Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons

by Jessica Chen

Western workplaces value those who speak up so much that these people are generally perceived as having more leadership qualities. One study found the quality of the thought didn’t even matter; it was about the quantity of speaking. Researchers call this the babble hypothesis.

If a person likes to receive information in a straightforward and simple way, adding any embellishments, like background information, can dilute the impact of that message. On the flip side, if someone wants context, data, and explanations and we give them only high-level talking points, they may feel like we didn’t give them enough information to make a good decision.

the real question isn’t whether we should or should not proactively communicate, it’s how can we structure our message so it resonates with the person we’re talking to.

while time spent working hard matters, it’s not the only path to success, and it’s not always rewarded. Instead, what is rewarded is the time spent building rapport and strengthening relationships. It’s also about building visibility and influence internally and externally. These soft skills and more people-related activities, while not always producing immediate, definable results, can lead to more opportunities, introductions, and closing the deal down the line.

Of course, we don’t want to discount the importance of humility, which we know can lead to better interpersonal relationships, increased trust, and enhanced group cohesion. But the problem with diminishing our contributions is that it mutes the work we do, including what others may think we are capable of. Reframing how we handle wins, therefore, is important so we can get the recognition we deserve. So the Cultural Reframe for Handle Wins is: Share how our work benefits the greater good. This means demonstrating how our work has helped an individual, the team, and even the business.

being humble is not about thinking less of ourselves; it’s thinking about ourselves in the context of how we’re helping others.

when layoffs and consolidations happen at work, your ability to execute alone will not protect you from being eliminated. Instead, the ones who give themselves a fighting chance are those who can marry their talent with intangible skills. Intangible skills are things like communication, problem-solving, emotional intelligence, and the ability to collaborate.

Career brand step 1: Find your core values. Career brand step 2: Identify your differentiating factor. Career brand step 3: Link talent to opportunity. Career brand step 4: Expand your reach.

For those of us raised with Quiet Culture values, it’s especially easy to put our own desires aside because we want to be mindful of others. While that is part of being a good communicator, doing so to the point that we mute our own desires is when it starts to hurt us, not help us. So think of it this way: We ask for what we want because we care about it. We just need to make sure others care about it too.

If we are prevention-focused, then we can think about what we might lose if we don’t follow up. To get on that next big project, create our own project, or just have a seat at the table, we need to think about the opportunities we might not get because we asked just once. In fact, acknowledging that sometimes a no isn’t the end of the conversation can help. We need to think maybe the other person just needs time to process what we’ve said.

According to researchers, people often underestimate how many times they need to say something for their message to stick. Harvard Business professor John Kotter once wrote that companies undercommunicate what they want by at least a factor of ten. That is a huge difference, especially if it’s something we want. Now, does this mean we ask for something the same way multiple times? Well, no, because doing that would turn off anyone we’re talking to. The key is to find alternate ways of addressing what we’re asking for.

Remember, advocating for ourselves doesn’t require us to be loud or brash. It is simply standing up for things we are proud of. It’s knowing that our work, effort, and impact matter.

Create a folder in your email labeled “Yay Folder,” and drop in any emails in which people are congratulating or acknowledging your contributions, big or small. This Yay Folder is your go-to if you ever need evidence showcasing your good work. It’s also a great place to search for examples if you ever need a confidence boost at work!

First, think of presentations as conversations. We need to tell ourselves we’re not speaking to a group; we’re having a conversation with each person in the crowd, and we are just sharing what we know. We can further humanize the experience by reminding ourselves of the individuals in the room, rather than their titles: “I am speaking with Stephanie, not the senior vice president,”

The second mindset shift is to recognize that our audience doesn’t know what we intend to say. They know only what we end up saying. That means when we miss a word or forget to make a point we wanted to make, our audience has no idea.

Speaking in front of a group of people can be the most effective way to accelerate our career brand, build our credibility, and advocate for ourselves because we are reaching a large amount of people in a shorter amount of time.

Some of the most influential communicators have a speaking tone that is undeniably dynamic. We know it when we hear it, because their tone is easy to listen to, clear, and commanding. An influential speaker may not say much, but when they do talk, others listen.

how do we know when to speed up and when to slow down? We should speed up slightly when we’re explaining or giving examples, and slow down when we’re homing in on our conclusion or takeaway. Slowing down gives others time to absorb and process what we’ve just said. Remember the golden question: What’s the point I’m trying to make here? The answer should always be delivered slowly.

Research has shown people who have happier faces are seen as more trustworthy. If we combine smiling with raising our eyebrows, also known as the eyebrow flash, we can increase our likability when engaging with others.

One of the most common questions I get about engaging in video meetings is whether we should leave our camera on if others have theirs off. Staring at a black box while being the only one on camera can feel jarring, but the short answer is yes—leave it on. This is especially important if we are trying to build rapport with others. Because while it may feel terribly bizarre, as if it’s a one-way relationship, we have to remind ourselves that we should leverage all the cues we can give—our facial expressions, our hand movements, and our overall body language—to become more memorable in the viewer’s eyes. When people see us, they feel like they recognize us. This creates a familiarity and a stronger impression, which can give us that extra connection point.