Introduce ourselves in less ho-hum ways.

Writer’s note: Revised and updated in August 2024 with fresh insights since our first publishing in October 2022. The problems and challenges prevail and the climate in which we’re introducing ourselves has become more intense — for sure.

A bright pharmaceutical executive, head of his field, often imploded in confidence when introducing himself. The feeling tied in part to humility . Like other super nice guys, he’s gracious, kind, and complimentary of others more than himself. His scientific industry, which hails teams over individuals and brings breakthroughs and milestones which can take years vs months, certainly didn’t help. When he lost his job, like thousands of others in his firm, the pressure to introduce himself to recruiters (in writing or speaking) consumed. “I’ve no idea how to present myself,” he lamented. “But I’d better get good at this — if not great at this — soon.”

He’s not alone. Professionals all over wonder how to introduce themselves, especially to new bosses, teams, or a recruiter — even to new friends. Introductions (done well) become conversation starters, build connections, even elevate our personal brand. But how do we talk about our work — and life — in ways that stand out and align with our personality and values? And what are the bigger blockers getting in our way? In this post, I hope to find some answers.

Why the blockers with talking about ourselves?

I’ve talked with around 1,000 professionals on this very topic as I coach, teach, or train. Here’s what they tell me. Part of the problem lies with the very nature of an introduction: it’s at the front — and it must be short. So the very framework itself of putting things on the head of the pin and needing to make a good impression can put those with a lot to say in a spin.

Then there’s the analytical piece. What part of the work story to choose? At this point, like my pharmaceutical executive, we’ve been working for decades. How to truncate that time into 1–2 minutes feels immense.

And then we’ve cultural barriers to navigate, too — both industry and geographical and regional. Many foreign born leaders or leaders in the U.S. from more humble roots emerge from cultures of humility where talking about our work at all, let alone sounding chuffed with it, feels taboo. For women, first in their families to go to college, or anyone who’s prevailed over adversity, the feeling can feel even more intense.

I do see coaching breakthroughs though when applying business reporter tips I’ve learned from writing on social trends and struggles for global publications. Journalistic tools can convert a cookie-cutter, minimalistic explanation of our work to something interesting, memorable, even uplifting to our audience. So that’s where we can go next, if it helps: Reporter tools and tips to create crisp, insightful gems that showcase us factually, fairly, and well to any audience.

1. Think of an external vs. internal audience

Take the current (or most recent) employer audience out of the picture, at least at the start. Here’s why: I’ve noticed we tend to minimize our work (and its scope) when we feel someone can question our input. (This feeling gets more intense, I’ve noticed, when waiting to promote, joining a new team, or with a minimizing, dismissive boss or even a combative work peer, which I’m hearing from my coachees happens a lot.)

Also, we tend to forget (when speaking or writing about ourselves internally) to keep jargon and acronyms minimal and to add vital details which show vs. tell how and why you and your company are terrific. Thinking of an internal audience can invite complacency too. We tend to eclipse ourselves. Thinking of a broader one frees us up. So, try this out as your first tip. Next: Think of what to add in.

2. Counter over promoting within the intro

If you’re worried about over promoting (and many do, which only erodes our confidence) then preempt that counter within the intro itself. For instance, if the project you lead became the biggest earner for your organization last quarter, claim it as a team victory. You can also use collective pronouns, like ‘our’ and ‘we’ vs. ‘I’ or ‘my’ to show that pride and demonstrate your humility. Here’s a riff on the idea.

“Thanks to my devoted, hyper-intelligent engineering team, our program’s now the highest earning at our bank across 45 programs in our division,” might become one way of saying things. (Notice the adding in of context, which I’m getting to.)

3. Add in bearings

News reporters use the “Five W’s and the How” to offer the reader the who, what, where, why, when, and how. Adding these components within the opening lead secures the reader on what’s going on, with whom, where in the world, for what reason, and at what time. This approach provides security and clarity so the reader can skim and know what’s next — and whether they want to read on. This same approach works well for our introduction.

Let’s play a little to see:

I’m an executive communications coach from New Zealand based in the U.S. state of Wisconsin. [Who, what, and where]. Employing coaching, reporting, and mental fitness tools and techniques, I help foreign-born leaders rediscover the confidence they have long possessed and with that, cultivate their own unique executive presence. [How, when, and what]. The results: Confidence with leading in their new land and pride for the one they left behind. They gain the promotion they seek, find their ideas land more effectively, and tame their inner Judge. [What and why].

4. Add in vital, interesting facts

Billions of companies exist and yet few coachees remember in their introduction to mention some basic but vital facts on their company and industry. A few worth mentioning (in my humble view) include:

• The number of employees, or team members. (The above example could become even better with stating the team size and where they’re based.)

• The location and any accolades, like Fortune 500 or Fortune 100, or first company within the industry of its kind

• The size or ranking of the program you oversee. For instance, if you’re the one leading an account that’s the biggest revenue earner for the global finance house where you work, then tell us! (It’s ok — and not promotional. You’re stating the facts.)

• The size of your team and the regions where they work. If you’re people manager for a 30-person team of engineers operating across five regions, including North America, Asia, and Africa, then, yay! Tell us those vital pieces of non-contestable information. (Many simply say they’re people manager but avoid completing the rest.)

Anecdotally I’m hearing CEOs and thought leaders saying that in business, we ought to speak and write like a reporter. I’m not convinced that’s a great idea; but I do see journalism (and self awareness on those cultural barriers) offering helpful ways to define how we work to those who want to know. Keeping things factual and thinking more broadly of how our work sits within the larger industry helps remind us of the importance of our work while building that inner confidence we’ve never needed more. Enjoy sounding substantial vs. fluffy and feeling more conviction in what you do.

Debbi Gardiner McCullough coaches and trains immigrant leaders to become more confident, concise, and mentally fit communicators. From Wisconsin, she owns and runs Hanging Rock Coaching and serves as a communication effectiveness coach to leaders all over the globe with BetterUp.