Elevator pitch. It’s one of the first things that gets recommended to job seekers, one of the first questions asked by career coaches, something that we’re told to have ready at all times, like a first aid kit or chocolate stash. The premise: you’re in an elevator with a high-powered leader, and they ask what you do. You have thirty seconds or less to summarize everything that you do in such a way that the executive is wowed, resulting in you being noticed/promoted/hired. Amazing! Who wouldn’t want to hone this skill? It sounds magical! And it is indeed magical, because like many magical things, it’s too good to be true.

What’s wrong with the elevator pitch?

1. Who’s listening? Does the person that you’re trying to impress have the bandwidth to absorb your elevator pitch? Or is this a leader who has so much going on that they cannot absorb your perfectly crafted personal overview? Chances are, an elevator ride is not actually long enough for an executive to take your measure, such that they could be confident in your abilities.
2. Where’s the nuance? Boiling down complex work to something that can be said in a handful of sentences often ends up stripping away your expertise and knowledge. Some roles can be tricky to explain outside your niche group, and sometimes it’s better to focus on how your work is solving challenges the organization faces, rather than blurting out your LinkedIn summary. An elevator pitch doesn’t necessarily convey meaningful content across all different personalities and connection styles - to hop on an elevator with a CEO and instantly start pitching takes nerves of steel, and for the CEO to be open to hearing the pitch requires someone who likes to start by listening.
3. What do these words mean anyway? Much of the vocabulary in the corporate sector has become so specialized or generic as to be meaningless. Our roles are evolving in a rapidly changing environment, and the skills required to be successful are constantly changing. Should we then be prepping an elevator pitch to account for each sector shift? Or should we rethink how we present and position ourselves in the face of personal interactions with leaders?

Plant seeds of recognition and a relationship

Returning into the office on a more frequent basis offers the opportunity to make a person-to-person connection that is real and grounding. Recognize moments to be human with your leader, and to let them be human with you. While it’s tempting to see the elevator ride as a way to boost your career, it’s more important to do a quick gut check and read the room and see your leader as a person first. This might mean giving a smile and nod if your elevator-mate is using this elevator moment to gird up for the day and get their thoughts/notes in order.

On the flip side, if the room reading points to “pitch me,” make it less about “what I do” and more about “what I do/can do for you.” Don’t make assumptions—make impressions. How do you do that? Tie their projects, the organization’s goals, and your work together. Demonstrate your knowledge of how your role supports the challenges being faced.

While the concept of the elevator pitch has value, it should not be touted as the panacea to your job-seeking needs. Being able to summarize your skillset, experience and role in a concise and articulate fashion is great, but it’s equally important to be able to convey depth and nuance and to shift according to your audience. Better than an elevator pitch? Using the face-to-face contact to lay the groundwork of a relationship, and then leveraging that relationship as a launch pad to deeper connection.

Sarah Marcotte is a librarian by profession and by choice, and has almost twenty years of experience in the nonprofit space, focusing on prospect research, prospect management and data management. She is currently Senior Specialist, Data Steward at SickKids Foundation, and has previously held senior roles in prospect research at Weizmann Canada, Canadian Red Cross, and SickKids Foundation. Sarah holds a BA from McGill and an MLIS from Western University, and has been a member of Apra Canada, Apra International, and the Special Libraries Association.

Katherine Scott is a prospect research and development professional with more than 15 years of experience working in philanthropy for a range of organizations including MSF Canada (Doctors without Borders), Princess Margaret Cancer Foundation, Canadian Red Cross and Toronto Metropolitan University. She recently completed a successful term as President of Apra Canada, the professional association for research, data, and prospect development professionals, and continues to be a mentor, speaker, and leader in the sector.