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(4 mins)

I used to pride myself on being helpful. At work, at home, with friends… I was the person who had the answer. Need something figured out? I’ve got you. Something’s unclear? I’ll clear it up. You’re stuck? I’ll help move you forward. And for a long time, almost my whole life, that worked. People trusted me, relied on me, and they liked working with me.

But then I started noticing a pattern I couldn’t ignore. I was in the room for the conversation, the processing and problem-solving, but I wasn't always included in the decision part of the equation.

I remember one meeting in particular. We were trying to figure out how to move a project forward that had been stalled for weeks. Everyone was circling the problem, throwing out ideas, asking questions, going in loops. So I did what I do best and jumped in and broke it down.

“Here’s what’s happening. This is where it’s getting stuck. If we adjust X, it should move.” Heads nodded. Someone even said, “That’s really helpful,” and then we moved on. 

A few days later, the decision was relayed to me and someone else was getting the credit. I wasn’t in the room for the decision and I was curious what had happened so I asked a co-worker. She said, “Oh, Tim took what you said and then gave a recommendation and Jill went with that.” I was so confused. Didn’t I give a recommendation? And then I was angry - at Tim, and then at Jill, but really I think I was irritated with myself. Reflecting back, I stopped too early. Tim said almost exactly what I had said but he added the recommendation that I didn’t. This happens all the time!

One of my clients said something almost identical to me this week. “I feel like I’m always the one doing the thinking, but I’m not the one people look to when it’s time to decide.” So as always, I asked her to walk me through a recent example.

She said, “They were trying to figure out how to improve turnaround time. I analyzed the workflow and pointed out where things were slowing down.”

“Then what?” I asked.

She paused. “That’s it.”

That’s the moment. That’s the gap. Helpful people stop after providing the answer whereas influential people take one step further and shape what happens next.

I want to be very clear. This isn’t about being louder or more aggressive or suddenly becoming the person who dominates every meeting. It’s actually much simpler than that. It’s just about not abandoning your own thinking. You already did the hard part - you saw the problem and you figured out the solution, but then you handed it off, stepped back, and let someone else pick it up, package it, and move it forward. And in that moment, they became the owner of the idea.

Here’s what that same situation sounds like with one small shift. Instead of, “Here’s where the process is slowing down…” and ending at the end of your sentence. You add, “My recommendation is we adjust X. It’ll help us move faster and reduce delays on the backend.” That’s it. You’re not doing more work or overstepping. You’re just staying in the moment long enough to guide it.

I tested this in my own life recently, outside of work. We were trying to figure out summer plans with the family. A lot of opinions, too many options. A lot of “we could do this” and “maybe that.” And honestly, old me would have said, “Sure, I’m good with whatever. Let me know how I can help plan.” I was helpful, easygoing and just went with most things. 

This time, I said, “I’d actually prefer we just do Thailand. It’s easier with the kids, and we’ll all enjoy it more.” Everyone paused, I freaked out a little internally and then, “Yeah, that makes sense.” The decision was made and I actually got to make it. I was honestly a little surprised but when that wore off, I was proud of myself for speaking up and way more excited about the summer than had I just gone with the flow or handed the decision off to someone else to make. 

This is prevalent in all areas of our lives and it applies to all areas of work: Being helpful keeps things moving while being influential shapes where they go. 

And most high performers? You’re right there. You see what needs to happen, you know what would work, you just don’t take that final step. And it’s not because you don’t care. It's likely because no one ever taught you how to share an opinion without overexplaining, guide without overstepping or speak up without feeling like you’re “too much.” So instead you stay in safe execution mode and then wonder why you’re not moving up.

So here’s something to try this week. Don’t change everything. Just notice where you usually stop and the next time you share an answer, stay in it one sentence longer. “My recommendation is X because…” Let it land. You might be surprised how quickly people start to see you differently.

OK, great. Problem, solution - sorted. But here’s the part no one actually talks about. That moment right before you say it. “My recommendation is…” That’s where everything tightens. You’ll feel it in your chest, you’ll second-guess yourself mid-sentence and you’ll want to soften it or skip it entirely.

