Several practical steps: 1. Take a thinking styles test, like the HBDI (https://en.m.wikipedia.org/wiki/Herrmann_Brain_Dominance_Instrument https://en.m.wikipe

Several practical steps: 1. Take a thinking styles test, like the HBDI (https://en.m.wikipedia.org/wiki/Herrmann_Brain_Dominance_Instrument https://en.m.wikipedia.org/wiki/Herrmann_Brain_Dominance_Ins...) People in executive roles frequently tend "Yellow / Blue" in their thinking HBDI thinking style. HBDI certainly isn't gospel, but it can help frame the people around you and make sure your communication includes thinking style elements they connect with. 2. One time each week, make a short, bulleted summary of what is happening in words that can be understood by anyone. I first saw this technique in a lab mate. He made them in powerpoint, kept them in a binder, and was ALWAYS ready to make an account. 3. Make peace that detailed documentation should be for your benefit, and occasional CYA. Even most technical people you report to will want a summary. 4. Many decisions in business are made by people that are able to operate on gut feel. Sometimes this is works well, sometimes it doesn't. However, the outcome is largely immaterial. This is because people who only direct when information is complete don't end up leading, either formally or informally. Appealing to the "gut" sensitivities of the de facto leaders of your organization will almost always increase your visibility. Hopefully this helps!