James wanted to reach the senior VP or CTO level, but feedback was clear: He was viewed as a working manager, not a leader of leaders. His identity as the expert got him only so far. Now it was the very thing limiting his advancement.
James was a recognized expert at his medical tech firm: one of its first employees and instrumental in building its core software platform. Over 16 years, his deep expertise and calm problem-solving skills earned him the role of vice president of technology. Known for his composure in crisis and passion for learning, James was admired for his reliability, humility, and ability to “sit with messy problems” until real solutions emerged.
He always “showed up” and could be counted on to fix what was broken. But this exact reputation was beginning to hold him back. Because he was so competent and quick to step in, James stayed in the weeds, solving issues rather than shaping future vision. Despite his VP title, his role remained execution-heavy.
James’s story is a familiar one. High-performing employees are often burdened with additional work without corresponding recognition or advancement opportunities, which is also known as a “quiet promotion.”
I’ve seen it with many of my clients. Being too good at your job can trap you in it—so much so that you end up asking the same frustrating question: “If I’m so good at my job, why am I not getting promoted?”
Here are four ways to rebrand yourself from dependable doer to strategic leader:
THE SHIFT FROM EXPERTISE TO INFLUENCE
The shift starts with delegation. Many years ago, my boss gave me an opportunity to present to the company’s leadership team. When the CEO and leadership team asked questions I couldn’t answer, my boss didn’t jump in to save me as many would. Later, I learned that she had informed them that I was on a stretch assignment and she would be sitting in as an observer. This is a creative example of delegating a low-stakes task. Oftentimes, people make high-impact mistakes because leaders delegate when the stakes are too high. So, the key to breaking this cycle is to start delegating with low-stakes tasks.
Instead of being the one solving every problem, start empowering others to take ownership, and resist the urge to jump in and fix things when they struggle. Invest time in setting direction, shaping strategy, and influencing outcomes. When colleagues come to you for answers, redirect them: “This is something my direct report now handles. I’ll connect you.” It’s important that you are no longer the only one with the answers; you’re building a team that owns the answers. That’s what leaders do.
AVOID THE “HIDDEN GEM” TRAP
Many “hidden gems” are bright, diligent, and high-performing leaders. They are frequently a leadership team’s go-to problem solver. They deliver consistently, yet may watch less-competent colleagues get promoted. Avoiding self-promotion for fear they will come across as “braggy,” they believe their hard work and results should speak for themselves. Unfortunately, those efforts often don’t get noticed because their boss is too busy to connect the dots. Doing excellent work isn’t enough if no one sees or understands its strategic impact.
Proactively align and advocate your work results to company goals and talk about impact in strategic terms. Say things like “This initiative helps us reduce risk in X,” or “This supports the CEO’s Q3 priority on customer retention.” This approach positions you as a leader who is visible and valuable, making it less about you specifically and more about linking your efforts to how they help the organization.
ADVOCATE FOR YOURSELF
I coach many high-performing leaders who are brilliant at mentoring others, cheering on peers, and celebrating team wins. However, they rarely apply that same energy to their own advancement.
If you’d write a glowing email to recommend a mentee for a project, write one for yourself. If you’d encourage someone to take a stretch role, say yes to your own. Schedule check-ins to talk about your growth, not just your deliverables. Think of self-advocacy not as a performance, but as a responsibility. Your future team needs a seat at the table, and you can’t secure it by staying silent.
Speak in Future Tense
Here’s a subtle but powerful shift: Stop talking only about what you’ve done, and start talking about what you’re building.
Many professionals unintentionally brand themselves as “reliable and steady,” but not as “innovative, visionary, or future-ready.” As organizations endure immense pressure to grow, adapt, or change due to economic or competitive pressures, how are you helping identify and navigate these challenges?
Shift your language from past-tense accomplishments to future-focused initiatives. Instead of “I’ve always done X,” say “I’m currently focused on growing our capability in Y,” or “I’m exploring ways to help our team do Z more efficiently.” This frames you as someone evolving and aligned with what’s next, and shows that you’re not just proud of what you’ve done but you’re also paying attention to what’s next. That’s the kind of mindset that makes you promotable.
It’s important to remember that rebranding yourself at work doesn’t happen overnight. It takes intentional effort to stop being seen as the person who always comes through and start being seen as the person who creates the conditions for others to come through. You don’t get promoted for being reliable. You get promoted for being visionary, influential, and growth-minded.
So ask yourself: How am I teaching others to see me? And, more importantly: Who am I becoming next?