Again, not because you don’t know what to say but because this is the moment you’re no longer just helping. You’re taking a position and for a lot of us, that’s unfamiliar territory. We were taught to be collaborative, be respectful and to not overstep. So even when we know the answer, we hesitate to own it. And in that tiny hesitation, that almost not even there pause, is when you get to decide, do I step forward (and try something new)… or do I step back (and allow things to stay the same)?

One of my clients caught herself in that exact moment last week. She had already explained the issue and walked through the options. And then she stopped. She said, “I literally felt myself about to say, ‘What do you think?’” But instead, she paused, took a breath, channeled our last session, and said, “My recommendation is we move forward with X.” She shared that it felt scary, like she was more exposed. But that it also felt clearer and more final. Like she was actually able to take her thought through to completion vs. doing the heavy lifting and then handing it off. 

Her manager didn’t debate it, overanalyze it or even question it. She just nodded and said, “Sounds good. Let’s do that.”

So, here’s what I’m saying. Influence doesn’t usually look like a big, bold move. It looks like a small moment where you don’t backtrack, where you don’t hand your thinking off, or where you stay with your own voice for just one sentence longer.

And if you’re not ready to say it out loud yet, that’s ok, start smaller. Say it in your head first. Write it down before the meeting. Practice it in low-stakes conversations. “I’d go with X,”  “I’d prioritize Y,” or “I’d handle it this way.” Let your brain get used to hearing you take a position because once that becomes normal to you, it becomes natural for everyone else.

Being helpful got you here but being influential is what moves you forward. And the gap between the two is actually smaller and a lot more doable than you think.

If you try this next week, I want to hear how it goes. Even if it feels awkward or comes out a little clunky, that’s ok. You’re not going to get it perfectly on your first try. The important thing is that you’re trying. And awkward and clunky are usually signs that you’re doing something new. And new is exactly where this shift starts.

See you next week,

Minal 

🔥 If you know someone who is brilliant but stops short every time, this one’s for them too so please forward along. And if you haven’t subscribed yet, join Unmuted here to get next week’s issue. You don't want to miss it!

👋🏽 Hi! I’m Minal - a Career Success & Leadership Coach for ambitious and talented 1st & 2nd gen immigrants and professionals of color. I teach you how to translate your hard work into actual words your manager, skip, and the C-Suite respect and reward, so your efforts turn into recognition, promotions, and pay raises ranging from $10K-$60K vs. a quick compliment, a pat on the back, and more work to do. All without working harder, finding a new job or pretending to be someone you're not. If you’re reading this and thinking, “Heck yeah… I need this,” reply to this email and let’s explore what working together could look like. You can also book a free career clarity call here. I hope to hear from you soon. 

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A few weeks ago, I was on a call with a client who was… frustrated. Not loud-frustrated but the quiet kind. The one you can tell that if it continues, will lead to burnout because you think you’re doing everything right, but nothing seems to move.

“I don’t get it,” she said. “They ask for input. I give it and then they go in a completely different direction.” 

So I asked her to walk me through the last meeting. She pulled up her notes and read out what she said, “I think it might be helpful to explore a different onboarding flow, just based on some of the friction we’ve been seeing…” I paused her right there. Not because the idea was wrong but because it was invisible. There was no anchor, no direction and absolutely no reason for anyone to choose it. It sounded like a thought, not a decision, and decisions don’t move on thoughts or opinions or feelings. They move on clarity.

And hey, I’ve done the exact same thing. I even told her so. I remember being in a conversation where we were deciding how to structure something for a client. I had a strong opinion, as I often do, and instead of just coming out and saying it, I built a whole runway. I gave context, background, and I even added a little story. Then I chose a soft entry point so I didn’t come off too strong. By the time I got to my actual point, I had lost my audience and the energy in the room had already moved on.

Then, a colleague jumped in with, “We should do X. It gets us there faster.” Done. A decision was made and that was it. No over-explaining, no tiptoeing around the actual idea. It was clear, direct and just easy to follow. 

