Hey you!
Welcome back to “that’s what she said”, your friendly neighbourhood newsletter where I try to make sense of the chaos that is modern work life.
Today, we're diving into the topic I wanted to explore for quite some time: how our cultural backgrounds shape the way we sell and pitch ourselves in interviews.
During my time at WOO, I worked with people from all over the world, and I became genuinely curious: does where we're from influence how comfortable we are with self-promotion? Spoiler alert: it does.
Quick disclaimer: This isn't a scientific study with control groups and peer-reviewed findings. This is me, being genuinely curious about the human experience of interviewing across cultures, and having honest conversations with people I respect. Think of it as cultural anthropology over coffee, not a dissertation.
So grab your Sunday drink, settle in, and let me walk you through what I learned about the rules of self-introduction across ten different countries.
💡 The Importance of Self-Introduction
Let's be honest: the first several minutes of an interview can make or break your chances. You know that moment when the interviewer leans back, smiles, and says, "So, tell me about yourself"? Your heart rate spikes, your palms get sweaty, and suddenly you're wondering if you should lead with your job title, your passion for problem-solving, or that time you single-handedly saved the quarterly report.
How we answer that question is not just about our experience or skills. It's deeply rooted in our cultural DNA. The way we've been taught to present ourselves, what we consider bragging versus confidence, and even how much eye contact feels appropriate — all of it is shaped by where we come from.
The confidence that makes you stand out in New York might make you seem arrogant in Taipei. And yet, we're all out here interviewing in an increasingly globalised job market, often pitching ourselves to people who operate under completely different assumptions about what a good self-introduction even looks like.
👀 Questions I Asked
I kept it simple with five questions designed to uncover the rules of self-presentation:
- When you were growing up (school, uni, or early career), were you ever taught how to introduce yourself professionally? I wanted to understand if this was something formally taught or picked up through trial and error.
- In your country/culture, what's considered a good self-introduction in an interview? This gets at the heart of cultural values: confidence vs. humility, individual achievements vs. teamwork.
- Do you think people from your culture tend to undersell or oversell themselves in interviews? Why? The question that reveals so much about cultural comfort with self-promotion.
- Are there any common "formulas" or structures people in your country/culture use to pitch themselves? I was curious if certain cultures had a "script" everyone follows.
- What's one unique tip you'd share to help candidates from your country make a strong first impression? Practical wisdom from people who've navigated these waters.
Let's check the answers below!
🇸🇬 Singapore
Education: The experience was quite different depending on the educational stage. Before university, schooling was generally hierarchical, with a "speak only when spoken to" culture, so professional introduction skills weren't exactly taught. That all changed at university, where courses on networking and interacting in professional settings were required. Those courses were incredibly valuable, teaching how to adapt, survive, and ultimately thrive in the corporate world — providing crucial skills that simply weren't part of earlier education.
Cultural Values: A core value in Singaporean culture is humility, which is highly prized in many professions and often forms a huge part of self-introductions during interviews. A successful introduction usually avoids coming on too strong at the beginning. Instead, the approach is to gently ease your audience into learning about your qualifications and experience. It's about building credibility gradually rather than hitting them with everything upfront. There's a cultural preference for understated confidence — you need to demonstrate competence without appearing boastful, which can be perceived negatively in this highly meritocratic but relationship-conscious society.
Selling Style: In the past, mostly underselling — humility was always the priority in professional interactions. However, there's been a noticeable change in recent years where the current generation is trying to oversell themselves more, influenced by exposure to Western business practices and global corporate culture. The ability to "humble brag" — to showcase achievements without sounding pompous — has become an incredibly important skill to master. People from Singaporean culture tend to have trouble learning how to brag about themselves or highlight personal achievements, often fearing they'll come across as too braggy or self-centred. It's genuinely a fine line, and navigating it requires practice and self-awareness. The cultural conditioning runs deep, making aggressive self-promotion feel uncomfortable even when it's professionally necessary.
