There's something I see all the time with the women I coach: they're doing VP-level work, but they're not communicating like a VP.

They're thinking strategically. They're delivering results. They're running their teams well. But the way they talk about their work, make decisions, and interact with senior leaders still looks like a strong director, not a VP.

I know this because I lived it. When I was trying to get promoted to VP, I was convinced that my results would speak for themselves. I was delivering consistently, thinking big picture, and managing a strong team. What I wasn't doing was communicating any of that in a way that made people see me as a VP. I was doing the work, but I was packaging it like a director.

And here's what I've learned from working with so many women on this exact thing: the women who get promoted to VP aren't working harder than the directors around them. They aren't more qualified or more educated. The difference is almost always in how they think and communicate. And that's good news, because those are things you can absolutely change.

So today I'm going to break down 5 things you can start doing to show that you're already operating at the next level.

Let's dive in…

Document the why, not just the what

Director-Level Habit: You solve the problem in the moment. Someone comes to you with a blocker, you troubleshoot, and you move on. Fast. Efficient. Done.

When you share an update with your manager, you indicate that the project is back on track and moving forward, sparing them the details.

VP-Level Habit: You solve the problem, and you document why. You write it down. You send it to stakeholders. You create a paper trail that shows your thinking.

Here's why this matters: As a director, you're solving for your team. As a VP, you're solving for the organization. When you document decisions, you're building institutional knowledge. You're showing your peers and your leadership that you think systematically. You're making it easy for people to trust your judgment because they can see it.

What this sounds like: “I want to make sure we're all aligned on this. Here's the decision we made, here's the data that informed it, and here's what we'll monitor to know if it's working.”

Name the trade-off out loud

Director-Level Habit: You present the solution. You've thought it through, and you've landed on the best path, so you pitch it with conviction.

VP-Level Habit: You present the solution, and you name what you're giving up. You highlight the risks and trade-offs and how you'll mitigate them. You say the quiet part out loud.

Directors often think naming a trade-off weakens their case. It doesn't – in fact, it does the opposite. It shows you've thought bigger than the immediate ask and that you understand every choice has a cost. It demonstrates bigger picture thinking and that you can make a decision and you're willing to own it.

On top of it, at the board level, this is how they communicate. Conversations happen in trade-offs, and demonstrating that you understand this will immediately signal to your manager that you are operating at a more senior level.

What this sounds like: “If we prioritize X, Y will slow. I think X is worth it because of Z, but I want to be transparent about the trade-off.”

Separate the problem from the person

Director-Level Habit: Someone misses a deadline. You feel frustrated. You might say, “That's not like you,” or you address the behaviour pattern with them.

VP-Level Habit: Someone misses a deadline. You get curious about the system. You ask, “What got in the way? What do we need to change so this doesn't happen again?”

This is the difference between managing people and leading them. Directors often personalize performance issues. VPs look at the system, structure, process, clarity, and resources. They assume good intent and fix the environment.

At the VP level, you're looking at the entire process to see where there are holes that need fixing, instead of assuming that an issue is a personal failure. This allows you to improve the way your function operates as a whole, not just put out individual fires.

Your team will follow you further if they know you're solving for them, not judging them.

Communicate up before you communicate out

Director-Level Habit: You have an idea. You're excited. You mention it in a team meeting, or you start working on it.

VP-Level Habit: You have an idea. You loop in your boss first. You give them the chance to shape it, kill it, or amplify it before it's public.

This one may be confusing because it feels like you're asking permission, and you've probably heard me say that in order to demonstrate you're at the next level, you need to take initiative.

So to be clear – this is not at all about asking for permission or feedback from your manager. It's about building trust. You're showing your boss that you're someone who thinks about the organization's priorities, not just your own wins.

Your boss can't sponsor you if she's surprised by your moves.

What this sounds like: “I want to run something by you before I bring it to the team. Here's what I'm thinking. Anything you can see that I'm missing?”

Ask for specificity instead of reassurance

Director-Level Habit: You're unsure about some vague feedback you've received, so you ask, “So you're happy with my work?” or even worse, you say nothing and try to guess what's expected.

VP-Level Habit: You ask, “I'd love some additional clarity – what does success look like in this role?” or “When you say I need to be more strategic, what does that actually mean to you?”

Vague feedback keeps you stuck. Specificity moves you forward. And asking for it shows you're serious about closing the gap.

Most people never ask. The ones who do tend to be the ones who move up.

The bottom line

These five things aren’t about working harder or being more qualified. They’re about how you think and communicate, and that’s what separates directors from VPs. The good news is that every single one of these is something you can start doing today.

Pick one and work on it for the next 30 days. Be intentional about it and stay consistent. See what changes.

Ready to start thinking like a VP?

If you want help going from director-level thinking to VP-level thinking (and not just in communication, but across the board), early bird registration is now open for the next cohort of ​Own Your Seat at the Table​, my exec leadership program for women who want to land that VP or senior leadership role and thrive there.

The actions from today’s newsletter are just a few of the things we work on together. We go deep on how you show up, how you’re perceived, and how to build the relationships and visibility you need to make your promotion a no-brainer.

Not only that – my only goal is to help you show up as the best leader you can be and land that promotion. And there's nothing like having a mentor in your corner who's been there and done that!

There is less than a week to join with the special $900 early-bird discount, so if you're ready to make this happen, click the button below:

Until next time friends… ✌️💜

Katy