After participating in a 3-week long professional study, I was asked to be a part of a recent client’s presentation.
Since I was newly acquainted with the organization, my Operations Manager (OM) thought that it would be beneficial for me to become accustomed to the presentation process. Knowing that direction is more important than speed would leave me better prepared to manage the project if we closed on a contract.
Our entourage consisted of myself and five professionals. At the time, I was the newest member of the group. Being at the very end of the chain of command, I wasn’t expecting to speak up or contribute much to the presentation.
“Your presence alone represents your credence to your company.”
As our VP began the presentation, he occasionally called on our PHD resident, as well as my OM, to elaborate on certain areas. For the most part, he covered the majority of the slides and answered the bulk of the questions.
Though the presentation played out as well as expected, this was far from a signed deal. The client and his staff had several tough questions and at no point in time did we feel as though we were a definite hire. You could feel the hesitation and tension in the room, but we proceeded with confidence in knowing what we had to offer.
After roughly two hours of addressing all the questions and presenting all the facts, the presentation was officially coming to a close. Just then, the client shared one last observation: “I don’t mean to put anyone on the spot here, but I’ve heard from everyone except for the guy who is actually going to do the work and deliver the promises you are making.” I knew exactly who he was referring to. He unwaveringly looked directly at me and asked me about my experience. He wanted to know exactly what made me believe that I could deliver the results he was expecting.
Was I caught off guard? Most certainly. Did I let it deter me from a chance to speak? Absolutely not. I managed to answer his questions and satisfy his curiosity. Having consulted for over 14 years and leading many presentations myself, I was comfortable reassuring him that we were the firm that would bring his organization to great success.
“...you will go beyond simply looking confident; you will prove that you are a confident professional.”
The point of this story is that you are never just a body in any meeting. Your presence alone represents your credence to your company and its capabilities. My advice to novice consultants is that even if you are expected to silently show your support (safety in numbers is real), be prepared to verbally parade your knowledge, defend your proposal, and get involved in the conversation when given the chance. As a result, you will go beyond simply looking confident; you will prove that you are a confident professional.
In the dynamic landscape of business and leadership, the ability to engage and adapt is crucial.
We as individuals, regardless of our position in the hierarchy, should always be ready to contribute, share expertise, and confidently represent our organization. This readiness to engage goes beyond looking confident; it proves one’s professionalism and capabilities. In our industry, clients seek to collaborate with the best in the business, prioritizing qualities such as confidence, preparedness, work ethics, and dedication to success over age, education, gender, or years of experience
It is essential to encourage and empower our employees to actively participate in meetings and discussions. Guide them in recognizing that there is a time to ask, a time to tell, and a time to make. Everyone’s presence represents the credibility and capabilities of the organization. By fostering an environment where individuals are prepared to contribute, share their knowledge, and defend proposals, we can create a culture of confidence and professionalism.
Mentorship involves guiding individuals to understand that their contributions are valuable and that they should seize opportunities to showcase their expertise. By encouraging active participation and providing support, we can nurture the growth of our mentees, preparing them for future leadership roles. As a mentor, it is crucial to instill in our employees the importance of engagement and preparedness.
“...there is a time to ask, a time to tell, and a time to make.”