Formula: There isn't really a specific formula or traditional structure that everyone follows. What professionals have learned, often through trial and error, is the critical importance of stating achievements confidently. In many interview situations, you only have a few crucial moments to convince people (and, importantly, yourself) that you are a capable and competent professional. Those opening moments can determine the trajectory of the entire conversation. The challenge is delivering this confidence in a way that respects Singaporean cultural norms — confident enough to be taken seriously internationally, but humble enough to remain culturally appropriate locally.
Top Tip: Don't be afraid to put yourself on the pedestal. Be proud of what you've achieved, be confident and believe you deserve it! If you didn't, you wouldn't be here.
🇫🇷 France
A former WOO colleague of mine, French originally, who moved to Hong Kong a few years ago
Education: Limited and generic advice in high school and university. Career centre sessions were basic and didn't prepare for real interview challenges. The hard lessons came from failed interviews, leading to self-directed research on interview techniques, expected flows, and how to position skills against company needs.
Cultural Values: France prizes humility, egalitarianism, and balance above almost everything else in professional contexts. Interviews are deeply Cartesian — present facts in a logical manner without bragging about achievements. Self-promotion can be seen as arrogant and, therefore, misaligned with the dominant general culture. Also, being successful (careers, promotions, money) isn't necessarily perceived positively, which can seem odd compared to other countries where success is celebrated. After moving abroad at the end of studies and living in different countries, mostly in Asia, the culture proved to be much more aggressive (meaning direct) and competitive. The previous approach of just exposing facts wasn't a match at all. People were expecting to hear how great you were, not pure Cartesian-based facts. A complete adjustment was necessary, shifting from a classic "there is a role thus I apply" mentality to "there is a need that I can solve and here is my sales pitch".
Selling Style: France and French culture undersell themselves massively compared to North American culture. The Greek and Latin heritage in Europe favours the facts and Cartesian aspects, where the individual isn't necessarily put in front of society. It's also very rigid in many ways. The candidate is expected to answer questions politely and quietly, making it often a one-way conversation where, as a candidate, you listen to the questions and reply accordingly — not much of a true conversation. Some companies refuse to even consider candidates outside of a specific school's list, which creates rigid hierarchies. In Asia, competition is much stronger, but companies are also more open to considering someone bringing in the right skillset, making it easier to navigate such job markets. It requires a complete shift in mindset.
Formula: In France, it's very classic and traditional: self-presentation first, explaining why you're applying, indicating readiness to answer questions, then the recruiter asks them in a classic manner where questions come one after the other in a structured sequence. There's little room for deviation or creative approaches. In Asia, the advice would be to focus more on what you can bring to the company you're applying for. But you still need to strike a balance between answering the questions (what the recruiter would like you to do) and disseminating your added value (your main goal during this short period of time). It's about being responsive while also being proactive about showcasing value.
Top Tip: Position yourself as a solution instead of just a job seeker. Provide solutions on issues that the company is facing — if a role opens, it means the organisation can't do certain things or tasks that are impacting their bottom line: sales, marketing their products, financial payment, accounting knowledge, cross-border payment, processes, etc.
🇬🇧 United Kingdom
Education: Professional introduction skills are rarely taught formally until university, and even then, it's often optional career services workshops that many students skip. Most British professionals learn through observation — watching others in networking events, graduate schemes, or early career roles. The culture doesn't tend to explicitly teach self-promotion because there's an underlying discomfort with the concept itself. Many learn the hard way after a few underwhelming interviews.
Cultural Values: The British approach is all about balance — you need to appear confident but not arrogant, accomplished but not boastful. Self-deprecating humour is practically a national sport and often works its way into interviews as a way to appear relatable and down-to-earth. There's deep cultural suspicion of people who seem "too keen" or who oversell themselves. Being too enthusiastic about your own achievements can make you seem American, which isn't necessarily a compliment in traditional circles. You're expected to let your accomplishments speak through understatement and specific examples rather than declarations of greatness.
Selling Style: Definite underselling compared to American norms, though not as extreme as some Asian cultures. There's cultural conditioning that makes direct self-praise feel uncomfortable and slightly embarrassing. The preference is to let others praise your work rather than doing it yourself. What passes for appropriate confidence in the US often reads as arrogance in the UK. Conversely, what seems like proper British modesty might make you appear weak or uncertain in more direct cultures. It's a delicate calibration that native Brits navigate instinctively but can trip up those from other backgrounds.
