How to Articulate Your Contributions as a Senior LeaderSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoManaging yourself|How to Articulate Your Contributions as a Senior LeaderSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoManaging yourselfHow to Articulate Your Contributions as a Senior Leader by Melody WildingJanuary 23, 2026Yaroslav Danylchenko/StocksyPostPostShareSaveBuy CopiesPrintSummary.   Leer en españolLer em portuguêsPostPostShareSaveBuy CopiesPrintVisibility matters at every level, but the more senior you become, the more non-negotiable it becomes. You’re expected to justify your business impact and the larger salary that comes with your title. There are more eyes on you and greater scrutiny on everything you do.Melody Wilding , LMSW is an executive coach, human behavior professor, and author of Managing Up: How to Get What You Need from the People in Charge. Find your professional power position—where confidence in yourself meets influence with others—with her free training here. PostPostShareSaveBuy CopiesPrintRead more on Managing yourself or related topics Leadership and managing people, Management, Interpersonal skills and Interpersonal communicationPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Senior leaders face an amplified expectation to demonstrate their impact, requiring a deliberate and strategic approach to articulating their contributions. The inherent scrutiny demands more than simply outlining duties; it necessitates a framework for showcasing tangible business results and justifying the associated compensation. Melody Wilding, through her work as an executive coach and author of “Managing Up,” emphasizes the importance of establishing a professional power position—a confluence of self-confidence and the ability to influence others—as a foundation for effective communication. This foundation is crucial when translating complex strategic objectives into demonstrable successes.

A key element of articulating contributions at this level revolves around framing success in terms of broader organizational outcomes, rather than solely detailing individual tasks. The author advocates for a shift in perspective, urging leaders to connect their actions directly to key performance indicators (KPIs) or strategic goals. This approach moves beyond a functional description of responsibilities and instead presents a narrative of how their leadership directly impacted revenue growth, market share, operational efficiency, or other critical metrics. Demonstrating a clear understanding of the organization’s overarching objectives and articulating how one’s actions aligned with those goals is essential.

Furthermore, Wilding’s concept of "Managing Up" underscores the importance of proactive communication. Senior leaders must consistently and strategically communicate their progress, challenges, and innovative ideas to those above them. This isn’t merely about reporting updates; it’s about fostering a collaborative relationship built on mutual understanding and trust. Regularly scheduled, targeted briefings—not just formal reports—allow for early identification of potential issues, demonstrate foresight, and provide opportunities to refine strategic direction. These discussions should be focused on outcomes and proactively addressing concerns before they escalate.

The ability to quantify results is paramount. Senior leaders must be adept at translating qualitative successes into measurable data. This includes tracking key performance indicators, identifying trends, and presenting data in a clear and compelling manner. Verifiable data reinforces the narrative of impact and provides concrete evidence to support claims of success. It allows for objective assessment, increases credibility, and strengthens the argument for continued investment in the leader’s strategic initiatives.

Finally, skillful storytelling is vital. Senior leaders are expected to paint a cohesive picture of their contributions, connecting seemingly disparate actions to a larger, strategic narrative. This narrative should resonate with stakeholders at all levels, demonstrating not just what they *did*, but *why* it mattered and how it contributed to the organization’s overall success. This requires the ability to synthesize complex information, communicate it succinctly, and tailor the message to the specific audience.