“I know I can do the role. I just need to make sure that comes across.” A recent client of Developing Leaders.

Over the past few months, I have found myself supporting a cluster of clients pursuing promotion into more senior leadership roles. Some were moving from manager to Head of Service positions. Others were stepping towards Director-level responsibilities or broader strategic leadership roles. Several were applying internally.

One client was applying for a Head of Employment role after working at a managerial level for several years. She had led major programmes, influenced senior stakeholders, worked across organisational boundaries and made important decisions about commissioning, partnerships and delivery models. Yet she came to me with the following question:

“How do I make sure they see me as someone who leads through others rather than someone who delivers everything myself?”

Another client was applying for a more senior role in tech innovation. They had worked across NHS, corporates, universities, innovators and national programmes. Despite this experience, they questioned whether they were genuinely operating at the level the role required.

Through Career Development Coaching, we explored their experiences, achievements and impact in greater depth. During that reflection they paused and said:

“Actually, I have done many of the things they are asking for. I just haven’t realised I’ve done it.”

A third client was applying for a Head of role within a foundation. He brought deep sector expertise, extensive partnerships and significant experience influencing policy and practice. His concern was whether he could demonstrate that experience in a way that the panel would recognise.

The challenge for all three was recognising, articulating and evidencing capability that was already there in a way that recruiters would value.

Recognising The Leadership Experience You Already Have

One of the things I enjoy most about this work is helping people look again at experiences they have often overlooked or undervalued.

Together we explore significant projects, difficult decisions, stakeholder relationships and moments where things did not go according to plan. We look beyond activities and outcomes and spend time understanding the judgement, influence, learning and leadership contained within those experiences.

Many people who are ready for senior leadership are already making decisions in ambiguity, influencing beyond their authority, building partnerships, balancing competing priorities and helping others succeed. They simply do not always describe those experiences in a way that reflects the level at which they are operating.

Sometimes it takes another person or a career development coach to spot the themes, strengths and patterns that have become so familiar they are almost invisible. One of the privileges of coaching is helping people recognise the capability they already possess and develop the confidence to communicate it clearly.

A project delivery example can reveal strategic judgement. A partnership challenge can demonstrate systems leadership. A difficult conversation may evidence influence, courage and values in action.

What Senior Panels Are Trying To Understand

When supporting people preparing for promotion, I often encourage them to think beyond the question being asked and instead focus on demonstrating how they would lead the work if appointed.

That shift often changes how people prepare. Rather than concentrating solely on interview questions, we begin to explore what they want the panel to understand about them as a leader.

How do they make decisions? How do they approach complexity? How do they build trust and influence others? How do they balance competing priorities? What values guide their choices when the way forward is unclear?

These are often the questions sitting beneath the formal interview questions. Panels are not only listening for evidence of experience. They are building a picture of how someone thinks, leads and operates. Ultimately, they are trying to build confidence in how that person would perform in the role.

Using Today To Prepare For Tomorrow

These recent coaching sessions have also reminded me that many of the strongest examples people take into promotion processes are built months or years beforehand.

The choices we make in our current roles matter. The projects we volunteer for, the relationships we build, the opportunities we take to influence beyond our immediate responsibilities and the moments where we step into ambiguity all contribute to the leadership story we are developing.

For those aspiring to more senior roles: What opportunities exist in your current role to develop the judgement, influence and perspective that the next role will require?

Over the next few weeks I’ll be sharing some of the other lessons I’ve learned from supporting people stepping into senior leadership roles, securing promotions and navigating career transitions. We’ll explore authenticity, leadership identity, communicating your value and how greater self-knowledge can help people make better career decisions.

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Dan Lyus is the founder of Developing Leaders and a career development coach specialising in leadership transitions, career clarity and senior role progression.

Through his Leadership Compass approach, Dan helps professionals gain deeper self-knowledge, articulate their strengths and values, and navigate career decisions with greater confidence and intent.

Support is available through one-off PAYGO coaching sessions for immediate career challenges and the Compass coaching package for those seeking a more structured process of reflection, clarity and development. see more at www.developingleaders.co.uk