Formula: Typically chronological — education, career progression, relevant skills— but delivered conversationally rather than as a rehearsed script. The structure is there, but shouldn't be obvious. A good British self-pitch sounds like you're having a chat at the pub rather than delivering a presentation. You establish credentials without bragging, demonstrate competence through specific examples rather than general claims, show personality without being overly familiar, and ideally include a touch of wit that shows you're human.
Top Tip: Let your accomplishments speak through specific, concrete examples rather than superlatives. Instead of saying "I'm an excellent project manager", describe a specific challenging project and what you delivered. A well-timed, understated achievement lands far better than enthusiastic self-congratulation.
🇿🇦 South Africa
Education: Professional self-presentation is often learned informally through workplace experience and mentorship rather than formal education. Universities provide some career guidance, but it's generally surface-level. The real learning happens on the job, watching senior colleagues, and sometimes learning through mistakes. The educational system prepares people academically but leaves professional soft skills to be developed independently. Those with access to mentors or supportive workplace cultures have significant advantages.
Cultural Values: South Africa's diverse cultural landscape creates varied approaches to self-presentation, reflecting the Rainbow Nation's complexity. Generally, there's a strong emphasis on teamwork and collective achievement over individual glory. Confidence is valued but within the context of collaboration rather than individual stardom. There's appreciation for people who can demonstrate both strong individual capabilities and the ability to work effectively within diverse teams. The multicultural environment means professionals often need to navigate multiple cultural codes simultaneously.
Selling Style: Tends toward balanced presentation — neither extreme underselling nor overselling. There's more comfort with discussing achievements compared to some Asian or European cultures, but less aggressive self-promotion than typical American styles. South Africans often frame individual achievements within team contexts: "We achieved X, and my specific contribution was Y". This allows acknowledgement of personal impact while respecting the cultural value placed on collective effort. The approach can shift depending on the industry and the interviewer's background, showing the adaptability that comes from navigating a multicultural society.
Formula: Often starts with background and education (which can carry weight depending on the institution), moves to key experiences with emphasis on progression and growth, and emphasises collaborative successes while highlighting individual contributions. The narrative typically weaves together technical capabilities and interpersonal skills. There's often an element of storytelling rather than just listing qualifications.
Top Tip: Demonstrate how your individual contributions enhanced team outcomes and organisational success. Show you can be both a strong individual contributor who takes initiative and a team player who collaborates effectively and elevates others.
🇵🇱 Poland
Education: Professional introduction skills weren't formally taught in earlier education; it simply wasn't part of the curriculum. Career offices at universities offered some guidance, typically optional workshops on resume writing and basic interview preparation, but attendance was often low and the content was fairly generic. The prevailing attitude was that if you had the qualifications and skills, you'd figure out how to present them.
Cultural Values: Polish culture values directness, authenticity, and substance over style. There's less emphasis on polished presentation and more on practical skills and proven experience. Poles appreciate straightforward communication without excessive embellishment or corporate-speak. There's cultural scepticism toward anything that seems overly rehearsed or artificial — authenticity matters more than a perfect pitch. Educational credentials and technical competencies are respected, but there's also appreciation for people who've worked their way up through practical experience.
Selling Style: Generally straightforward without excessive self-promotion or false modesty. Poles tend to let their work history speak for itself rather than overselling achievements with elaborate narratives. There's comfort in stating facts about what you've done, skills you have, and what you can contribute, without dressing it up in marketing language. Younger generations who've grown up in post-communist, EU-integrated Poland are becoming more comfortable with self-advocacy, understanding that sometimes you need to explicitly state your value. The shift is happening, but hasn't fully displaced the more reserved traditional approach.
Formula: Typically pragmatic and efficient: name, relevant experience, specific skills, what you can contribute. Less storytelling, more facts and direct information. The structure is: here's who I am, here's what I've done, here's what I know how to do, here's why I think I'd be good for this role. It's refreshingly straightforward compared to cultures where the introduction can feel like a performance.
