Getting a Seat at the Table
Getting a Seat at the Table. We all know what that means. Whether we're talking about the literal boardroom table or the metaphorical spaces where decisions are made, having your voice heard and your presence felt is fundamental to creating meaningful impact in your career and organization.
The Power of One Voice
My first time sitting at a literal board room table was an experience I'll never forget. Picture this: a giant dark wood table, shiny—too shiny—surrounded by at least 20 large, worn black leather chairs that had clearly seen countless important conversations. I was an intern, one of 70 in what was the largest intern group the company had ever had, and we'd been brought in for a roundtable session about three weeks into our internship.
As we went around the table, each intern shared the great things they'd been working on, the projects they were excited about, the learning experiences they were having. When it was my turn, I did the same—I talked about the meaningful work I'd been doing, the mentorship I was receiving, the skills I was developing. But then I did something that, in hindsight, changed everything. I chirped up and said, "but I don't have a work laptop yet."
It seemed like such a small thing. Almost insignificant compared to all the big, important work everyone was discussing. But by 3pm that same day, I was handed a work laptop with the simple explanation: "no one shouldn't have a laptop to work on." That was it.
What I hadn't realized in that moment was that our head of technology was sitting in the room with us. He heard my words, my request, my need, and he immediately set forth an action. It seemed "small" to him most likely, but I think about that moment a lot, especially when I sit in board rooms today.
That experience taught me something profound: your voice matters, regardless of your title or position in the hierarchy. Sometimes the most junior person in the room has the clearest perspective on what's actually happening on the ground level.
The next time I found myself in that same boardroom was four years later, but this time the circumstances were entirely different. I had gotten into work early that morning—not unusual for me, since it's my best time to think—and I was working on a quarterly report to share with stakeholders. My direct boss rushed past me with a quick hello, clearly late for something, then quickly turned around, walked back to me, and asked if I would join him in a meeting.
We exchanged pleasantries as we quickly walked down the hallway, up to the 5th floor, and to my surprise, I walked right into that same boardroom. Seeing many familiar faces, I took a seat in one of those big chairs—now new ones—right in the middle of the table and joined what would become the first of many opportunities to sit at that table and continue to have a seat at all those types of tables after.
The difference between those two experiences wasn't just the passage of time or my growing expertise. It was the recognition that I had earned my place at that table through consistent contribution, strategic thinking, and the courage to speak up when it mattered.
Why Having a Seat at the Table Matters More Than Ever
The concept of "having a seat at the table" has taken on new dimensions and urgency in more recent years. It's no longer just about climbing the corporate ladder or achieving a certain title—it's about ensuring that diverse perspectives, innovative ideas, and authentic voices are represented in the spaces where critical decisions are made.
The traditional gatekeepers of leadership are being challenged, and rightfully so. We're seeing a fundamental shift in how organizations think about leadership, influence, and decision-making authority.
The pandemic accelerated many of these changes, forcing companies to recognize that valuable insights and leadership can come from anywhere in the organization, not just from the C-suite.
But here's what's particularly important to understand: you don't need a title to be a leader, and you don't need a formal invitation to contribute meaningfully to important conversations. Leadership is about influence, impact, and the ability to drive positive change—and these qualities can be demonstrated at any level of an organization.
The most effective leaders I know, regardless of their formal position, share certain characteristics.
They're proactive rather than reactive.
They see opportunities where others see obstacles.
They speak up with solutions, not just problems.
They build bridges between different perspectives.
They find ways to move conversations forward constructively.
Right now, organizations are grappling with rapid technological change, shifting workforce demographics and evolving customer expectations. The companies that thrive in this environment, will be those that tap into the collective intelligence of their entire workforce, not just their senior leadership team.
The Myth of Waiting Your Turn
One of the most damaging myths in professional development is the idea that you need to "wait your turn" or "pay your dues" before your voice matters. This outdated thinking not only stifles innovation and progress but also perpetuates systems that may not serve the organization's best interests.
The reality is that fresh perspectives, diverse experiences, and innovative thinking often come from those who haven't been jaded by the "the way things have
always been done.” motto. When we tell emerging leaders to wait their turn, we're essentially asking them to suppress the very qualities that could help drive meaningful change and improvement.
Consider the most significant innovations and breakthroughs in business history. Many of them came from individuals who challenged conventional wisdom, questioned established processes, and refused to accept that "this is just how we do things here." They didn't wait for permission to think differently or contribute meaningfully to important conversations.
This doesn't mean being disrespectful or dismissive of experience and expertise. Rather, it means recognizing that valuable contributions can come from unexpected sources and that creating space for diverse voices strengthens decision-making processes.
The organizations that understand this principle are the ones that create cultures where psychological safety allows people to speak up, where diverse perspectives are actively sought out, and where good ideas are valued regardless of their source. These are the companies that consistently outperform their competitors and adapt more quickly to changing market conditions.
Five Ways to Secure Your Seat at the Table
Now that we have established the ‘why’ behind having a voice in the important conversation matters, let’s talk about how you can get there and contribute in meaningful ways:
1. Become the Go-To Person for Solutions, Not Just Problems
One of the fastest ways to earn respect and influence is to develop a reputation as someone who brings solutions, not just identifies problems. Anyone can point out what's wrong or what's not working. The people who get invited to important conversations are those who come prepared with thoughtful, actionable recommendations.
This means doing your homework before raising concerns. When you identify an issue, spend time thinking through potential solutions, considering the resources required, anticipating potential obstacles, and understanding the broader implications of different approaches. Present options, not just problems.
For example, instead of saying "Our current onboarding process is confusing and inefficient," try "I've identified some challenges with our onboarding process that are impacting new hire productivity. I've researched best practices from similar organizations and developed three potential approaches we could consider, each with different resource requirements and timelines. Would you like me to present these options to the team?"
