If You’re Great at Your Job But Still Overlooked, Read This
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A few years ago, I found myself in a conference room full of senior leaders, heart pounding, palms slightly sweaty. I had prepped for days, knew my data inside out, but when it was time to speak? I hesitated. And just like that, the moment passed. Someone else jumped in, said something half as insightful twice as confidently and got all the credit.
Sound familiar?
Maybe you’ve felt it too—that creeping self-doubt that whispers:
"What if I say something dumb?”
“What if they realize I don’t know as much as they think I do?”
“What if I ruin my reputation in one sentence?"
Most high-achievers don’t struggle with competence. You’re already great at what you do. But if you’re feeling stuck—if you’re not being seen, heard, or tapped for bigger opportunities—it’s not a skills gap.
It’s a visibility gap.
It’s an influence gap.
It’s an authority gap.
And that gap? Sometimes it can feel like the Grand Canyon.
It’s not just frustrating—it’s expensive. The cost of staying invisible? Slower promotions, lower pay, and missed opportunities. You’re left wondering, how do I get ahead?
You see colleagues moving up—meanwhile, you’re stuck wondering what you’re missing.
You replay conversations in your head. Should I have spoken up sooner? Did I make my point clearly enough? You tell yourself you’ll do better next time, but then the same thing happens again. And again. And again.
I see it all the time:
You’re highly capable, but in high-stakes meetings, you hesitate to speak up.
You have the expertise, but execs aren’t recognizing you as the go-to leader.
You feel stuck at Director or Senior Manager level, wondering why you’re not getting the nod for bigger roles.
But here’s what most people get wrong: executive presence isn’t about faking confidence or speaking louder. It’s about three specific things that make people listen. That’s where my 3Cs Leadership Framework comes in.
If you want to be perceived as an executive leader, you need to master three pillars: Content, Context, Confidence.
If this post has you nodding (or screaming internally), make sure you’re subscribed to The Operator’s Edge. And if someone in your circle needs to hear this? Hit forward. No one wins by staying invisible.
Funny story: one of my clients actually helped me come up with this framework after doing a deep dive session together. I wrote up some notes about the session and some things to consider/look out for. In a future conversation, she referenced the 3Cs! Ever since that meeting months ago, I’ve found myself referring back to it in my work with high performers. Over and over again, it’s been a helpful diagnostic and a framework for why my clients aren’t as effective as they’d like to be.
Let’s dive in.
1. Content → Mastering Your Expertise & Messaging
Having the right insights isn’t enough—can you communicate them clearly, decisively, and in a way that influences decision-making?
Think about the last time you were in a meeting, ready to contribute. Did you:
Have a clear agenda and a defined outcome in mind?
Guide the conversation, instead of just reacting to it?
Set the right context so people understood the stakes and the next steps?
If not, you’re likely playing defense instead of leading the charge.
Another critical part of the content pillar is staying one step ahead. This looks like not just focusing on execution, but also focusing on:
Identifying gaps
Anticipating challenges
Proactively creating solutions that didn’t previously exist
Try this: Before your next meeting, write down one key point you want to drive home. Then, ask yourself: am I just sharing a piece of information or am I shaping the discussion around it?
High-impact leaders don’t just share information; they shape the conversation and the direction. They know how to frame their expertise in a way that leads to impact.
2. Confidence → Owning Your Leadership Presence
You don’t need permission to take up space. Executive presence isn’t about being the loudest person in the room or pretending to be someone you’re not. It’s about showing up fully as yourself—without shrinking, without second-guessing, and without waiting for permission. It’s about showing up in a way that makes people listen—because they trust you know your stuff. I know—hearing the term executive presence might make you cringe a little. Maybe it feels like corporate jargon or like something only applies to people who naturally command attention. Same here. But at its core, believing you belong in the room is half the battle.
Look, I get it. Imposter syndrome is rude. It makes you hyper-aware of every pause, every slight misstep, and convinces you that everyone else is more confident, more articulate, more worthy of the spotlight.
Meanwhile, you’re also hyper aware that some of your colleagues—who may not be as sharp as you—are out there speaking up, getting noticed, and claiming the opportunities you’ve been quietly waiting for.
Confidence isn’t about knowing everything—it’s about how you show up. Are you the person who speaks with conviction or the one who couches every statement with “just” and “I think”?
About eight years ago, I attended a leadership conference, determined to "improve my executive presence”. During one session, we were paired up for an exercise, and I casually mentioned to my partner that this was my focus (she was an executive by the way, I was not yet). She paused, looked at me, and said, "But you already have executive presence. You seem confident, you have conviction—I see it in you."
