How to become visible to senior executives using the GROWTH framework

Executive overview

Feeling invisible at work is a visibility problem, not a performance problem. Senior executives pay attention to what they value — so becoming visible means speaking their language, not working harder in silence.

The GROWTH framework gives six levers to build executive presence and make your contributions undeniable.

Give credit to others (G)

• Executives notice leaders who develop others, not just themselves
• Credit-giving signals confidence and self-worth — not weakness
• Identify one or two specific people you want visibility with; visibility in front of everyone means visibility in front of no one
• Understand what they value most, then communicate in those terms

Reach out to influencers (R)

• Map the hidden org chart — the people with real decision-making influence, not just formal authority
• Build relationships based on fair exchange, not extraction
• Understand what drives them: core values, priorities, motivations
• Equitable relationships let you show up as a peer, not a subordinate

Operate from your highest values (O)

• Know your own hierarchy of values with the same depth you apply to understanding others
• Structure your days, goals, and trajectory around what you value most
• When you work from your highest values you are intrinsically motivated, more present, and less likely to procrastinate
• Executives notice people who bring their full, authentic self — it stands out

Work on continuous learning (W)

• Continuous learning is not consuming more information — information alone is not transformation
• The real process moves from collecting information through to mastering and applying it sustainably
• Focus on whether you can apply what you know in shifting, contextual situations — not whether you can pass a test
• Most formal education stops at recall; the gap between recall and application is where careers stall

Track and report your progress (T)

• Performance reviews once or twice a year are not enough — report on progress weekly
• Distinguish lagging metrics (quarterly KPIs) from leading metrics (weekly indicators you can control and communicate)
• A regular reporting cadence with your manager turns the annual review from a courtroom defence into a formality
• Weekly tracking is one of the most powerful self-advocacy and negotiation tools available

Hone your expertise (H)

• Honing expertise is distinct from continuous learning — it works with knowledge you already have
• Extract the principles behind your experience so they become transferable and articulable
• The problem is rarely that you don't know enough; it is that others cannot see or understand what you know
• Articulate expertise in frameworks and principles so others can interact with it in real situations