One expert advises introverts to be 'brief and direct' when speaking up in meetings.

I've always admired people who speak up during meetings effortlessly. By the time I raise my hand or interject, I've gone through a series of mental battles and thought of every way in which my comment could be misconstrued.

Despite finding it hard to shake off the initial anxiety, I usually cope well.

Jessica Chen's new book "Smart, Not Loud" explores the negative impact of growing up in a "quiet culture," which values silence and not speaking up during meetings.

"The struggle of choosing the appropriate words to speak in front of others can be one of the most frustrating mental games we engage in," she writes. "We may be silently pondering what's happening in a meeting while our other mind loudly insists we must speak up."

SoulCast's CEO, Chen, provides a strategy for making a significant impact during meetings.

The "A4 Sequence" is a set of actions that can enable you to contribute effectively at the appropriate moment with the appropriate information.

She writes that speaking at meetings requires being direct and concise.

Active listening: gauge timing.

Chen uses active listening to understand when to speak.

Some signals that indicate it's a good time for you to speak are actively looking for cues when listening, as Chen writes.

• If a person starts addressing the tasks your specific team is responsible for.
• If someone relaxes their posture and looks around.
• A change in vocal pitch could signal a person is ending their thought.

Acknowledging: create seamlessness.

When you figure out when to speak up, the first few words out of your mouth should be acknowledging what the previous speaker said.

"Recognizing others and their contributions is a communication tactic that creates the impression of collaboration and facilitates a smooth conversation flow, according to Chen."

Some ways to start your comment include:

• "That's a really good point, in fact ... "
• "And if I may add to that ... "
• "Excellent suggestion, [colleague name]. It prompted me to consider..."

Anchoring: connecting points.

Chen describes a technique called "anchoring" where she repeats one or two words spoken by the person she's listening to in order to maintain the flow of the conversation.

It seems that the marketing department is facing some challenges with the project that our team submitted.

Yes, you're right. The marketing department did have issues with that.

Then, go on to make your point.

Answering: showcase expertise.

You're now prepared to share your original thought after connecting it back to what your colleague said and capturing the room's attention.

To communicate effectively, Chen advises following this format.

• Make your point: What you want them to know.
• Give examples: One or two thoughts explaining that point.
• Reiterate your point: Restate your point to reinforce the message.

If you want to improve your public speaking skills, you should practice regularly.

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