For a long time, I assumed that if I worked hard enough, people would just “notice.”
They would see my effort. They would recognize my ambition. They would connect the dots and think I'm ready for more.
That is not how it works.
Most managers are busy. Most peers are focused on their own goals. And most leaders are not mind readers. I learned that if I want help moving toward something in my career, I have to say it clearly.
People generally want to help. They like opening doors. They like mentoring. They like making introductions. But they cannot help you move toward something they do not know you want.
Over the past few years, I have gotten much more intentional about sharing my career intentions. Not in a dramatic way. Not in a way that sounds entitled. Just clearly and consistently.
Here is how I approach it.
1. I Get Specific About What I Actually Want
Saying “I want to grow” is meaningless.
Grow into what?
Do you want to manage people? Move into enterprise sales? Become a solutions leader? Lead enablement? Take on a bigger territory?
Before I talk to anyone else, I force myself to write it down. What role am I aiming toward? What skills do I need? What gaps do I have?
Clarity makes the conversation productive. Vague ambition just creates vague encouragement.
2. I Tell My Manager Directly and Early
I do not wait for annual reviews.
When I have a sense of where I want to head, I schedule time with my manager and say something simple and direct.
“I want to work toward an enterprise role.”
“I am interested in leadership in the next few years.”
“I would like to be considered for bigger strategic accounts.”
Then I ask, “What would I need to demonstrate for you to feel confident recommending me?”
That question changes everything. It turns the conversation from dreaming into a performance plan.
3. I Share My Intentions with Peers Too
This part is underrated.
Your peers hear about opportunities before you do. They get pulled into projects. They are asked for referrals. They are invited into conversations.
If they know what you are aiming for, they can pull you in.
I have had peers say, “Hey, you mentioned wanting more exposure to executive calls. Do you want to join this one?” That only happens if they know your goals.
This is not about competition. It is about alignment. The more people who understand where you are headed, the more likely someone connects you to the right opportunity.
4. I Ask for Targeted Exposure, Not Promotions
Instead of saying, “I want the next job,” I ask for experiences that build toward it.
If I want to move upmarket, I ask to shadow complex deal strategy sessions. If I want leadership, I ask to mentor new hires. If I want cross functional visibility, I volunteer for internal projects.
This does two things. It builds credibility and it reduces risk for decision makers. They can see me operating at the next level before giving me the title.
People are much more willing to support growth when it feels earned and observable.
5. I Revisit the Conversation Regularly
Career conversations are not one and done.
I check back in. I ask for feedback on progress. I ask if priorities have shifted. I ask what else I should be working on.
That follow up signals seriousness. It shows that I am not just casually interested. I am committed.
It also keeps me accountable. If I said I wanted to grow into something but I am not putting in the work, that becomes obvious quickly.
Here is the truth. Silence does not equal strategy.
If you are quietly hoping someone notices your potential, you are leaving your career to chance. When you articulate your intentions, you invite people into your growth.
Most leaders want to develop talent. Most peers are happy to help. But they need direction.
If you know where you want to go, say it out loud. You might be surprised how many doors start to open once people understand what you are walking toward.
