Imagine this situation: As you walk into the building, you spot a senior leader from your organization or maybe a leader you admire. It can be a rare opportunity. There is eye contact and a friendly nod. A hand is extended, and an introduction is made. Are you ready? What will you say at that moment? How do you pitch yourself?
(You may want to read about my own experience in an earlier post.)
I continue to encourage leaders to have their pitch ready. It isn’t always for an elevator, but it is always a chance to make a strong case for their value and guide their future. Be ready to make a good impression.
You'll likely fumble if you haven’t considered what you’d say after an introduction. It’s simply too easy to attempt to say too many things at the same time, hit on too many points, or be too reserved or too demure. And for anyone who doesn’t see themselves as a “natural orator,” preparation is essential.
How much time will you have?
Your first sentence is the most important. If it captures attention and leads to a question, you’ve made a great start. If you leave them asking a question, you’ve helped form a memory and started something.
With ninety seconds, you can make a memorable impression and still be brief enough to respect that leader’s time and focus. After all, leaders juggle multiple priorities, and their
attention span is understandably short. Imagine keeping the attention of a toddler, and you’ll be on target. You must capture their attention and keep it before they move on. Think of it like taking a game-winning shot under pressure. As it’s said, you’ll miss 100% of the shots you don’t take. Prepare to make this one count – whenever it happens.
First, how do you spark curiosity?
What kept your attention as a kid? I remember having favorite toys – and I absolutely remember what kept my daughter’s attention. Toy manufacturers use bright colors and engaging packaging. Think about your audience. Ask yourself what they are concerned with, interested in, and focused on.
Now, in these moments, we often worry the leader is only being nice or polite. Consider that if they’ve started the introduction, you’ve caught their curiosity or attention. They’ve not gotten to their position allowing distractions. In this moment, they’ve given you an opening, and they are hoping the chance they are taking will pay off. Resist the urge to second-guess. Take the opportunity.
Second, hold their attention with a story.
If we’ve decided to take the opportunity, how can we keep their attention? First, it’s the simple things like direct eye contact and a confident smile that work. Second, this is the time to focus on what makes you unique – not the time to blend in. Share what makes you unique so that uniqueness is noted and leveraged in the organization. If you don’t take the chance to stand out and be put in the game, you’ve just taken a seat in the bleachers.
What’s your headline? For example, I describe myself as a change strategist with a gift for connecting with others. There is a quick, compelling way to describe yourself, too. Here’s how to find that and bring it to life.
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Start with data. It highlights your superpower.
I highly recommend you leverage one of the many available leadership profile assessment tools. I use the Birkman Method exclusively because it’s the only tool that uniquely shows me what I look like at my best (called my “usual”) and my worst (called my “stress behavior”). It provides insights that validate or challenge my view of myself. If the results surprise you, embrace that clarity—after all, clarity empowers change and charts a way forward.
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Gather feedback. It will accurately share what others see in you.
This step isn’t for the faint-hearted, especially if you seek feedback from those who know you well – even those with contentious relationships. Growth often requires uncomfortable truths, and hearing from a range of perspectives can reveal patterns and areas for change. Pick trusted colleagues, friends, and family members across the spectrum and set up a time to ask what they see as your strengths and where you might grow. I say “set up time” for a reason – these conversations need to happen in person, and they need time to prepare. Their tone will be telling, and in-person feedback is essential to genuinely hearing the message. When done right, seeking feedback becomes a valuable growth tool and avoids a future headache.
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Consider your values and non-negotiables. They define you.
What are you known to care most about? This isn’t a question of what you want to see in others or yourself. Are you known, for example, for your honesty, speed, empathy, positivity, or consistency? Those can be helpful, most of the time. Whatever it is for you, know it and sell it. If you pitch it as a value, that value can be best placed to benefit you and the organization.
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Pull it all together.
Now, this is the real challenge. We need to take many inputs and refine it to a few seconds. Remember you’ve made the choice to be prepared to be the person who contributes to and doesn’t simply accept the story written about you. You’ve committed to holding attention and sparking curiosity. This is the challenging practice before the big race or game day.
Put your preparation to use.
That moment will come. The leader you’ve encountered will introduce themselves. You’ll be prepared to tell them what makes you unique, why you’re here, and where you want to go. It will sound confident, and they’ll want to ask that follow-up question.
Be ready for their response. It might be, “You know, I think I know of a project that would be good for you.” It might be that they now know your name and have something unique to remember you by. Here’s to never acting to avoid the shared elevator or the chance introduction. Here’s to never being a number.
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