---
title: "Three Ways to Pitch Yourself in 30 Seconds"
description: "When writing your own script, ask yourself these questions, and you can also use your own story to impress others and stand out from the majority who just take it and go. People often think that the \"elevator pitch\" technique is used when you interview for a new job or seek funding for a new project. However, the \"elevator pitch\" is no less important after you get the job than when you were job hunting. In fact, when you are already in a high position, or have won the support of investors, and frequently interact with senior colleagues or important clients, those 30 seconds that explain who you are..."
author: "朱迪•格力克曼"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-03-27"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/NOp6zYQjhQyluL05iol_Tw"
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---

# Three Ways to Pitch Yourself in 30 Seconds

> When writing your own script, ask yourself these questions, and you can also use your own story to impress others and stand out from the majority who just take it and go. People often think that the "elevator pitch" technique is used when you interview for a new job or seek funding for a new project. However, the "elevator pitch" is no less important after you get the job than when you were job hunting. In fact, when you are already in a high position, or have won the support of investors, and frequently interact with senior colleagues or important clients, those 30 seconds that explain who you are...

When writing your own script, ask yourself these questions, and you can also use your own story to impress others and stand out from the majority who just take it and go.

People often think that the "elevator pitch" technique is used when you interview for a new job or seek funding for a new project. However, the "elevator pitch" is no less important after you get the job than when you were job hunting.

In fact, when you are already in a high position, or have won the support of investors, and frequently interact with senior colleagues or important clients, those 30 seconds that explain who you are, what makes you different, and why you are memorable are probably even more important.

A managing director on Wall Street told me about a case where a summer intern made an unusually strong impression on senior executives at a welcome reception. Within days, the managing director received frequent calls from senior executives, indicating that they wanted to "ensure she gets the attention and resources she needs to shine this summer." That young lady's career has been on the rise ever since.

So, what do you say in the time it takes to eat an appetizer and drink a glass of white wine to quickly and effectively capture the attention of senior executives? Consider the following points before writing your speech:

1. Give a compelling explanation of why you are here, such as "why you decided to become a part of this company."
2. Clarify what makes you unique for the position, that is, answer the question of "how," such as "how exactly did you get this job?"
3. Be able to explain what connects your past and present experiences, and do so convincingly and logically—what glues your story together.

Of course, executives or senior managers won't ask you these questions, but you should treat the elevator pitch as an opportunity to convey this information cleanly and without pretense—even if no one asks.

As for how to answer the questions of why, how, and what:

1. Think about what is most relevant, not most recent.
No one says your resume must be in reverse chronological order. Mike is a marketing executive with two years of overseas sales experience. But when it comes to returning to marketing, he always introduces himself by mentioning his recent career shift and his brief stint in sales. Instead, Mike should describe himself as an experienced marketing professional who took a short break and is now back to his core field—able to continue applying his marketing expertise and thinking about what drives consumer habits.

2. Focus on technical traits, or condition- or industry-specific traits.
Just because you are good at finance doesn't mean you must have a finance background. Alex was a pharmacist and researcher, and she returned to business school to pursue an MBA. She aspires to work in corporate finance at a pharmaceutical company, but given her background, she worries no one will take her seriously. When I asked Alex to explain why she chose finance, she said, "I just have a financial mind." Her way of thinking is methodical, meticulous, and structured—in summary, she is a perfect fit for a corporate finance department. Instead of focusing on her scientific academic background, Alex should emphasize to colleagues and clients that she is inherently a numbers person.

3. Connect the dots—what ties it all together?
Whether you transitioned from pharmacy to finance, or you are now a marketing executive with past international sales experience, you should find a way to unify your diverse experiences and show others how they complement each other. Personally, I overcame significant obstacles on the client side because I was a Peace Corps volunteer before transitioning to investment banking. When explaining this to others, I bridge the gap between these two jobs by saying that I am essentially a big-picture thinker, but my training has made me a numbers person. Thus, banking is the perfect combination of the two—I enjoy viewing clients' challenges and problems from 30,000 feet, but I can also dig into the smallest details to develop innovative financial solutions. Whether my client is the mayor of a small town in Chile where I served in the Peace Corps, or the CEO of a healthcare company, I can start from the high level and then work down quickly and effectively.

Mike, Alex, and I have all undeniably secured better positions because we have unique stories and experiences. When writing your own script, ask yourself these questions, and you can also use your own story to impress others and stand out from the majority who just take it and go.

Source: Sales and Management

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