And that’s when it clicked for me. Influence isn’t about having the best idea, it’s about making your idea the easiest one to say yes to.

Back to my client. We didn’t change her idea. We changed how she positioned it. Instead of, “I think it might be helpful to explore a different onboarding flow…” She tried, “Right now, onboarding is taking 10 days and we’re seeing drop-off in the first week. If we simplify the flow, we can shorten that timeline and improve early retention. We could adjust X or Y. I’d recommend X because it reduces friction upfront.” Same brain, same insight, different delivery, very different outcome.

Her manager paused and said, “That’s a good point. Let’s try that.” There was no convincing, no softening, no back-and-forth. Her point was clear, direct and aligned to the end goal.

This is where most people get it wrong. They think influence comes from more. More explaining, more detail, more effort, more volume, more meetings, more fill in the blank. But it doesn’t.

It comes from three things most people skip: 

First, tying your idea to what already matters. If leadership cares about timelines, talk timelines. If they care about revenue, talk revenue. Not because you’re trying to impress them, but because now you’re speaking their language. The one they respect and reward.

Second, giving direction. Not just “here’s an idea,” but, “here’s the path forward.” People don’t just want input, they want decisions to feel easier.

Third, owning the recommendation. Not hiding behind, “What do you think?” or “Just a thought…” But actually saying, “This is what I recommend.” That’s the part that feels the most uncomfortable and it’s also the part that makes the biggest change. 

Here’s the truth: You don’t need authority to influence decisions. You need to make your thinking easier to follow, easier to trust, and easier to act on. That’s it. And once you start doing that, people stop seeing you as someone who contributes and start seeing you as someone who leads. Start leading consistently, and your influence builds up. Build up enough influence and your name gets raised in all the rooms, including the ones you’re not in, and soon this leads to big-impact projects, promotions and pay raises. Remember small changes, big impact.

Quick note before you go - because this is directly connected.

Last Friday’s masterclass didn’t quite go as planned, so I’m running it back. And honestly, this might be your lucky break. Because if you’ve been:

• doing great work but not getting the recognition

• being the “go-to” but not the “move-up

• hearing “maybe next cycle” one too many times

Let’s fix that TODAY. I’m teaching a FREE live masterclass: From Invisible → In Demand (Friday @ 2pCT)

Where I’ll show you how to:

No fluff, no overworking, and definitely no awkward self-promotion.

And I’m adding a bonus: The Strategic Visibility Script Pack

So you’re not just learning what to do - you’ll have the exact words to:

• talk about your work without sounding arrogant or icky

• communicate your impact clearly and confidently

• make your contributions easy to recognize and reward

Because knowing the strategy is one thing but having the language is what makes it stick. So, If you’ve been doing great work but not getting the traction you deserve…this is the room you want to be in.

Reply to this email or DM here to join. Let’s make sure your work doesn’t just get done…it gets remembered, respected, and rewarded.

If I don’t see you this afternoon (and I really hope I do), I'll see you next week,

Minal 

(3-4 mins)

(3-4 mins)

See you next week,

Minal 

👋🏽 Hi! I’m Minal - a Career Success & Leadership Coach for 1st & 2nd gen professionals (immigrants, children/grandchildren of immigrants and professionals of color). I teach you how to translate your hard work into actual words your manager, skip and the C-Suite respect and reward, so your efforts turn into recognition, promotions, and pay raises ranging from $10K-$60K vs. a quick compliment, a pat on the back, and more work to do. All without working harder, finding a new job or pretending to be someone you're not. If you’re reading this and thinking, “Heck yeah… I need this,” reply to this email and let’s explore what working together could look like. 

🔥 If this hit home, share it with someone who spends more time sounding confident than being clear - and leaves meetings wondering why nothing moved forward. And if you haven’t subscribed yet, join Unmuted here 👇🏽 to get next week’s issue. You don't want to miss it!

