Ten Ways Expats Shine in Virtual Meetings

A Guest Post by Mohammad Huzefa Kahn, edited by Angela Weinberger

Navigating diverse cultures, time zones, and corporate dynamics can be challenging, especially in environments where your voice might not be the loudest in the (virtual) room. For many professionals, the shift to remote and hybrid work has been both an opportunity and an obstacle. On one hand, research suggests that virtual formats can promote greater participant diversity by minimizing barriers to attendance, offering increased accessibility and programming flexibility compared to in-person settings, and a genuine opening for those who have historically been sidelined in physical meeting rooms. 

On the other hand, longstanding structural inequalities don’t simply disappear because the room is now on a screen. Studies on video conferencing in the workplace have found that it can reinforce existing power dynamics and even exacerbate bias, meaning that underrepresented professionals often must work harder to be seen, heard, and credited for their contributions. 

Research consistently shows that women and people from underrepresented backgrounds, including Brown and Black professionals, non-native English speakers, and those working across cultural boundaries, face compounded challenges around visibility, communication, and leadership presence (Eagly & Carli, 2007; Catalyst, 2020). These are not personal shortcomings; they are systemic patterns. Which is precisely why being intentional about how you show up online is not just good advice, it’s a professional necessity. 

1 – Own Your Space with Confidence 

Confidence is key in virtual leadership (Northouse, 2021). Sit up straight, make eye contact with the camera, and use open body language to project authority regardless of where you’re dialing in from.

2 – Say Something Right Away 

People from underrepresented groups are often interrupted or talked over more frequently in professional settings (Handley, 2016). Establishing your voice early prevents you from being sidelined. Be direct and assertive, no need for “Sorry, but…” or “I just wanted to add…” Own your expertise. However, when you enter the room, make sure you get noticed by saying and sharing something funny or personal.

3 – Optimize Your Lighting and Camera Angle 

A well-lit space and an eye-level camera help maintain executive presence. This is especially important for people with darker skin tones, as default video settings often underexpose and adjust brightness and contrast so you appear clearly and confidently on screen. Visual perception studies show that proper lighting increases perceived credibility and engagement (Mehrabian, 1971).

4 – Dress for Cultural and Professional Impact 

Even remotely, attire influences perception. Research on impression management suggests that colors, attire, and grooming affect credibility and authority (Glick et al., 2005). Consider the role that cultural expectations play in international meetings and feel empowered to bring your own cultural identity to the table as a strength. Brighter colors highlighting your skin tone could be useful, especially in more conservative environments.

5 – Slow Down in Global English

Especially in multilingual meetings, clarity and brevity are powerful. Avoid filler words and speak at a steady pace to ensure all participants, regardless of language background, can follow. This is equally relevant for non-native English speakers who may feel pressure to over-explain or qualify their ideas. 

Slow down in global English, speak in simple words, and try to use language and phrases people will remember

6 – Use Gestures and Facial Expressions 

Non-verbal cues help bridge cultural gaps. A warm smile, nods of agreement, and subtle hand gestures can enhance engagement and relatability in virtual settings (Goleman, 1995). Culturally, facial expressions, such as the Indian head wobble or certain hand gestures, can be misinterpreted. Make sure everyone in the room gets you, and that your language aligns with your facial expression. Smiling can be useful, as in most cultural contexts it shows you are friendly. 

7 – Manage Interruptions Diplomatically 

If interrupted, assert yourself professionally: 

➡ “I’d love to finish my thought before we move on.” 

➡ “I’d like to circle back to my point on [topic]…” 

This approach is helpful in cultures where norms around interruption vary (Tannen, 1994).

If you tend to interrupt and overtalk as a leader, ask the other person to continue their thoughts and explain that you might sometimes do this because you are engaged in their conversation. 

8 – Leverage Chat and Reactions to Reinforce Presence 

The chat box is a powerful influence tool. Use it to add insights, reference key points, or support a colleague. Reaction emojis (✔️ 👍 👏) help signal engagement without interrupting others (Clark, 2020). You can show your hand if you want to talk and never seem to get a word in.

Connect with external participants via LinkedIn and share your profile in the chat.

9 – Don’t Take Yourself Too Seriously 😄

Storytelling is one of the most powerful tools in any meeting, but the best stories aren’t always about quarterly results. The professionals who are most memorable in virtual settings are often those who bring a touch of warmth and humanity to the room.

10 – Follow Up with Influence

A post-meeting email or LinkedIn message can reinforce your leadership presence. Research on professional networking suggests that follow-ups increase visibility and career advancement (Akkas, 2023).

Online meetings are an essential stage in the leadership journey for expats. By being intentional about how you show up, speak up, and follow up, you position yourself as a visible and influential leader, regardless of your location in the world.

For more support on becoming a more inclusive, global leader and for raising your voice, read Weinberger, A. (2023). The Global Rockstar Album, Global People Transitions. You can also join our upcoming Global Rockstars program with a Solo Artist License by requesting your client account here: https://rockme.app/.

About the Author

References

• Clark, D. (2020). Stand Out Online: How to Build a Virtual Leadership Presence. Harvard Business Review.
• Eagly, A. H., & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders. Harvard Business Press.
• Glick, P., Zion, C., & Nelson, C. (2005). ‘What mediates sex discrimination in hiring decisions?’ Journal of Personality and Social Psychology, 87(3), pp. 430–441.
• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
• Handley, A. (2016). ‘Why Women Get Interrupted More Than Men in Meetings and How to Stop It’, Fast Company.
• Akkas, M. (2023). Role of Networking Skills in Career Success. ResearchGate.
• Kay, K., & Shipman, C. (2014). The Confidence Code: The Science and Art of Self-Assurance. What Women Should Know. HarperBusiness.
• Lakoff, R. (1975). Language and Woman’s Place. Harper & Row.
• Mehrabian, A. (1971). Silent Messages: Implicit Communication of Emotions and Attitudes. Wadsworth Publishing.
• Tannen, D. (1994). Talking from 9 to 5: Women and Men at Work. HarperCollins.
• Weinberger, A. (2023). The Global Rockstar Album, Global People Transitions.

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