Have you ever felt invisible at work despite your hard work and intelligence? You’re not alone.

There’s an age-old belief that if you keep your head down and let your work speak for itself, you’ll succeed. But in today’s workplace, that often leads to being overlooked and undervalued. You can stand by and watch as your more vocal colleagues – sometimes with less expertise – get the promotions, the best projects, and the attention of senior management.

The typical advice to “speak more,” “be louder,” “show yourself” can feel completely at odds with one’s personality. For many of us, especially those who identify as introverts or who grew up in cultures that value modesty and collective harmony, this advice is not only uncomfortable, but almost contrary to one’s personality.

But what if there was a middle ground? What if there was a way to stand out, advance your career, and make your voice heard without compromising your authenticity? What if you could use your quiet strengths—your thoughtfulness, your ability to listen carefully, your capacity for nuanced analysis—to stand out in a positive way?

Enter Jessica Chen, author of Smart Not Loud: How to stand out at work for the right reasons.

In this interview, Chen shares strategies for building what she calls “silent capital”—a way for more reserved professionals to shine in the workplace without changing their inner personality.

Melody Wilding: What inspired you to write this book? Is there a personal story behind it?

Jessica Chen: When I first started working, I experienced a huge culture shock. I thought that just because I worked hard, I would be noticed. Or that promotions would automatically follow just because I was smart. But that’s not how the world works.

I quickly discovered that what really sets people apart—including taking on the best projects and getting promoted—are soft skills, like the ability to ask for what you want, respond tactfully, and build a strong career brand.

Having grown up in a fairly traditional and conservative home where the emphasis was on following the rules, listening more than speaking, and putting yourself in the background, I felt like I needed to learn all of these skills.

I wanted to write a book to teach people who don’t consider themselves the loud, assertive, or dominant type how to stand out at work without having to change their inner personality.

Wilding: What is the difference between a loud culture and a quiet culture? What advice do you have for a quiet person trying to succeed in a loud culture?

Chen: Many of us consider ourselves to be introverts or extroverts or somewhere in between on the personality scale. However, I think we don’t take into account how we were raised when we talk about how we present ourselves in the workplace and how we communicate.

If you think back to what your parents taught you, including the values ​​and beliefs they instilled in you, you will realize that much of it sticks with us and shapes the person we are today.

People who grew up in a “quiet culture” were taught traits such as modesty, humility, lack of limelight, lowered attention span, and conflict avoidance to create a harmonious environment. People who grew up in a “loud culture” were taught to speak their mind, stand up for themselves, socialize, and not be afraid of conflict.

In many Western workplaces and companies, the emphasis is placed more on those who embody characteristics of the loud culture, which is why it can be difficult for people who grew up in a quiet culture to stand out. To be successful, however, employees in a quiet culture don’t need to change, but rather approach their work with a little more intention and strategy. All of this is based on strong communication skills.

Wilding: What does it mean to build up silent capital? What practical options are there for this?

Chen: Building your silent capital is a very targeted approach to work where you do three things: shape your professional brand, build your credibility, and advocate for yourself.

When you think about how people perceive you, you have to know that if you don’t do it yourself, people will start to control it for you. For example, if you are good at one thing, people will keep assigning you similar projects even though you don’t really want to do that anymore.

To shape your career brand, you need to be clear about what you want to be known for. To build your credibility and advocate for yourself, you need to know that you need to ask for what you want, mean what you say, and have integrity. All of these can ensure that you are noticed for the right reasons.

Wilding: How can you advocate for yourself at work without being too pushy?

Chen: I have a framework where advocating for yourself means having the ACCT at work:

A – Ask for what you want

C – Circle back

C – Celebrate your successes

T – Reject requests.

You need to embody ACCT at work. To avoid coming across as pushy, which no one likes, you need to keep a few things in mind: Who are you communicating with and what is important to the recipient? If you can tailor your request and follow up on them, it won’t come across as pushy because you’re putting the recipient at the center of your message.

If you want to be remembered, you should also include one or two new pieces of information to make the conversation seem fresh and current. The worst thing you can do is just say, “Hi, I’m checking in here,” and leave it at that.

There are many subtle communication tactics you can use. The key is knowing them and using them.

Wilding: Do you have any wise advice for those of us who find it difficult to speak up in meetings?

Chen: Speaking up in meetings can be difficult because of the people in the meeting, it feels like the stakes are high, or because you lack the confidence to feel like your thoughts matter. I’ll be the first to say that your ideas matter. However, to make speaking up a little easier, try my 4A sequence:

The 4A Sequence is a helpful guide for those who struggle to find the right moment to speak up and structure their message in a way that resonates.

• Active listening: The opposite is passive listening, which involves sitting in meetings without any intention of speaking up and sharing your thoughts. Active listening means attending a meeting knowing that you will have an opportunity to speak up. For example: a split-second pause or when people get to a relevant point of conversation.
• Recognize: The first few words you say should serve to recognize the person in front of you, as this will ensure a smooth flow of conversation. Simply say, “Jen, that was a great point, and if I may add something…”
• Anchor: Now repeat one or two of the person’s words to link your thoughts to theirs. Example: “…you mentioned Project X, which reminded me of my idea…”
• Answer: Make your statement clear and concise. Ask yourself: What is the point I want to make?

Wilding: Many of us like to think before we speak. But there isn’t always time to prepare. Any tips for thinking about your feet?

Chen: Much of communication is spontaneous, so it’s best not to think about it too much. You don’t need to have the perfect idea or have your idea fully fleshed out to be able to pitch it. Sometimes just letting others hear your voice and see your name is half the battle, because you give the impression that you’re engaged.

You can even use this phrase as an introduction to your thoughts as you think in real time. Say, “I’m still thinking out loud here…” I’ve found that using an opening phrase like this can be a great way to hedge.

Another tip is to simply acknowledge another person’s thoughts or ask a follow-up question. These are great ways to seamlessly insert yourself into a conversation, and sometimes it can help you flesh out your thoughts as well.

But the key is to raise your voice and show your face and name so that people remember you.