Ask AdaMarie: How do I position my work so I’m seen as more strategic, not just execution-focused?
“Hi, AdaMarie! I’m two years into my role as a data analyst and I consistently get strong feedback, but I’m often looped in late on projects. How do I position my work so I’m seen as more strategic, not just execution-focused?”
Dear Quietly-Crushing-It-But-Still-Added-Last,
First, let’s name what’s true. Strong feedback plus late invites is not a performance problem. It’s a positioning problem. And that’s good news, because positioning is something you can actively shape.
When teams loop analysts in late, it’s usually not because they doubt your ability. It’s because, in the mental map of the organization, your role is associated with execution rather than sense-making. You’re seen as someone who answers questions, not someone who helps decide which questions matter.
The goal is to make your thinking visible earlier in the decision cycle. Here’s how to start shifting that perception, deliberately and without overreaching.
1. Reframe your work in terms of decisions, not deliverables
Most analysts talk about outputs. Dashboards built. Models run. Queries completed. Strategic contributors talk about decisions enabled.
Start subtly changing your language. Instead of “I pulled the data for X,” try “This analysis helped the team decide X” or “This surfaced a risk we wouldn’t have seen otherwise.” Over time, this trains people to associate your work with judgment, not just accuracy.
Action step: Pick one recurring deliverable and write a one-sentence explanation of the decision it supports. Use that sentence consistently in updates, emails, and meetings.
2. Offer the question before you’re asked for the answer
If you wait to be looped in, you’ll always be late. Strategic positioning often comes from asking the right question early, even when no one explicitly requested it.
This doesn’t mean barging into every project. It means noticing patterns. If you see the same type of initiative come up again and again, you already know where blind spots tend to appear.
Action step: The next time a project is announced, send a short note like: “When we’ve done similar work, a key question that’s helped is X. Happy to take a look early if useful.” You’re offering foresight, not extra work.
3. Make your thinking legible, not just your results
People often assume analysts “just run the numbers” because they never see the reasoning behind the work. When your thought process stays hidden, so does your strategic value.
Start narrating your thinking in small ways. Why you chose a certain approach. What trade-offs you considered. What you decided not to measure and why.
Action step: In one meeting per week, explain one choice you made in your analysis. Keep it concise. The goal is not to teach statistics, but to demonstrate judgment.
4. Build a reputation around a specific lens
Being seen as strategic doesn’t mean being involved in everything. It means being known for something. Maybe you’re the person who spots downstream risk. Or who translates messy data into clear stories. Or who understands how metrics impact customer behavior. Strategy sticks when it’s specific.
Action step: Look at the feedback you consistently receive and identify one theme. Then lean into it intentionally for the next quarter. Let people learn what to come to you for before they even know they need you.
5. Ask for earlier involvement as a way to improve outcomes
There’s nothing wrong with advocating for yourself, but framing matters.
Action step: In your next one-on-one, say something like: “I’ve noticed I’m often brought in after direction is set. I think earlier data framing could help the team avoid rework or surface options sooner. Could we experiment with looping me in at the planning stage on one upcoming project?”
You’re proposing a pilot, not demanding a promotion.
Here’s the quiet truth. Strategy isn’t a title you earn later. It’s a signal you send now. Every time you connect your work to decisions, surface insight before it’s requested, or make your thinking visible, you’re reshaping how others interpret your role.
You’re already doing strong work. Now it’s time to make sure the system understands what that work is actually worth.
You got this,
AdaMarie
