom, data-driven strategies. By restructuring their campaigns from branded to category campaigns and optimizing ad spend, we helped cut their Cost Per Click significantly, leading to a 20% increase in online sales. For women in leadership, I suggest leveraging concrete results and data to advocate for your strategy. Whether you're optimizing a Google Ads campaign or pitching a new marketing strategy, showcase your ability to adapt and stay ahead of trends. Implement solutions that demonstrate a tangible impact, like reducing a client's acquisition cost through innovative tools. Communicate your unique value and solutions with clear evidence to support your positiin.
In a previous leadership role, I was tasked with changing an underperforming sales team. My experience as a television show host and in advertising sales taught me the value of engaging directly and authentically. I implemented bi-weekly "Feedback Fridays" using Give River, where the team could openly discuss problems and celebrate wins. With actionable insights from our data-driven tools, we dramatically improved team morale and performance, increasing sales by 40% over six months. This experience showed me that creating an environment where voices are heard and appreciated is key in advocacy. My suggestion to others is to create spaces for open communication and use tools that provide real-time, actionable data to reinforce and back up your leadership initiatives. Empowerment comes from both giving and receiving meaningful feedback.
I consider myself an introvert so I tend to still struggle taking up leadership roles. I find what makes it easy to adjust to is openly communicating this fact to my team and asking for their cooperation and support in the process. This way, I became more sensitive to their needs. For instance, I spearheaded a project in my previous job that had a tight deadline and noticed my team's struggle to finish their tasks due to limited access to resources given by the company. I immediately felt the need to speak up for my team and reported this to our superiors, with data to back how having greater access to such resources can help us work more efficiently. My intention was doubted at first but I came prepared with our achievements and calmly explained how my leadership played a key role to its success. I highly suggest taking good advantage of data available to you, like what I did, and always advocate for yourself with your team in mind.
One example that stands out was when I advocated for a larger budget to revamp Bully Max's marketing strategy. I had analyzed our campaign performance data and saw a clear opportunity to expand into new digital channels that aligned with our audience's behavior. During a leadership meeting, I presented a well-structured case backed by ROI projections and examples of competitors thriving in those spaces. I confidently explained why this investment was critical for growth and how it aligned with our long-term vision. Initially, there was pushback, budget increases can be a tough sell. But I stayed firm, addressed concerns with data, and reiterated the value this shift would bring to the brand. The outcome? The budget was approved, and the new strategies drove a 35% increase in online sales within six months. My advice for others is to know your numbers and align your request with the company's goals. Advocate with confidence, but also show you're prepared to listen and adjust where necessary. If you believe in what you're proposing, don't be afraid to stand your ground.
In my experience as a leader, advocating for myself has been crucial for driving positive change and achieving desired outcomes. One notable example was when I recognized the need for a more efficient project management system within my team. Despite initial resistance from some colleagues, I persistently presented data-driven arguments highlighting the potential benefits of adopting a new system. I scheduled meetings, provided comprehensive reports, and addressed concerns head-on. Ultimately, my advocacy efforts paid off, and we successfully implemented the new system, resulting in improved productivity and better resource allocation. The key lesson I learned from this experience is the importance of being prepared, persistent, and willing to respectfully challenge the status quo when necessary. Effective self-advocacy requires a combination of confidence, diplomacy, and a willingness to listen to others' perspectives. It's also essential to back up your arguments with solid evidence and be open to constructive feedback. For those in leadership roles, I would suggest cultivating a culture of open communication, where team members feel empowered to voice their ideas and concerns constructively.
I advocate myself by showing the world what I do best. I proactively initiate projects that streamline operations, not just within my department but across the company. This approach ultimately led to my role as Associate VP of Operations. When I saw the need to improve our SEO product packages, I recognized that success required collaboration beyond just the SEO team. I took the initiative to reach out to other departments, fostering discussions on how we could enhance the product together. Previously, we operated in silos, which created gaps in our services. By building bridges between teams, we transformed the way we worked, leading to better integration and stronger results. This experience solidified my leadership, earning the trust of executives who recognized my ability to streamline and build effective processes. As a result, they placed me in a role that aligned with my strengths. My advice? Don't hesitate. If you know your expertise and believe in your ability to make an impact, face challenges head-on and do what you do best. Master your craft so well that your confidence drives you to success.
When I first stepped into the leading marketing role, I obviously gained more decision-making power within our marketing department. But at the same time, this also meant that I joined the senior leadership as a whole. However, I began noticing that I was sometimes not included in the strategic leadership meetings, which I thought was a little strange since our marketing efforts have a direct influence on the growth of our company. I had consumer data and brand strategy insights that were important factors driving our business forward. So, naturally, as I felt that was kind of unfair, I requested a one-on-one meeting with our CEO to address this. I not only voiced my concern but also prepared a whole presentation that broke down the key insights of our marketing efforts and how those impact our company. I didn't want to just complain. I wanted to show tangible proof that my perspective matters when it comes to big picture decisions. And this is what got me into those meetings. So, my advice to others would be to know your worth and be able to back it up with data. Plus, I also believe that being active in company meetings influences how the management sees you. So, try to contribute more during those and actually bring something to the table to show that you have valuable knowledge that would benefit the company long-term.