(3-4 mins)

Last week, a client shared something with me that resonated hard and I want to share it with you because I think it’s incredibly common. After a meeting last week where they FINALLY spoke up, they shared that they replayed a single sentence in their head for hours. Not the whole meeting, not the big picture. Just one sentence. 

They’d spoken up, shared an idea, and then boom, the meeting ended. Everyone moved on. Meanwhile, their brain opened a brand-new tab and refused to close it. Did that sound dumb? Why did I phrase it like that? Should I have added more context? Did they think I was challenging them? Why didn’t I just stay quiet?

If you’ve ever said something in a meeting and then mentally reenacted it like a Netflix series you didn’t ask to binge… hi. You’re not broken. You’re human. And you’re definitely not alone.

I see this all the time with smart, capable professionals - especially first- and second-gen folks like me - who were taught, explicitly or implicitly, that speaking up is risky. Growing up, many of us learned that being “good” meant being polite, agreeable, and low-drama. You speak when spoken to. You don’t take up too much space. You definitely don’t say something that could be misunderstood.

So when you do speak up at work, even if it goes well, your nervous system doesn’t celebrate, it panics - because to your body, visibility feels like exposure. The spiral usually starts right after the moment passes. Your brain starts filling in gaps with worst-case interpretations. Silence becomes rejection, neutral faces become disapproval, and a lack of immediate praise becomes proof that you messed up.

But here’s the part no one tells you: most of that spiral has nothing to do with how you actually came across. It has everything to do with old conditioning meeting new expectations.

At work, leadership rewards people who can speak clearly, briefly, and without apology. But many of us were raised to believe that being safe meant explaining ourselves, softening our opinions, and making sure everyone was comfortable before we were.

So when YOU speak plainly, even once, your brain goes, “Wait… are we allowed to do that?” Cue the spiral. 

The shift isn’t about becoming more confident overnight or magically not caring what people think. It’s about learning how to close the loop after you speak.

One small thing that helps: stop grading your performance immediately. Instead of asking, “How did that sound?” try asking, “Did I say the thing I meant to say?” That’s it. No mind-reading required.

Another helpful reframe: notice how rarely you dissect other people’s comments the way you dissect your own. Think about the last meeting you were in. Can you remember exactly how someone else phrased their idea? Probably not. You remember the point, not the delivery. Everyone else is doing the same with you.

And here’s a big one: spiraling doesn’t mean you shouldn’t have spoken. It often means you said something that mattered and you just need more practice. The more you do it, the less you worry and eventually you stop spiraling and start thinking about how to participate more. 

Growth is uncomfortable and visibility has a nervous system cost before it has a career payoff. That doesn’t mean it isn’t worth it. It most definitely is. 

Over time, the spiral gets quieter, shorter, and less convincing. And one day, you’ll realize you spoke up… and then went about your day without spiraling (like you always wanted to) and that’s when you know something has shifted.

If this made you feel uncomfortably seen, you’re in good company.

And if someone popped into your head while reading this - the one who does great work but beats themselves up every time they open their mouth - forward this to them. They’ll feel less alone and honestly, that’s a gift.

When do you notice yourself spiraling the most? I love hearing these stories.

See you next week,

Minal 

👋🏽 Hi! I’m Minal - a Career Success & Leadership Coach for 1st & 2nd gen professionals (immigrants, children/grandchildren of immigrants and professionals of color). I teach you how to translate your hard work into actual words your manager, skip and the C-Suite respect and reward, so your efforts turn into recognition, promotions, and pay raises ranging from $10K-$60K vs. a quick compliment, a pat on the back, and more work to do. All without working harder, finding a new job or pretending to be someone you're not. If you’re reading this and thinking, “Heck yeah… I need this,” reply to this email and let’s explore what working together could look like. 

🔥 If this resonated, share it with someone who does great work but beats themselves up every time they open their mouth. And if you haven’t subscribed yet, join Unmuted here 👇🏽 to get next week’s issue. You don't want to miss it!

(3-4 mins)

Hi! And happy New Year.

