As a first-generation American born to Taiwanese parents, Jessica Chen was taught early on that the key to success was to keep your head down, work hard, and not cause waves. In fact, she says the proverb of, “The nail that sticks out gets hammered,” was often reiterated at home, especially as a young girl. But as she progressed in her career, she soon realized that following the principles of what she refers to as a “quiet culture” traits led to her being overlooked and overshadowed because many workplaces emphasis those who speak up, communicate effectively, and talk openly about their contributions and achievements, which she calls “loud culture” traits.

In her latest book, “Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons,” Chen, who was a former Emmy-Award Winning Journalist and now serves as the CEO of Soulcast Media, explains the difference between quiet culture and loud culture principles and how our upbringing influences how comfortable we feel putting ourselves out there, speaking up, and advocating for our ideas. Below, she details how regardless of what traits we most resonate with, we must learn how to adapt and build credibility in all environments in front of all people in order to be respected and trusted by our peers.

In today’s ever changing business landscape, she lays out a simple framework leaders can rely on to build and maintain their credibility when things don’t go as planned or expected at work. — Courtney Connley

Photo Credit: Penguin Publishing Group

In a loud culture workplace, building credibility takes work. We know it is earned and it requires the respect and trust of others. We also know being thoughtful and strategic is what anchors both. Similarly, to become tactful communicators, especially when things don’t go as planned, we have to know how to deliver the news with sensitivity and discretion, so our credibility doesn’t crack. To do this, we have to understand the difference between effective versus appropriate communication.

Effective communication is providing information that is needed so others know what’s going on; appropriate communication is considering the context surrounding the situation. An example of appropriate communication is gauging who is involved and what the purpose of a meeting is before we speak, while effective communication is providing the data and evidence to back up our points when we speak. For many of us, we may not break down our communication in this way, especially when dealing with tough situations, but it is a holistic approach for more impactful speaking.

So how do we apply this at work and what does it sound like? Enter the TACT Framework, which is a sequence of considerations that can help us leverage both appropriate and effective communication so we have a strategic game plan, especially during a crisis communication situation. TACT stands for: Take a moment, Articulate the process, Communicate solutions, and Talk it out together.

T: Take a Moment

When we realize things are not going as planned and we start feeling anxious, our body will tense up and our mind will start running through a million different scenarios. Those of us who resonate with quiet culture traits particularly feel this tension because we are sensitive to conflict. However, when we take a moment to pause, we acknowledge that while we may want to avoid the conflict and troubleshoot ourselves, hiding is the quickest way to shatter our credibility. Instead, we need to take a moment to turn our thinking around because it’s not about avoiding tough conversations or covering it up, it’s about taking the time to get a temperature check to clearly see what’s going on.

A: Articulate the Process

Next, we have to articulate what exactly happened. What we don’t want to do is suddenly burst out with the negative news up front because that may trigger unintended shockwaves. Others may feel we’re overreacting or that we’re jumping the gun. Instead, we need to ask ourselves:

  • What do people already know?
  • What have we already done?
  • What’s the problem we’re facing?

The answers to these questions can allow others to better understand what happened. This is the aforementioned appropriate communication at play because we’re carefully evaluating what’s going on, what happened, and how best to share it. This is critical to maintaining our credibility because the more others understand, the better they can comprehend how things came to be.

C: Communicate Solutions

After articulating the process, it’s time to communicate solutions. An important step to maintaining our credibility is to not just communicate problems, but to offer ways forward, which is the effective communication we discussed earlier. While our manager or board may have the final say, it’s helpful to present options for solutions up front. It shows we are thinking and are earnestly trying to problem-solve.

In fact, communicating solutions is a critical part of maintaining our credibility because we are showing others that despite facing trouble, we are not hiding. Instead, we’re thinking ahead. You might wonder, though, what if there is no solution to the problem yet? What if you’re still trying to figure it out? The answer is to communicate your process of thinking in real time. For example, offering different paths for consideration, but prefacing it by saying it’s still a work in progress. You can even include phrases like, “I’m thinking out loud here,” or “I’m just brainstorming.” This demonstrates that you’re committed to fixing the problem, but you are still formulating your ideas. It is how you can show you’re a problem-solver, not a problem-dumper.

T: Talk it Out Together

Ending your conversation with the space to answer questions is the fourth step in the TACT Framework. Talking it out together is accomplished by asking open-ended questions. This is important because it does three things: it creates a space where discussion can happen, it allows for mutual understanding, and it loops others into the decision-making process. The result is transparency and open communication. Here are some examples to get the conversation going:

  • Do you think that might work?
  • Anything else you’d like to add?
  • What are your thoughts?

There will also be times when we’ll have to engage in difficult conversations when we least expect it. For example, a board member pulls us into a room or calls us unexpectedly to ask us a direct question we weren’t prepared to answer. Or maybe our colleague puts us on the spot during a team meeting, demanding information we just don’t have. In moments like these, we can feel like a deer in headlights.

For those of us from a quiet culture, our heart may start pumping and we may nod our head in agreement just to get out of the glare. However, in these kinds of situations, practicing the TACT Framework is just as important. Even though all eyes are on us, taking a moment so we don’t run or hide, articulating the process so we show we’re engaged, communicating solutions so we display our problem-solving skills, and talking it out together can ensure our credibility stays intact. It’s not about communicating in a loud or even defensive way, it’s about being TACT-ful.

Building our credibility is not just what we do, it’s also what we say and how we say it. This is also an important approach to share with our team to empower them to communicate more honestly and transparently in the workplace.


Excerpted from, “Smart, Not Loud: How to Get Noticed at Work for All the Right Reasons,” by Jessica Chen, in agreement with Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © Jessica Chen, 2024.