People often say that a good start already represents half the success. In my view, mastering the art of the meeting—knowing how to run a meeting well—already accounts for half of the success in an international career!
Within a global organisation, those who manage to make their mark worldwide almost always share one trait: they are crystal-clear about their objectives, their stance and their career ambition. This is not the much-maligned “wolf mentality” (a term sometimes used in the media to describe a cut-throat, survival-of-the-fittest attitude). In foreign companies, the expectation is rather the ability to articulate a vision, to think strategically and to rally teams around a common goal. Every leadership skill is rooted in self-leadership, and that intention shows up both in day-to-day execution and in career progression.
This is why, in an expatriate path or inside a multinational, so many mentors and seasoned executives stress the value of visibility: the key people must know who you are and what you aspire to. And meetings are the primary channel to achieve that!
During meetings you can demonstrate your preparation, communication skills, strategic thinking and even your aptitude for negotiation or cross-cultural management—simply through the questions you ask, the challenges you raise and the exchanges you spark.
Although this seems obvious, I often spot in coaching sessions a few pre-conceptions that prevent professionals from speaking up with ease. Here are five key points to help you recognise and overcome common blockers.
Contents
- Clarify your objective and your stance
- Is a meeting merely about “avoiding a dressing-down”?
- Do you really have to “answer” every question?
- What exactly counts as a “strategic proposal”?
- Win from the outset and raise your game
1 | Clarify your objective and your stance
I frequently help clients prep for high-stakes meetings. They are usually great at predicting the attendees and their expectations. Yet when I ask, “What’s your objective and your stance?” they cannot answer—or simply parrot their boss’s goal.
Reflect on these questions:
- “The last time you entered a meeting room, did you have your own objective and stance?”
- “If not—or if you were merely echoing your manager—how might that affect your performance?”
- “What image do other participants form of you in such a context?”
2 | Is a meeting merely about “avoiding a dressing-down”?
Many approach a meeting thinking, “How do I prepare so I won’t get scolded?” Ironically, a defensive posture (“self-protection”) in your deck or remarks can attract more criticism.
In Western company culture a meeting is an exchange of information, ideas and contacts. Being questioned or challenged is normal and healthy: it clarifies viewpoints and strengthens everyone’s logic. The more you pretend to hold the ultimate truth, the likelier you are to reveal inconsistencies—or to seem insecure.
Next time you prep a meeting, shift your mindset. Picture yourself heading to a market to sell something. A customer asking questions is natural—and a good sign, because they want to know more! No interest at all? Bad sign. Decide what you plan to trade on this market and which “assets” you bring to the discussion.
3 | Do you really have to “answer” every question?
In an international setting, handling questions and challenges in meetings is tricky. Some believe they must answer everything to look good. They often have solid expertise yet tense up, crafting 100-slide decks that exhaust them.
In reality, when someone challenges you during a meeting, your first decision is whether you want to answer—not whether you can “answer correctly.”
First, every sentence you utter triggers a reaction in the audience. With only ten minutes to convince, is that topic worth diving into? How will it affect your airtime?
Second, producing a “perfect answer” is not always possible or useful. You can leave a strong impression even while admitting you lack certain information—provided you handle the moment smartly. This isn’t a quiz show; effectiveness lies in steering the question in line with your objectives and stance.
💡 Further reading:
– Turn meetings into a springboard to stand out
– Nightmare meetings? Master time and agenda management
4 | What exactly counts as a “strategic proposal”?
I’ve noticed many Taiwanese managers struggle with the idea of strategy, partly due to differing logical frameworks between Asia and the West. Western execs often ask, “So what is your strategy?”
Many reply, “I’ve explained what I’m going to do!” believing they have covered strategy. Yet strategy and actions are distinct.
Strategy is a plan or guiding principle you devise within a specific context to hit a target; actions are merely the means to execute that strategy with available resources.
Think of the famed “Empty Fort Strategy” in Chinese history: the aim was to convince the enemy a fortress was heavily defended when it wasn’t. Playing music or dancing could work, as long as the message read, “We’re ready for you.” In a meeting, if you emphasise concrete actions (playing music) you look like an executor. If you highlight the strategy (deceive the adversary without troops) you come across as a future “general” able to craft an overall plan.
5 | Win from the outset and raise your game
Some professionals regularly need to gather bosses and peers in meetings yet get stuck in endless prep, convinced everything must be perfect before sending an invite.
Ask yourself a simple question: “What stops me from inviting one key stakeholder for a coffee first?” Clients often laugh: “Actually… nothing stops me.”
I used to treat big meetings like Olympic finals, prepping for weeks. That piles all the pressure on one date. In my article on “Three essential competencies in an international environment,” I already stressed the power of networking.
A meeting merely convenes several crucial players at once to reach consensus faster. Many conversations and alignments can (and should) happen beforehand. Don’t unwrap a mysterious parcel in front of everyone unsure whether it’s a gift or a bomb—the risk is too high.
If you’re looking to progress or to become a more accomplished leader, check out my professional-coaching services. I can help you break through roadblocks and unleash your best performance to build the career you dream of!