I’ve been thinking this week about articulation. Not in the sense of sounding polished, rehearsed, or using impressive words to sound more intelligent. I mean something much more practical:
The ability to explain what you know in a way that helps other people trust your judgment.
This comes up all the time in my work with clients.
Someone can be deeply experienced, technically excellent, and more than capable of doing the job. But when they are in an interview, a leadership meeting, or a presentation, they do not always communicate at a level commensurate with their experience.
The knowledge, judgment, and track record are there. But the way they explain it does not always land. And that gap matters.
Because in senior careers, people are not only assessing what you know. They are also assessing how you think, how you communicate, how you respond under pressure, and whether they can imagine you in a more senior role.
That is where articulation becomes important.
Can you translate your experience into a clear message?
Can you explain a complex idea without making it harder to understand?
Can you answer a question without disappearing into too much detail?
Can you disagree without sounding defensive?
Can you say “I don’t know” without sounding unprepared?
Can you speak about your achievements without sounding either arrogant or apologetic?
These are not small things. They are career skills. And, in my view, they are often the difference between being seen as capable and being seen as ready.
I see this often in job interviews. A candidate may have a strong example, but they take too long to get to the point. They explain the background, the politics, the history, the organizational structure, the personalities involved, and then somewhere near the end, they finally mention what they did.
The problem is that the interviewer may have already lost the thread. Or the candidate gives a good answer, but weakens it with too much hedging:
“I guess what I would say is…”
“I was probably involved in…”
“I sort of helped with…”
“It was just a small project…”
“I don’t know if this is the answer you’re looking for…”
None of those phrases are terrible on their own. We all use them. But when they become a pattern, they can dilute the message. They make strong experience sound uncertain, and make expertise sound tentative. And that is a problem when you are trying to be perceived as an experienced professional.
The same thing happens with the overuse of “sorry.”
People say:
“Sorry, can I ask a question?”
“Sorry, I don’t understand.”
“Sorry to interrupt.”
“Sorry, but I see it differently.”
Of course, sometimes an apology is appropriate. If you are late, apologize. If you have made a mistake, apologize. If you have caused inconvenience, apologize.
A proper apology is a sign of maturity. But apologizing when no apology is needed can subtly change the way your message is received. If you say “sorry” before asking a question, you may be unintentionally suggesting that your question is an inconvenience. If you say “sorry” before disagreeing, you may be softening a perspective that deserves to be heard. And if you say “sorry” before saying you do not understand, you may be treating clarification as a personal failure instead of a normal part of good communication.
A more articulate version might be:
“Can I clarify one point?”
“I see it differently.”
“I’d like to add something here.”
“I don’t understand that part yet.”
“Could you explain what you mean by that?”
The meaning is similar. But the impression is different. You are still polite, respectful, and collaborative. But you are not shrinking before you have even made your point. That is the part I want you to think about.
Articulation is about vocabulary and positioning.
When you speak, are you positioning yourself as someone who is unsure they belong in the conversation? Or are you positioning yourself as someone who has thought carefully and is ready to contribute?
This matters in interviews, especially for experienced professionals. By that stage of your career, the interviewer is often looking for more than experience. They are listening for maturity, judgment, self-awareness, and clarity.
They want to know:
Can this person influence others?
Can they work with senior stakeholders?
Can they communicate through ambiguity?
Can they make a recommendation?
Can they represent the organization well?
Can they explain complexity without creating confusion?
Those qualities are not only demonstrated through your resume. They show up in the way you speak.
For example, imagine an interviewer asks about a project that did not go well.
A less effective answer might sound like this:
“Sorry, this is probably not the best example, but there was a project where things became quite messy because there were a lot of stakeholders and the brief kept changing. I guess I was involved in trying to fix it, but it was complicated.”
There may be a good story in there, but it is hidden.
A stronger answer might sound like this:
“One project comes to mind because it tested my ability to lead through ambiguity. The brief changed several times, stakeholder expectations were not aligned, and the timeline was under pressure. My role was to bring structure to the situation, reset expectations, and create a decision-making process that helped the team move forward.”
That second answer does not exaggerate. It does not pretend the project was easy. It simply frames the experience at the right level. That is articulation.
Another example.
If you are asked why you are interested in a role, you could say:
“I just thought it looked interesting, and I think my background could be useful.”
That may be true, but it is not strong enough.
A more considered answer might be:
“This role interests me because it sits at the intersection of the work I have done for the past decade: leading change, influencing stakeholders, and improving outcomes in complex environments. I can see where my experience would be useful, particularly in helping the organization move from strategy to implementation.”
Again, the difference is not only the content. It is the framing. Strong communicators help people understand why their experience matters. They do not leave the listener to do all the work. This is just as important inside organizations.
If you are presenting to senior leaders, the opening matters.
Many people begin with something like:
“Sorry, I’ll just quickly take you through a few slides.”
Or:
“I won’t take up too much of your time.”
Or:
“This is just a bit of an update.”
I understand why people do this. They are trying to be respectful of time. But those openings can weaken the importance of the message.
A stronger opening might be:
“I’ll focus on three points today: Where we are, what has changed, and the decision we need from this group.”
Or:
“There are two risks I want to bring to your attention before we move forward.”
