The following is adapted from Speak Up or Stay Stuck.

“Everyone wants to be on a winning team,” an executive told me during a conversation about organizational change. Most of my work with people is about the journey, but the destination matters too. When we are on a winning team or getting the desired results, we feel pride, we feel accomplishment, we feel success.

Have you ever been on a losing team? You might have felt defeated, and morale might have plunged. Most of us are familiar with being on a team that has experienced a bit of both. We have some good seasons and some bad seasons, but most days in between are neutral.

If you want more consistent wins during your company’s journey, read on to learn about two methods for improving your odds of organizational change success.

Solve What Matters

Lily was a client of mine who exemplified how solving a challenge positioned her for success. Lily’s senior leaders presented a vision that was audacious and complex in nature, and they tasked Lily’s team to lead the effort. It required a massive organizational shift, training for specific skills and mindsets, a comprehensive communication strategy, and execution throughout the global reach of the company.

After months of planning, training, and communicating, Lily boldly led her team of influencers to demonstrate a new way of working. A transformation of this nature can take years, and so, understanding the importance of proper change management, Lily advocated for team engagement and recognition along the way.

While I was impressed with how everyone rallied together to make the organizational change a reality, I particularly admired Lily’s resilience. Tackling each challenge, Lily and her team delivered what was important to the senior leaders as well as everyone in the organization.

While obtaining the desired results, Lily didn’t bring her senior leaders every problem—or every solution, for that matter. She was thoughtful in her approach to demonstrate progress and set realistic expectations, and so can you. If you want your voice to be heard, you must deliver the right results because that is what is top of mind for your senior leaders. Think of results as your microphone.

You can yell and scream to get attention, or you can use an amplifier and a microphone to confidently whisper your message to senior leaders. Your results will speak volumes.

What results are most meaningful? If you want to stand out, you must deliver the results your senior leaders want. Help them reach their targets and accomplish their goals. Help them deliver key objectives that align to the organizational strategy. Better yet, let their targets become yours too.

Although the organization is not a living organism, it has tendencies that are similar. The organization wants to live, it wants to function properly, it wants to replicate and secure its existence in the future. Find ownership for yourself and demonstrate how your work helps everyone succeed. Find solutions to the biggest challenges your organization is facing.

Which areas are elevated to a higher priority depends on your senior leaders. The surest way to hit the mark is to ask them to define their desired outcomes, while you remain empowered to define the processes that will lead you to the solutions for those outcomes. This provides you the motivation that comes from experiencing autonomy to problem solve for the proper target.

Tell a Story through Data

Senior leaders expect solutions to organizational problems, and data is the most powerful and preferred way senior leaders assess if the organization has achieved the desired results. Most senior leaders are presented with data on a regular basis. The data is most often financial, but it could be in the form of headcount for HR, safety for manufacturing, number of widgets for production, and so forth.

Executive senior leaders are interested in various types of data; data is their language. They regularly consume it and they are fluent in it. If you want to tell your senior leader that you and your team are reaching milestones, become comfortable with communicating data. Ask yourself, What data does my senior leader most often discuss with my team?

We all can appreciate a good story, the kind that has ups and downs, challenges and opportunities, successes and failures and triumphs. The most effective communicators tell compelling stories that captivate the interest of their audience. To make stories even more powerful, leverage data that adds credibility and validity to your message.

Consider the problem you are solving and how the challenge has presented an opportunity to persevere and overcome an obstacle. Use graphs, charts, and visual images that probe beyond the obvious observations and leads the data consumer to greater understanding, which leads to better decision making. If done correctly, a visual element and on-point design can evoke an emotional response. Demonstrate how analysis can be the catalyst to creativity and innovation—how you can transform a fact into an action.

In the book DataStory, communication expert Nancy Duarte says that “by transforming your data into vivid scenes and structuring your delivery in the shape of a story, you will make your audience care about what your data says.” She goes on to say that “story also has the ability to help the listener embrace how they may need to change, because the message transfers into their heart and mind.” Using story as a way to convey data allows for the factual to become emotional, for the objective to become subjective, for the rigid to become memorable.

Position Yourself for the Win

Communicating results will catch the attention of your senior leader and position you for success. By acknowledging that your senior leader has interest in a specific set of organizational metrics, you will be better prepared to leverage data and stories to communicate how you and your team are supporting the organizational strategy in your workplace.

These two tactics will show your leaders that you are prepared for the changes coming your way. The more clearly your leaders can see that you want to be on a winning team, the more successful you will be.

For more advice on workplace change, you can find Speak Up or Stay Stuck on Amazon.

Pam Marmon is the CEO of Marmon Consulting, a change management consulting firm that provides strategy and execution services to help companies transform. From executives at Fortune 100s to influencers at all levels, Pam helps leaders achieve lasting organizational change with minimal disruption. She is also the bestselling author of No One’s Listening and It’s Your Fault, a book that equips leaders to get their message heard during organizational transformations, and the creator of the LESS change management framework. Pam and her family live in Franklin, Tennessee, and chase adventures wherever the road takes them.