I’m not big on New Year’s resolutions, and I’m definitely not here to tell you how to become the “best version of yourself” at work. Most of us don’t need more self-improvement advice. We actually need fewer things that make our jobs harder than they already are.

So this month, I want to focus on something that actually moves the needle in your career: communication that lands. The kind of communication that helps people understand you, trust you, and see your leadership without working longer hours or over-preparing.

Because if there’s one thing I’ve learned, it’s this: communication that lands will move you forward faster than hard work ever will.

Today, I want to take you back to early-career Minal. At the start of my career, I thought meetings were tests. Not the kind you studied for with flashcards, but the kind where you proved, in real time, that you deserved to be there. That you weren’t there by accident. That someone hadn’t made a mistake by inviting you into the room.

So whenever I spoke, I came prepared. Very prepared. Honestly, probably too prepared. I didn’t just answer the question that was asked. I answered the question, plus the follow-up, plus the thing someone might ask next, plus the backstory that explained how I got there in the first place. I layered my thinking the way you layer winter clothes, just in case.

And while I was talking, a quiet part of my brain was always watching the room, scanning faces, asking: Do they get it? Do I sound smart enough? Do they believe me? Do they think I belong yet? 

If I stopped too soon, I worried they’d think I was shallow. If I simplified too much, I worried they’d think I didn’t know enough. If I paused, I worried someone would jump in and take the floor before I’d made my case. So I filled the space. Every time.

I remember one meeting in particular where I’d walked everyone through my entire line of reasoning, complete with examples, edge cases, and explanations I thought made me sound thorough and thoughtful. When I finally stopped, my manager nodded and said, very kindly, “This is good. Next time, just get to the point.”

I smiled and said okay, but inside I felt exposed. Because what I heard wasn’t get to the point — it was you didn’t need all of that. And that was terrifying.

Because somewhere along the way, I’d internalized the idea that if I wasn’t explaining, justifying, or adding context, then I wasn’t demonstrating value. That being clear was risky and that being concise left open the possibility of being misunderstood.

It took me years - and watching a lot of other people communicate - to realize something important: The people who were most trusted in the room weren’t doing more explaining. They weren’t working harder to sound smart. They weren’t racing to prove anything at all. They spoke calmly, they answered the question that was asked, they stopped when they were done, and if someone wanted more, they let them ask for it. They didn’t perform, they didn’t overexplain and they certainly didn’t ask for approval. 

What I finally understood is that overexplaining isn’t a communication style. It’s a self-protection strategy to mask self-doubt, imposter syndrome or a fear that you don’t belong. And if you grew up needing to be extra prepared, extra careful, or extra “good” to be taken seriously, that fear makes a lot of sense.

But here’s the quiet truth most of us never get told: clarity doesn’t erase your intelligence. It reveals it.

When you say less and mean it, people listen differently. They stop trying to keep up and start paying attention. They trust that if they need more, you’ll provide it. And they begin to experience you not as someone trying to convince them, but as someone who knows where they’re going.

These days, when I catch myself slipping into prove-it mode, I pause and ask a different question: What does this person actually need to understand so we can move forward?  

Not what will make me feel safe or what will cover every possible angle. Just what matters right now. Often, the answer is one sentence. And I stop there. If they want more, they can ask for it and I’ll give more. If they don’t, I let it be enough.

So if you’ve ever walked out of a meeting feeling like you said too much, or replayed a conversation wondering why you couldn’t just get to the point, you’re not doing anything wrong. You’re just trying to protect yourself in a system that taught you to equate worth with effort.

This week, try something small. Answer the question you’re asked - and then stop. Let the silence sit for a beat. Trust that you don’t need to prove what’s already true.

And if this made you think, Oh… that’s me, you’re not alone. I see you. And I promise, your intelligence doesn’t disappear when you stop explaining it. It actually starts to shine brighter.

Where do you notice yourself over-explaining the most? I love hearing these stories.

Here’s to a healthy, happy and successful 2026. Let’s start the year communicating in a way that actually lands.