Who Are You and What Do You Do?

You’re in a meeting room. No familiar faces. No agenda you can rely on. You’re here to talk about yourself and your work.

You feel exposed. Your pulse quickens.

Breathe. Here’s how you approach it.

Before You Enter:

1. Know your value.
What do you do that matters to the organisation you’re meeting? Identify it. Anchor yourself to it.

If you don’t know, ask yourself:

• What are my core responsibilities?
• How does my work solve problems?
• What do others rely on me for?

This is your baseline.

2. Prepare a short introduction.
Keep it simple and functional:

• Name
• Role
• What you’re currently working on

For example:
“I’m Keith, a project manager focused on streamlining product launches. I’m currently working on improving handover processes between teams.”

Short, clear, and to the point. No extras.

When You Walk In:

1. Observe before you act.
Look around the room. Who’s speaking the most? Who’s making decisions?

You don’t have to jump in right away. Watch. Listen. Let the group’s dynamic reveal itself.

2. Make eye contact and acknowledge others.
This signals confidence, even if you feel none. Small gestures build trust before you speak a word.

3. Identify allies.
There will be someone who gives subtle cues—nodding, agreeing, or responding positively to others. Engage them early.

When It’s Your Turn to Speak:

1. Stick to what you know.
Don’t try to impress. Don’t try to predict what they want to hear.

State your experience and relevant contributions:

• What you’ve achieved
• How it relates to the current discussion
• Why your input matters

For example:
“In my previous role, I led the overhaul of our internal reporting system. It cut delays by 40%. I can share how we approached that, if helpful.”

No filler. Just facts.

2. Be honest if you don’t know something.
Saying “I don’t know” shows integrity. Follow it up with, “I can find out” or “I’d be happy to connect you with someone who knows.”

3. End with a question or invite others to respond.
This keeps the conversation flowing. Example:
“How does that compare to your team’s experience?”

Handling Nerves:

Nerves thrive on uncertainty. Structure kills uncertainty.

• Arrive early.
• Prepare notes, but don’t over-rely on them.
• Practise your introduction out loud before the meeting.

If nerves persist, remind yourself: You’re there because someone thought you could add value.

When You Leave:

1. Summarise your contributions.
Before you leave, briefly recap:

“To summarise, I shared [specific insight or example] and am happy to follow up on [any questions or next steps].”

2. Thank someone in the room.
Whether it’s for their insights, questions, or simply making the conversation easier.

Don’t overthink. The goal is to connect, not impress.

You belong in the room. You’re not there by chance. Now, what will you say next?