Why your leadership career success might be an advertising problem [+.md file to start now]
If the people who influence your career don’t know who you are, it’s not because you aren't doing great work. It might be because your exposure frequency is too low.
The rule of seven is one of the advertising industry’s oldest principles. It originated in the 1930s movie industry, where research indicated moviegoers needed to see a film’s poster seven times before deciding to visit the theatre.
But the world has also changed. Our environments are noisier and our attention is more fragmented. Effective communication in today’s digital landscape may actually require many more - up to 27 times - to build brand trust and loyalty.
Exposure also matters when trying to grow our careers. We need to be visible to the right people, with the right message at the right time.
But if it takes (at least) seven touches for a consumer to remember a brand, why would it take any less for a busy SVP or board member to remember you and what makes you unique?
So I want to share an experiment.
Imagine you’re the marketing director of your own executive exposure campaign.
The brand you’re building is you - who you are, what you do, what you stand for and what you’re capable of achieving in the future.
What do you need to do to ensure that your audience (the people key to your success) see and understand your brand often enough?
Use the steps below to see if there are opportunities to be more strategic in gaining executive exposure.
1. Defining the ‘audience’
First you need to define the ‘audience’ to reach:
Who are the 3 to 5 people who hold the most influence over your current goals and aspirations?
Who are the allies and sponsors you need to influence today to get the role you want tomorrow?
Who is the one person in your organization who should know your value but doesn’t?
2. Mapping the ‘media placements’
Plot the places where executives ‘consume’ information:
Which meetings and forums do they attend where you currently or could make a contribution?
What kind of asynchronous communication do they read and engage with (ie, project reporting, launch emails, team slack channels)?
Where are there opportunities for unscheduled, authentic, in-person interaction? This might include being present in the office, other offices or industry events.
3. Defining the problem to solve
The best advertising doesn’t interrupt; it answers. If you understand what problems your executives are seeking to solve then you can be part of the solution.
Review the following sources for clues. Even if you regularly read and observe them - revisit them with goal of seeking signals of where you can add additional value:
company and departmental strategy documents and presentations
the themes and stories execs talk about in all team meetings, newsletters and other regular updates
media interviews and presentations given by executives
investor calls (for public companies)
asking your manager what strategic topics are coming up in discussions you’re not involved in
asking your execs directly
4. Auditing your current exposure frequency
How often are you spending time with key executives at the moment and what kind of relationship do you have?
You can use the explosure ladder below to think about the volume and quality of your relationships. The numbers aren’t a hard rule - just a starting point for reflection.
👀 Interactions 1 to 3: First impressions 👀
At this stage, you are laying foundations. You are generating first impressions of who you are, and what you care about. It can be hard to get a big ‘win’ at this stage as ongoing trust and relationship haven’t been established yet.
The goal: Listen, learn the language of the room, and create a good first impression through a confident and engaged presence. Here are some questions to think about for this phase:
💡 How do I ensure I show up calm, confident and present?
Solutions might include:
preparing for any questions you might be asked (perhaps with an AI sparring partner) so you have the answers - just in case
ensuring you have a go-to way to say ‘I don’t know, I’ll follow up with the answer”
taking a few minutes to reset your posture and breathing before you join the meeting
minimizing physical and virtual distractions to help you stay present and catch the nuances of what’s being said (and what’s not)
👀 Interactions 3 to 6 : Building familiarity 👀
This is where the brand begins to form. Executives start to evaluate you more deeply against the strengths and behaviors they value. They also start connecting your name to specific ideas and themes.
The Goal: Consistency and credibility. You want them to think: “Every time I see [Name], they demonstrate x.” Some questions to optmise your approach here include:
💡 What leadership traits are valued and measured by your ‘audience’?
You can find signals of this in the following places:
speaking to people who interact with these executives regularly
looking for clues in communications which celebrate achievements, promotions and key milestones - who is rewarded and for what?
reviewing your role expectations and any documented leadership/teamwork principles to understand what is the ‘official’ benchmark
💡 What do you want your ‘x’ to be and why?
What do you want to be recognised for - based on what you do now?
What additional skills and capabilities do you want others to see to help you attract new opportunities?
How might you find ways to better demonstrate your potential?
👀 Interactions 7+ : Top-of-mind awareness 👀
This is where the magic happens. When an opportunity arises - a new territory, a promotion, a high-stakes task force - your name surfaces naturally.
The Goal: Trust and advocacy. You aren’t just remembered; you are assumed and your opinion matters. Other people are proactively advocating for you. Things to consider here:
💡 Where are you already engaging with your ‘audience’ on topics beyond your scope?
💡 How will they know what else you want to achieve?
💡 Who can advocate for you in the room when you’re not there?
5. Iterating your campaign impact
Of course, it’s also important to evaluate how successful your campaign is, and where you might need to adjust it:
Track your exposure frequency - how are you tracking towards top of mind awareness?
Look for qualitative shifts in interactions - what kinds of questions and discussions are you having with executives? What evidence is there that they see you and what you are capable of?
Proof of advocacy - is your name coming up in discussions of best practice, achievement and upcoming opportunities?
Consistency is key
Not every interaction needs to be a grand slam. Exposure can be as simple as being present, visible, engaged, and present.
But if you aren’t showing up regularly, you may be starting from zero every time a big moment arrives.
So remember that this is a numbers game, be patient, consistent and authentic in your approach.
Feel free to share below how you’ve created quality, authentic interactions which help you grow your executive exposure. Sharing is caring!
Lucie McLean is a product leader and executive coach based in Berlin. Lucie also leads the Product Lab Leaders Circles - where curated groups of product leaders come together to support, inspire and energise each other to amplify their growth and impact.
The next circle starts in June. More information here.
Bonus .md Claude file to start Now!
What this does Turns Claude into an executive coach. 16 focused questions, one at a time, about your goal, the people who influence it, and where you’re visible (or not).
What to expect A 10–15 minute conversation. Claude listens, pushes back if answers are vague, and builds context as you go.
What you get at the end A written strategy: your audience mapped by relationship stage, your brand signal, specific touchpoints, and a 30/60/90 day action plan.