Top Tip: Be direct and substantive about what you've done and what you can do. Skip the fluff, avoid excessive corporate jargon, and get to the substance quickly. If you've solved a problem, say so clearly. If you have a specific skill, state it confidently.
🇹🇼 Taiwan
Education: Formal training in self-presentation was quite limited in traditional Taiwanese education, which focused heavily on academic achievement and technical knowledge rather than soft skills like interviewing or networking. Professional skills were often developed later through corporate training programs after entering the workforce, with companies taking responsibility for teaching employees how to represent themselves professionally. Universities might have offered some career services, but these were often underutilised or not comprehensive.
Cultural Values: Taiwanese culture emphasises modesty, respect for hierarchy, and collective harmony over individual achievement. Educational credentials carry enormous weight — where you studied matters almost as much as what you studied. Previous employers also significantly impact your marketability; having worked for a prestigious company or well-known brand provides immediate credibility. There's a strong preference for structured, respectful communication that demonstrates awareness of social hierarchies and proper etiquette. Face-saving is important; both avoiding making others uncomfortable and not putting yourself in positions where you might be embarrassed or rejected. This makes aggressive self-promotion feel culturally inappropriate and risky.
Selling Style: Considerable underselling compared to Western standards, with deep cultural discomfort around direct self-promotion. Achievements are typically presented through the lens of team success, organisational outcomes, or crediting mentors and leaders rather than claiming individual credit. The focus is more on what the company or team accomplished than on personal contributions, even when those contributions were substantial. There's a tendency to let credentials speak for you rather than explicitly stating your value.
Formula: Standard and quite formal structure: educational background with specific institutions named, career history with particular emphasis on reputable companies and recognisable brands, relevant qualifications and certifications, and respectful inquiry about the role and company. The tone is polite and somewhat deferential, especially if the interviewer is senior. There's often less of a conversational flow and more of a presentation-response dynamic. The candidate presents credentials, the interviewer asks questions, and the candidate responds respectfully. It's more formal than what you'd find in many Western countries.
Top Tip: Let your credentials and previous employers establish initial credibility. Then focus on how you can contribute to the organisation's goals rather than emphasising personal ambitions or career advancement.
🇺🇸 United States
Education: Professional self-presentation is often taught systematically through career services, business school courses, networking events, and professional development programs starting as early as high school in some contexts. The "elevator pitch" concept is ingrained early in professional development — the idea that you should always be ready to sell yourself in 30 seconds. Universities often have robust career centres with mock interview programs, industry networking events, alumni connections, and comprehensive resources.
Cultural Values: American culture celebrates confidence, individual achievement, clear articulation of values, and personal initiative. "Selling yourself" isn't just accepted, it's expected and respected. The cultural narrative around the American Dream emphasises that anyone can succeed through hard work and self-promotion, which makes advocating for yourself not just acceptable but necessary. The interview is viewed as a two-way conversation where you're evaluating the company as much as they're evaluating you; this fundamentally different power dynamic shapes how Americans approach interviews.
Selling Style: Very comfortable with self-promotion and highlighting achievements, Americans generally oversell relative to most other cultures. There's cultural permission to talk about what makes you great, what you've accomplished, and why you're the best person for the role. The phrase "fake it till you make it" exists for a reason; there's acceptance that projecting confidence is part of professional success. Quantifying achievements is standard: increased revenue by X per cent, managed teams of Y size, delivered projects Z per cent under budget. There's emphasis on active verbs and taking credit for accomplishments. Individual contribution is highlighted over team dynamics, though smart candidates know when to mention collaboration.
Formula: The "elevator pitch" dominates: a concise, compelling summary of who you are, what you've accomplished, and what unique value you bring to the organisation. Heavy emphasis on quantifiable achievements, leadership experiences, and future potential. The structure is typically: a strong opening statement about your professional identity, key accomplishments with metrics, relevant skills and strengths, enthusiasm about the specific opportunity, and often ending with a question or statement that invites further conversation.
