Is it your opinion or how you offer said opinion?
Give them in ways others want to hear them.
Sharing your ideas or taking initiative does not cross a line. If you hold back out of fear, you might end up being too agreeable. When you only follow instructions and stay in the background, others may see you as just a helper. Leadership is not just for managers. Try to be a partner who adds value to your manager and your team.
Rather than asking your busy manager a general question like, “Do you need help? Identify a specific problem you can address. For example, if your manager has a lot of meetings, you could say, “I noticed you have three meetings on the X project tomorrow; would it be helpful if I drafted a summary of the latest data for you to reference?” This shows you understand their workload and are looking for ways to help the business succeed.
Being influential also means knowing how to share a different opinion respectfully. If you notice a problem with a plan, don’t keep quiet just to be polite. Try turning your feedback into a question that focuses on the team’s goal, like, “I’m curious how this approach will impact our deadline for project Y?” This helps move the discussion from personal criticism to working together on the project.
Put these approaches into practice.
Let’s look at practical ways to identify problems and suggest clear solutions.
“I used to wait for my manager to assign me work, fearing I’d be annoying if I asked for more. I changed my approach when I saw him drowning in prep for a big client pitch. Instead of asking if he needed help, I said, 'I noticed the client deck needs updated case studies; I’ve drafted three that match our current pitch—want to review them?' He didn't just say yes; he started treating me as his right-hand strategist.”
DON’T ask vague, open-ended questions like "Do you need help?" which forces a busy manager to stop and think of a task for you.
DO identify a concrete problem and offer a specific solution that directly helps your manager or others on the team.
“I used to stay silent in brainstorming meetings because I wasn’t the project lead. I finally realized that my silence wasn’t polite—it was a missed opportunity for the team. I started sharing one observation per meeting. I realized I wasn’t overstepping; I was providing the team with a perspective they didn’t have.”
DON’T work from a place of fear, assuming that offering an opinion or taking the lead is overstepping your bounds.
DO understand that taking initiative is an act of partnership that helps the entire team become more effective.
“My team was about to commit to a software vendor that I knew had challenges with integration. Instead of saying 'this won't work,' I said: 'I’m curious how this vendor’s API will impact our rollout deadline' My curiosity shifted the energy from an argument to a problem-solving session. We chose a different vendor, and prevented a six-month delay.”
DON’T stay silent when you see a flaw in a plan just to be nice or agreeable.
DO frame your feedback as a question focused on the team’s shared goals to initiate a collaborative analysis.
“I noticed our onboarding process for new interns was disorganized. I didn’t wait for permission to fix it. I created a ‘Quick Start’ guide and shared it with my manager. I wasn’t a manager myself, but by solving a recurring organizational headache, I proved I was already thinking like one.
DON’T assume that leading is an activity reserved strictly for people with Manager or Director in their titles.
DO act as a partner who proactively looks for ways to add value to the organization’s success.
“I was the youngest person in the room during a budget meeting and felt I should just nod along. However, I noticed a recurring cost that we could automate. I spoke up, tying my idea directly to our goal of ‘reducing operational overhead’ to speak the language of the business.
DON’T become too agreeable, as it limits your professional growth and prevents the team from benefiting from your unique skills.
DO use your professional communication skills to influence the business’s bottom line.
Before your next team meeting, look at your team’s public calendar or project list and ask yourself: “What is the one specific task that I have the skills to draft or organize?”
Integrate these professional strategies into your workflow—whether you’re refining your own work or mentoring your team or clients.