At a government agency, I met an internal auditor who was technically brilliant, had all the credentials. Knew every policy. But every board meeting, she was asked to “just present the audit plan and findings.” Then sidelined. I pulled her aside and asked, “Why don’t you present the risk strategy instead?” She replied, “That’s for the CEO and strategy people.” I laughed. That’s the problem. She didn’t own the seat. She borrowed it. Six months later, I coached her to repackage her reports: start with a business objective, show the strategic risk, highlight lost revenue or operational drag, and then…