Or:
“My recommendation today is based on three things: the data, the stakeholder feedback, and the implementation timeline.”
That kind of opening helps people listen. It signals that you have structure and shows that you understand the audience. It respects people’s time by making the message easier to follow.
That is what I mean when I say articulation is a senior-career skill. It is not about sounding perfect. It is about reducing friction between what you know and what others understand, helping people trust your thinking, and making your value visible without over-explaining it.
And this is where many experienced professionals need to be careful.
When you have done a lot, you can fall into the trap of telling people everything.
Every detail.
Every complication.
Every stakeholder.
Every exception.
Every piece of context.
But senior communication usually requires the opposite. It requires judgment about what to leave out. That can be hard. Especially when you want people to understand the full extent of your work. But your job in an interview or presentation is not to empty the entire filing cabinet onto the table.
Your job is to choose the right file.
The right story.
The right level of detail.
The right conclusion.
That is what helps people see you as senior.
Not more words. Better words. More structure. Cleaner thinking. A stronger point of view. This is something I encourage my clients to practice.
Before an interview, practice not only what you want to say. Practice how you want it to land.
Ask yourself:
What is the main point I want them to remember?
What does this example prove about me?
Am I explaining the situation, or am I demonstrating my value?
Where am I using too much detail?
Where am I weakening my own message?
Where am I apologizing when no apology is needed?
Where am I sounding less senior than I am?
These are useful questions. Not because we need to become robotic. I do not want that. I like human conversations. I like warmth, reflection, people who sound like themselves. But I also want experienced professionals to be understood at the level they deserve.
Because there is a real cost to poor articulation.
You may be overlooked for a role you could do well.
You may be seen as operational when you are strategic.
You may be perceived as lacking confidence when you are simply being careful.
You may be thought of as less senior because your language does not match your experience.
And in a job market where interviews are competitive, attention spans are short, and first impressions carry weight, that matters.
So this week, I want to invite you to notice your language.
Notice when you use filler words because you are uncomfortable with silence.
Notice when you over-explain because you are trying to prove yourself.
Notice when you apologise because you are worried about taking up space.
Notice when you start a sentence with “just.”
“I just wanted to ask…”
“I just thought…”
“I just wanted to check…”
That word often makes the sentence smaller. Try removing it.
“I wanted to ask…”
“I thought…”
“I wanted to check…”
Small change, different impression. And if you have an interview, meeting, or presentation coming up, practice your opening. Do not leave it to chance. A strong opening can settle your nerves and help the listener trust you quickly.
Try something like:
“There are three points I want to cover.”
“The main issue, as I see it, is this.”
“My recommendation is based on the following evidence.”
“The reason this matters is…”
“What I learned from that experience was…”
“These are the results, and this is what changed because of my work.”
These phrases are simple, and that's why they work. Good articulation does not need to be fancy. It needs to be clear so that it helps others understand the value of your thinking. And perhaps most importantly, it needs to sound like you believe you belong in the conversation.
Because you do.
A note about private coaching
Working with my private coaching clients allows for a deeper and more bespoke career strategy. We work on the practical parts of job searching and career advancement: Resumes, LinkedIn, interviews, networking, positioning, and job search strategy. But underneath all of that, there is often a deeper question: How do I communicate my value in a way that feels clear, grounded, and true to who I am?
That is especially important if you are an experienced professional aiming for a more senior role, returning to the market after many years, changing sectors, or repositioning yourself after redundancy or a difficult career chapter.
I currently have two private coaching spots available starting in July 2026.
If you are interested in working with me, you can book a discovery meeting here: https://www.renatabernarde.com/private-coaching/
In that conversation, we can discuss where you are now, what you hope to achieve, and whether private coaching is the right support for you at this stage of your career.
The Job Hunting Podcast Ep. 337 - When You Want to Quit: The Job Search Mindset Shift
Last week's episode resonated with a lot of people. The feedback was really heartwarming. In it, I discuss how job searching can test even the most experienced professionals. I reflected on Sabalenka’s emotional loss at Roland Garros and explained why job seekers need to move from emotional reaction to strategic response after rejection, redundancy, long job searches, interviews, and career setbacks.
Time Out
- I'm back in Melbourne and keen to read Yesteryear so I can attend my next book club meeting, if they'll still have me! Yesteryear is the 2026 debut novel by Caro Claire Burke. The story follows Natalie Heller Mills, a "tradwife" social media influencer, who wakes up one day in the 19th century and must learn to live without modern society. I love this, and it's very aligned with the Outlander series I'm also reading, although in that series, the main character goes back to the 18th century.
- I discovered this Australian indie song by BEKS and have been listening to it on repeat: A Love Like This. Very Fleetwood Mac-inspired.
- Also, how good is Don West! I've mentioned him before in this newsletter, but now that he's back in Australia, his music is reaching my playlists more often, and I'm very happy about it.
- We have only been watching World Cup games. The TV is on all the time, and I'm trying my best to keep track of the results by watching the highlights, because most matches aren't great to watch live, or I'll never recover from my jet lag!
- Follow my Stories on Instagram to see how my trip back home is going. I'll probably be sharing a few pics.
I hope you enjoyed this newsletter. Please reply to this email if you need to ask me any questions about my coaching services - I'd be happy to help you.
Until next week
RB
