Finding Your Voice in Meetings from a Leadership Coach Perspective

Coach Lucille immersed in fascinating Virginia caverns.

Many leaders tell me they didn’t feel comfortable speaking up in a meeting. They worried about sounding uninformed, taking up too much space, or saying the wrong thing. It’s understandable, at times, meetings can feel high-stakes, political, or simply overwhelming. But the reality is that visibility drives opportunity. Those quietly doing good work are often overlooked. Higher performance ratings, stretch assignments, and recognition often go to those who are seen and heard.

Indeed, it takes courage to speak up in a meeting, and research indicates a fairly strong relationship between confidence and success. But that doesn’t mean you have to ‘fake it to make it’ though, it means owning your value and showing up with intention. Confidence is built when you take action, not before it. Each time you speak, you strengthen your confidence and your visibility.

Don't think of visibility as vanity, instead reframe it as in-service to the bigger picture. When you share your insights, you help others think differently, make better decisions, and move forward faster. Speaking up is about contributing to progress, not simply trying to draw attention to yourself.

If you’ve ever held back in a meeting, you might recognize yourself in one of these situations. As a leadership coach, I suggest how to reframe each situation, and how to contribute with presence not ego.

1. “I don’t know what to say.”

Preparation is essential. Before the meeting, review the agenda, pre-work, or the meeting invite and notice who was invited, the purpose of the meeting, your role in this situation, and the client/company/team objectives that matter. With this context, you can develop talking points (even if just mentally) to enhance the discussion with another perspective or fresh insights. You don’t need a grand insight; you just need a relevant one.

Lead yourself well: Offer a perspective that connects your area of expertise to the broader goal. “From the client perspective, one thing to consider is how this change impacts X.”

2. “I’m afraid of being judged.”

This fear runs deep and many of us experience it. Preparation (see #1 above) ensures you bring valued insights to the meeting. Acknowledge this inner fear and reframe the judgement as simply information. Feedback is data, not a verdict. Speak up, and if you’re uncertain how you came across, ask an advocate or mentor afterward, “Did that land the way I intended?” You’ll build emotional resilience each time you push through the fear.

Lead yourself well: Frame contributions as curiosity rather than declaration. “Have we considered this other angle…”

3. “I’m new.”

When you have the newest voice at the table, it’s tempting to stay silent until you feel you are up to speed and have earned the right to speak up. The truth is that you bring a fresh perspective that is valuable precisely because it’s not yet conditioned to the norms of your new team. If you truly are in unchartered territory, you can show engagement and initiative by asking for access to the latest report or resources to get up to speed.

Lead yourself well: Share a very brief introduction with relevant experience you bring to the topic. “I recently joined from XYZ company where I led a similar project, and what we saw was…”

4. “The agenda was packed.”

You didn’t get a word in edgewise. And no one likes the person that keeps asking questions or rambling on, pushing the meeting past time. Respect everyone’s time while still contributing meaningfully to the way forward by following up post-meeting. Visibility isn’t limited to live airtime.

Lead yourself well: Send a short follow-up email: “I didn’t want to slow the discussion, but here’s a quick thought that supports the direction we’re heading.”

5. “I talk too much.”

You might already know this, and you worry about overdoing it. There can be real power in brevity when what you choose to share delivers impact. It’s not less visibility you need, it’s more intention. Consider what you want to contribute and then sum it up in one sentence. A meaningful one liner invites curiosity while demonstrating confidence and respect for others’ input.

Lead yourself well: Make one bold, concise point, then pause: “I’ll stop there, curious what others think.”

6. “I’m just an observer.”

Even observers have insight. When this is your role in a meeting, you’re not only listening well for key messages and next steps, but you can observe patterns and themes in behaviors and interpersonal dynamics. Take what you need from your observations and don’t multitask to set yourself up for success in future interactions and assignments. Listening can be participation when you capture what you are noticing too.

Lead yourself well: At the end of the meeting, reflect back a theme or volunteer for follow-up: “I noticed _____ came up several times. I’d be happy to help with next steps on that.”

7. “My voice is different.”

Maybe you’re the only woman, the youngest person, or from a different background. It doesn’t matter…you were invited. Represent those that are not in the room by contributing to the conversation. Recognize that you may need to slow your speech, project your voice more, or filter out more informal terms to be viewed credibly. You earned your seat, now own it.

Lead yourself well: Own your unique perspective. “I see this from a slightly different angle…”

8. “Everything’s already been said.”

Maybe so, but you can still show presence and respect. Maintain poise with your physical posture and through active listening signals to demonstrate your presence. Authentically share your gratitude or appreciation for the expertise in the room or the collaborative tone for example. Reinforcing others builds connection and influence.

Lead yourself well: Bring gratitude. “I really appreciated the context Sam provided, it highlights the importance of…”

9. “I’ve already said my part.”

Don’t disappear after your moment. Invite feedback, outline responsibilities, and specify recommended next steps. This approach shows command of the subject and incorporates effective action items that provide clarity for team members while allowing the conversation to continue if others desire. Leadership is about synthesis and follow-through.

Lead yourself well: Summarize the key takeaways. “It sounds like we’re aligned on next steps. So that we stay on track, let’s confirm the deadlines and deliverables...”

10. “I’m overstimulated.”

Back-to-back meetings or loud group dynamics can be draining. You feel pressured to speak quickly but need time to process. Many great leaders are internal processors, listening deeply, synthesizing quietly, and then speaking with precision. Instead of appearing frozen or reactive, pause to breathe and ground yourself, briefly name your thoughtful processing, and then reinforce your credibility by moving the discussion forward.

Lead yourself well: Appear reflective and strategic. “I’m still taking in a few points, but here’s what is standing out to me so far…”

11. “I don’t have all the facts.”

Perfection isn’t a prerequisite for participation. Contribute what you do know and commit to following up later with more details. Redirecting by asking for advice or input from those gathered can help fill in some of the gaps. Where possible, highlight a colleague’s expertise and ask them for their thoughts. You can contribute and commit yourself to learning.

Lead yourself well: Contribute and follow-up. “Let me fill in a few gaps and circle back once I’ve confirmed additional details.”

The key to visibility isn’t volume, it’s value. Each thoughtful contribution builds your credibility and confidence. With practice, speaking up becomes less about being heard and more about helping the team think better together.

You don’t need to be the loudest or longest-winded person in the room, but people need to remember you were there. Speaking up thoughtfully, even briefly, signals engagement, confidence, and leadership potential. Visibility matters, start finding your own authentic way to use your voice.

As a leadership coach, I coach growth-minded professionals to lead well, get recognized, and thrive. I publish a monthly newsletter and blog post and invite you to subscribe under my Contacts page.

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