This approach demonstrates strategic thinking, initiative, and a commitment to moving the organization forward rather than just highlighting what's wrong. It positions you as someone who can be trusted with bigger challenges and more significant responsibilities.
2. Master the Art of Strategic Communication
Having great ideas isn't enough if you can't communicate them effectively to different audiences. The ability to tailor your message to your audience, choose the right timing, and present information in a compelling way is crucial for gaining influence and earning a seat at important tables.
This means understanding the communication preferences and priorities of key stakeholders in your organization. Some leaders prefer detailed data and analysis. Others respond better to high-level strategic overviews. Some want to see the financial implications first. Others are most interested in the impact on people and culture.
Develop the ability to present the same idea in different ways depending on your audience. Practice distilling complex concepts into clear, concise messages that resonate with different stakeholder groups.
Learn to tell stories that illustrate your points and make abstract concepts more tangible and relatable.
Pay attention to timing as well. The best idea presented at the wrong time may not get the consideration it deserves. Understand the rhythms of your organization, the pressures and priorities that different leaders are facing, and choose your moments strategically.
3. Build Genuine Relationships Across the Organization
Influence in organizations is rarely about formal authority alone. It's about relationships, trust, and the ability to work effectively with people at all levels.
The most influential people I know have invested time in building genuine relationships throughout their organizations, not just with their immediate team or direct supervisors.
This means taking time to understand the challenges and priorities of colleagues in different departments. It means offering help and support when you can, even when there's no immediate benefit to you. It means being genuinely interested in other people's work and finding ways to collaborate and create mutual value.
These relationships become invaluable when you need support for an initiative, when you're trying to understand the broader implications of a decision, or when you need allies to help advance an important idea. People are more likely to listen to and support someone they know, trust, and respect.
But this has to be authentic. Relationship-building for purely transactional purposes is usually transparent and counterproductive. Focus on being genuinely helpful, curious, and collaborative. The influence will follow naturally.
4. Demonstrate Consistent Value Through Small Wins
While it's tempting to focus on landing the big, high-visibility project that will catapult you into leadership conversations, the reality is that influence is usually built through consistent demonstration of value over time.
Small wins, delivered reliably, often carry more weight than sporadic big successes.
Look for opportunities to make meaningful contributions to existing initiatives. Volunteer for projects that others might overlook but that address real organizational needs. Take on challenges that allow you to develop new skills while solving actual problems.
The key is consistency and reliability.
When people know they can count on you to deliver quality work on time, to think through implications carefully, and to follow through on commitments, you become someone they want to involve in bigger and more important conversations.
5. Speak Up with Confidence and Preparation
Perhaps the most important skill for securing your seat at the table is the ability to speak up confidently in group settings, especially when you have something valuable to contribute. This can be particularly challenging for people who are naturally more introverted or who come from backgrounds where they were taught to defer to authority.
The key is preparation. When you know you'll be in a meeting or conversation where you want to contribute, think through your key points in advance. Consider what questions you might ask, what perspectives you can offer, and what value you can add to the discussion.
Practice articulating your thoughts clearly and concisely. Many people have great ideas but struggle to express them in a way that others can easily understand and act upon. Work on your ability to make your point quickly and persuasively.
Don't wait for the perfect moment or the perfect idea. Often, asking a thoughtful question can be just as valuable as providing an answer.
Questions that help clarify objectives, identify potential challenges, or explore alternative approaches can significantly improve the quality of decision-making processes.
How Your Voice Creates Change (The Ripple)
When you successfully secure your seat at the table, the impact extends far beyond your own career advancement. Your presence and voice can create ripple effects that benefit your entire organization and the people around you.
First, you become a bridge between different levels of the organization. You can bring ground-level insights to strategic conversations and help translate high-level decisions into practical implementation strategies. This two-way communication flow is invaluable for organizational effectiveness and employee engagement.
Second, your success creates a pathway for others. When you demonstrate that valuable contributions can come from unexpected sources, you help create a culture where diverse voices are valued and heard. This can inspire others to speak up and contribute, leading to better decision-making and more innovative solutions across the organization.
Third, you help challenge and evolve outdated systems and processes. Fresh perspectives often reveal inefficiencies, blind spots, and opportunities for improvement that may not be visible to those who have been working within existing systems for years.
The Future of Leadership Influence
The ability to earn and maintain a seat at important tables will become even more critical in the future. Organizations are becoming flatter, more collaborative, and more dependent on the collective intelligence of their workforce.
The leaders who thrive in this environment will be those who can build influence through value creation rather than positional authority.
They'll be the ones who can navigate complex, matrixed organizations where formal reporting structures don't always reflect real influence patterns.
This shift creates tremendous opportunities for emerging leaders who are willing to develop these skills and take initiative in contributing to important conversations.
The traditional barriers to influence are breaking down, but this also means that the competition for attention and influence is intensifying.
The key is to start now, wherever you are in your career. Begin building the relationships, developing the skills, and creating the track record that will position you for greater influence and impact.
As you think about your own journey toward securing a seat at the table, consider these reflection questions:
What unique perspective or expertise do you bring that could add value to important conversations in your organization? How can you begin demonstrating this value in small but meaningful ways?
Who are the key stakeholders and decision-makers you need to build relationships with? What can you do to start creating genuine connections with these individuals?
What problems or opportunities in your organization could benefit from your input and involvement? How can you position yourself as someone who can contribute to addressing these challenges?
Remember, getting a seat at the table isn't about politics or manipulation, it's about creating genuine value and building the trust and credibility that naturally lead to greater influence and impact.
It's about becoming the kind of person that others want to include in important conversations because they know you'll make those conversations better.
The table is waiting. The question is, are you ready to claim your seat?