You’re in a meeting where senior leaders are shaping next quarter’s direction. You have an insight. An intuition that’s grounded in front-line reality—one that could improve the decision.
You want to contribute, but a familiar doubt appears: “Is it my place to speak up?”
Yes. But, how you speak up matters more than what you say.
The most effective middle managers understand that strategic thinking is not reserved for the C-suite. Your proximity to customers, teams, and execution gives you a vantage point leaders often lack.
To help you use your vantage point for maximum benefit, turn to SPARK .
SPARK (Service, Purpose, Attraction, Resilience, Knowing) is not a motivational theory. It is a practical code for communicating and contributing toward impactful change with maturity in high-stakes environments so your voice strengthens decisions rather than competes for attention.
S: Service – Serve the goal, not your ego Earn your seat through preparation. Strategic contribution begins before the meeting. Preparation signals respect for the decision being made.
Practical actions
• Create a short pre-brief for yourself. Note three current company priorities and how your insight connects to each.
• Read the agenda strategically. Ask, “What outcome is this really about?”
• Track strategic patterns. Capture observations tied to customer behavior, efficiency gaps, or competitive moves.
P: Purpose – Speak the language of impact
Senior leaders think in terms of revenue, risk, advantage, and sustainability. Translate your insight into those terms.
Practical actions
• Apply the “So what?” test. Lead with the implication for revenue, cost, risk, or position.
• Know the top metrics. Reference the numbers leadership actually tracks.
• Use the IMPACT frame: Issue → Financial/Market impact → Action → Consequence → Timeline.
A: Attraction – Ask questions that sharpen thinking
Sometimes your most valuable contribution is a question that clarifies the conversation.
Practical actions
• Keep a short question bank. Examples:
“What unintended consequences are we missing?”
“Who has solved this well?”
• Use “Yes, and…” Acknowledge first, then inquire.
• Let silence work. Ask the question and stop talking.
R: Resilience – Bridge strategy and execution
Your advantage is knowing what works on the ground. Offer pathways, not resistance.
Practical actions
• Use pathway language. Replace “That won’t work” with “To make this work, we’d need…”
• Bring one real execution example. Brief, factual, and relevant.
• Suggest pilots. Test ambition without overexposure.
K: Knowing – Navigate culture with grace
Influence above your pay grade requires political intelligence. Timing and relationships matter.
Practical actions
• Give your manager a heads-up before raising major points.
• Attribute and amplify. Build on others’ ideas publicly.
• Use offline follow-ups for sensitive disagreements.
The Bigger Picture
Base your inputs within the SPARK framework and turn “speaking up” into “leveling up” your leadership qualities. When you consistently contribute in this way, your fellow leaders begin to seek your input. You’re invited into bigger conversations, not because of your title, but because of your judgment.
Organizations thrive when insight flows from every level. You don’t need permission to think strategically. You need a repeatable way to serve the room, strengthen decisions, and build trust that leads to highly significant contributions across the board.
That’s the power of SPARK!