I was stunned.
It made me realize something crucial: One person’s impression or point-in-time feedback isn’t always a true reflection of how we show up to others. Yet, we internalize these narratives, believing we lack something when, in reality, it’s already there.
We just haven’t owned it yet.
Here’s how to own your presence:
Be well-researched. Know your numbers, your data, and the “why” behind your points.
Push back when appropriate—most senior leaders respect those who challenge ideas thoughtfully. But read the room. Influence isn’t just about speaking up—it’s about knowing when and how to make your point land. It’s also about knowing who you can challenge.
Manage your energy before high-stakes meetings (for me, a Beyoncé song always helps 😉).
Stop hedging your statements. Say, "This is the right approach”, instead of, "I think this could work”. Think about it. Would you invest thousands or millions of dollars in an idea that someone "thinks" is the right path forward? Or one someone KNOWS or BELIEVES is right?"
Try this: In your next conversation, replace ‘I think’ with ‘Here’s what I recommend.’ Notice how differently people respond when you own your expertise.
The person who speaks with clarity and conviction wins the room. Every time.
3. Context → Strategic Influence at the Highest Levels
Senior leaders don’t just present information—they shape the narrative before they even step into the room.
Someone once said, “By the time you’re pitching in a meeting, you’ve already lost”. And they're right.
Influence doesn’t start in the meeting. It starts before the meeting—when you gather intel, align stakeholders, and your ability to anticipate objections. When I've shared this concept in group settings over the years, someone inevitably chimes in with, "Well, at Amazon, Bezos has everyone write a detailed document and everyone is required to read it before the meeting."
Okay—that's nice for Amazon.
But what do we know about one-size-fits-all approaches to designing process? Particularly when they don’t consider context and an organization’s culture? They’re not effective.
At the heart of that method that Amazon uses is the same core principle: socialization of an idea and making sure key players are informed before the meeting are what you need to prioritize. You don’t need to adopt Amazon’s way wholesale—you just need to ensure the right people have the right context at the right time.
Here's a useful framing for understanding how to tailor your messaging to the right audiences:
To the teams executing (direct reports, junior colleagues, etc): Do they have enough context to do what I am asking of them? Specificity is key. You can get in the weeds when you’re talking about the work that needs to be executed.
Your Peers: Have you effectively influenced them to support your work or adopt key initiatives? Have you answered the question, what's in it for them?
Execs & Higher Ups: Are you selling your idea clearly? Is your messaging aligned with business priorities? Did you articulate why this matters now? One signal that you’re doing this correctly is: are execs coming to you to consult you?
One of my clients did this brilliantly. She was advocating for a major software purchase and made sure it stayed top of mind for her executive leader. She didn’t just bring it up in meetings—she printed out key details and kept them visible during their touch bases. She consistently reinforced the importance of the investment, over and over again. The end result? The purchase was approved. She didn’t wait for the right moment; she created it.
Try this: Before your next high-stakes conversation, identify one key decision-maker and send them a quick note: ‘Hey, I’d love your take on X before we discuss it in the meeting.’ Watch how this small move shifts the dynamic in your favor.
Influence doesn’t start at the conference table—it starts in the conversations beforehand.
The clients I’ve coached through this framework are now leading high-impact conversations, getting promoted faster, and significantly increasing their compensation. Because when you master the 3Cs, everything shifts.
So, if you’re feeling stuck in your career, ask yourself:
Am I shaping the conversation or just reacting to it?
Am I owning my presence or shrinking in high-stakes moments?
Am I influencing at the right levels or just hoping to get noticed?
This isn’t about working harder. It’s about positioning yourself to win.
You already have what it takes—so stop waiting. Own it.
Good luck,
Ashley
Work With Me
You know you’re doing great work—so why aren’t you getting promoted or receiving the recognition (or compensation) you deserve? Let’s change that."
I help high performers like you:
Reframe your contributions so they demand recognition at the highest levels
Navigate tough feedback with confidence (and turn it into leverage)
Build the right alliances so your leadership becomes undeniable
My clients have gone from overlooked to landing executive promotions and handling high-stakes conversations with absolute authority, in 3-6 months.
You ready for that next-level move? Let’s make it happen.
Your Turn: What Do You Need Help With?
What’s a challenge you’re facing at work that you’d love some insight on? Reply and let me know—I might cover it in an upcoming post.
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I loved the tips on how to put the concepts from this framework into action! Thanks!