Strategic Communication Elevates Leadership Visibility and Influence

The simple question "What are you working on?" is a critical leadership litmus test, revealing far more than just an individual's current tasks. As Dianna Booher explains, a superficial answer can lead to diminished visibility and a perception of being an "also-ran" rather than a strategic leader. The non-obvious implication is that how one communicates their work directly shapes their influence and perceived value within an organization. This insight is crucial for anyone in a leadership or aspiring leadership role, offering a clear path to elevate their standing by mastering strategic communication, positioning themselves as indispensable problem-solvers and forward-thinkers who understand the broader organizational impact of their efforts.

The Strategic Advantage of Answering the "What"

The seemingly innocuous question, "What are you working on?" is, in fact, a powerful diagnostic tool for leadership presence. Most individuals, when pressed, default to a surface-level description of their tasks. This misses a profound opportunity to demonstrate strategic acumen and secure vital organizational visibility. Dianna Booher argues that a substantive, three-part response is the key to being perceived not just as busy, but as a leader actively solving critical problems and driving organizational benefit.

The immediate benefit of this approach is clear: enhanced visibility. However, the deeper, non-obvious consequence is the cultivation of a reputation as a strategic thinker. By framing work in terms of problems solved, expected outcomes, and organizational benefits, individuals shift the perception from task-doer to value-creator. This requires a conscious effort to move beyond technical jargon and focus on the "why" and "so what" of their work, tailored to the audience.

"People are tempted to just fluff that question off, saying, 'Well, I'm working on XYZ.' They don't answer it with a substantive, meaningful response. This means they don't get the visibility they need in the company. People don't see them as a real leader; they just see them as an also-ran."

-- Dianna Booher

This isn't merely about public relations; it's about actively shaping how one's contributions are understood and valued. When a leader consistently articulates their work in terms of organizational problems and outcomes, they build a narrative of impact. This narrative, over time, creates a durable advantage. Colleagues in other divisions, clients, and superiors begin to see not just the output of a project, but the strategic foresight and problem-solving capability behind it. This positions them as indispensable, particularly when dealing with external stakeholders like clients.

"You want to position your organization as understanding their business. You want to say, 'We're working on this new product or this new service, and here's why it's what key problems it solves. And this is the outcome that that will serve you when we get it done.'"

-- Dianna Booher

Conventional wisdom might suggest that simply doing good work is enough. However, Booher's insight highlights how the communication of that work is equally, if not more, critical for leadership advancement. The failure to articulate the "what" beyond a task list leaves a vacuum that others will fill, often with assumptions of lesser strategic importance. The delayed payoff--the enhanced reputation, the increased trust, the greater influence--stems directly from the consistent, disciplined effort to answer the "What are you working on?" question with strategic intent. This requires moving beyond immediate task completion and considering the broader organizational ecosystem and the impact of one's efforts within it.

Key Action Items

• Reframe your daily "What are you working on?" responses: Practice articulating your current projects using the three-part structure: problem, expected outcomes, and organizational benefit. (Immediate)
• Eliminate technical jargon when speaking to non-specialists: Focus on the big picture and the "why" behind your work, rather than the "how." (Immediate)
• Tailor your response to your audience: Consider who is asking and adjust the level of detail and focus on benefits accordingly. (Immediate)
• Develop a short, impactful elevator pitch for your team's or department's key initiatives: This should be readily available for impromptu hallway conversations. (Over the next week)
• Proactively communicate project outcomes and benefits to stakeholders: Don't wait to be asked; share the impact of your work regularly. (Ongoing)
• Invest time in understanding the broader organizational goals: This will enable you to better connect your work to the company's strategic objectives. (This pays off in 3-6 months)
• Practice articulating solutions for client problems: Frame your organization's offerings in terms of the specific issues you solve for them and the benefits they will receive. (This pays off in 6-12 months)