Top Tip: Lead with confidence and specific, quantified accomplishments. Numbers matter enormously: don't just say you "improved sales", say you "increased sales by 40% over six months by implementing a new customer relationship strategy". Be prepared to take clear credit for your achievements while also knowing when to mention teamwork appropriately.
🌍 Similarities and Differences
Looking across these responses, some patterns emerge.
What's Universal:
- Almost everyone learned professional self-presentation through trial and error rather than formal education. University career services offered something, but the real lessons came from actual interviews, often the ones that didn't go well.
- There's a global discomfort with the question "tell me about yourself". Whether you're from France or Singapore, that moment requires navigation of unspoken cultural rules.
- Everyone recognizes a generational shift: younger professionals are becoming more comfortable with self-promotion, even in traditionally modest cultures.
Where We Diverge:
- American culture sits at one end, embracing self-promotion as expected behavior. France and Taiwan cluster at the other end, where humility is paramount. The UK occupies a unique middle ground with its self-deprecating confidence.
- France favors clear, sequential structures. The US and South Africa are more conversational and flexible.
- Taiwan prioritizes credentials and prestigious previous employers. The US focuses on quantifiable achievements. South Africa emphasizes teamwork and collaboration.
- In France and Taiwan, interviews are often one-directional with the candidate responding to questions. In the US, it's expected to be a two-way conversation. In the UK, there's room for wit and personality.
💪 My Input Into a Self-Pitch
After hearing these perspectives and navigating my own career, here's what I've learned about crafting an effective self-pitch:
- Highlight your career path with purpose. Don't just recite your resume chronologically. Tell the story of your career with intentionality.
- Explain what prompted your career changes. Job changes aren't just dates on paper, they're decision points that reveal your values and ambitions. Own those reasons. Interviewers respect honesty about what motivates you.
- Showcase domains and versatility. Whatever your domain experience, frame it as breadth and adaptability.
- Lead with main achievements and contributions. Call out your personal contributions clearly (numbers matter!) and explain how your work moved the business forward.
- Know your value proposition. This is the non-negotiable part. You must be able to articulate, in one or two sentences, what unique value you bring. If you can't answer that, you're not ready to interview.
- For the love of God, prepare for the interview. Learn the company. Not just what they do, but how they make money, who their competitors are, what challenges they're facing, and where they're heading. Understand the role deeply. Prepare thoughtful questions that demonstrate you've done your homework.
Benefits and perks matter, I'm not going to pretend they don't. But dig deeper. Understand the mission. What are you being asked to deliver? What resources will you have? Who will you work with? What does growth look like here? These questions reveal whether this is just a job or a genuine opportunity.
Key Takeaways
- Cultural intelligence is as important as emotional intelligence. Understanding how your cultural background shapes your self-presentation is the first step to adapting it effectively.
- There's no one "right" way to introduce yourself. The most successful candidates adapt their approach to their audience while staying authentic to themselves.
- The humble brag is a global challenge. Whether you're from France or the US, everyone struggles with balancing confidence and humility. The difference is where the cultural comfort zone lands.
- Preparation transcends culture. No matter where you're from, walking into an interview without understanding the company, role, and your unique value proposition is a universal recipe for failure.
- The generational shift is real. Younger professionals globally are becoming more comfortable with self-advocacy, even in traditionally modest cultures.
- Your resume tells what you did; your pitch tells who you are. The best self-introductions weave together experience, values, and vision.
Final Thought
Look, the self-pitch isn't about becoming someone you're not. It's about understanding your own experience, reading the room you're walking into, and finding the sweet spot between the two.
Your cultural background isn't something to overcome or hide, it's part of what makes you valuable. The trick is knowing when to lean into it and when to adapt around it.
So, go into that next interview knowing where you come from, what you bring, and who you're talking to. Then find your version of confidence that doesn't make you cringe when you replay the conversation in your head later.
You've earned the right to be in that interview. Now make them see it too.
Until next time, frens. Be ambitious and know your worth 😉
Cookies She Left Behind
Sharing with you one of my favourite episodes of "The Diary of a CEO" for further inspiration: