I’ve been working with a client who has just stepped into a significantly bigger role as a Director of Communication for a FTSE 250 business.

On paper, it’s a huge win. She has a broader remit, with more visibility, sitting alongside the big cheeses. It’s the move she’s been working towards during her 20 year career.

And yet, when we spoke, she said something I hear all the time: “I need to get better at commanding the room.”

She’s led transformation and integration programmes, influenced senior stakeholders and delivered real commercial impact. She has proof of all of that, and has been rewarded with promotions.

But now she’s in what she calls a different league, and the doubts are creeping in. She finds questioning whether she sounds authoritative enough, and staying quiet as a result. When she does contribute in meetings so she’s seen to be adding value, she spends the rest of the day worrying about what she’s said, and how she said it.

Externally, she’s performing perfectly well, but she’s playing small and safe. Internally, she feels wobbly at best.

This is the gap so many senior comms professionals sit in. They can talk confidently about their team, their projects and the company strategy. Ask them about their personal contribution, and despite all the stellar evidence, they panic.

So that’s where we start.

We work on defining the problems she reliably solves and the impact she creates when things are messy, political or fast-moving. We explore why she was trusted with this bigger role in the first place, and what the organisation sees in her that she struggles to own.

We sharpen how she communicates her thinking under pressure so it lands clearly and concisely, without over-explaining or apologising.

We also separate presence from volume. Commanding the room is not about talking the most or the loudest. When you’re clear on your value, you don’t feel the need to perform. You choose when to speak because you know why your perspective matters.

We’re at the start of this process. We’re working on her tone, pace, posture and confidence. So she can stop playing small and start feeling like she belongs in the big job.

It reminds me of this quote by Marianne Williamson:

“Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you.”

If you’ve stepped into something bigger recently, or if that’s what you’re aiming for – I’d like you to think about the positive impact you’ve had on projects, campaigns, strategy and your colleagues during your career. Ask your professional network for feedback about your strengths. Seek out recommendations. Collect the evidence.

If you’re nervous about speaking up in meetings with senior leaders, prepare yourself to ask one question, or make one observation within the first five minutes.

Work with a coach. (That’s me by the way!)

Take action and make steady progress, rather than aiming for perfection.

Good luck!