Consulting Director at Qualintra
This lack of visibility can be detrimental to your image and - in the longer term - to your career development. So how can we work on our personal visibility when, often, neither our upbringing nor our culture encourages us to do so: "value is judged by results", "it's normal to do a good job", "I don't feel the need to advertise myself"...
How can we raise the profile of what we do (publications, project progress, sales, contracts signed, various services, etc.) beyond our immediate professional circle under time pressure? How can we raise our profile with stakeholders who can exert a significant influence on our business or our career path?
First of all, to increase your visibility, you can build a plan communication A very simple personal plan, structured around these 4 questions: who do I need to be more present on the 'radar screen' of (the 'who'), what do I need to show them more of (the 'what'), in what form: face-to-face, speaking out more in strategic meetings, emails, reporting, etc. (the 'how'), on what occasions (the 'when'), how often?
The question of frequency should not be neglected, as it enables us to anticipate opportunities to boost your visibility and ensure that your target will be reached. Then put these deadlines in your diary to make sure you meet them.
Some targets may be difficult to reach because of their position in the hierarchy, their availability, their remoteness... Rely on your contacts within your organisation and identify the people who can give you easier access to these targets. First and foremost, your manager, if he or she assumes the role of coach in relation to your professional development. How can it give you greater exposure to certain key people? How can your network help you make appointments or put you in touch directly? How can you get your contacts to talk about you or promote your achievements more widely?
Speeches that raise your profile need to be prepared, especially if you don't feel comfortable speaking in public. Depending on the format of the meeting, you may choose to speak spontaneously or to have a topic put on the agenda. If you know the topics in advance, choose to make a comment or ask a pertinent question on at least two of them. You can prepare them quietly in advance and "test" them beforehand with your ecosystem (peers, colleagues, coaches, etc.). This will enable you to validate their relevance and impact.
The advantages of this approach are threefold: you prepare yourself, you choose your subject, your field of intervention, your terrain, and you increase your visibility. A question proves your interest. Sharing an experience or a suggestion makes you interesting and invites discussion.
During an assignment for a major Anglo-Saxon consultancy, I had the opportunity to work with the sales people responsible for developing key accounts. They all told me that their ultimate goal is to be approached or seen as a point of contact for their clients. reference by their customers, to be sure of being the first person they contact if they need help. To achieve this, the difference is not based on technical skills (sales strategy, knowledge of product or service offerings, etc.). It's largely a question of making yourself indispensable, of staying top of mind with people who are in great demand and whose diaries are bursting at the seams.
To achieve this, they spend a large part of their time identify topics that are of concern to their customers and to provide them with relevant thoughts and ideas (articles, links to online articles, etc.).
You can apply these methods to boost your impact and visibility, whether you're disseminating the results of research, market data or personal reflections linked to their issues. By developing your curiosity and maintaining a monitoring trends and innovationsYou'll strengthen your impact and increase your influence.
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