Do You Really Know Why You’re in the Room?
- Yasmine El-Baz
- Feb 22
- 3 min read
One of the most underestimated causes of ineffective speeches, presentations, and even conversations is the lack of a clearly defined objective.
I understand that might sound cliché, but allow me to challenge you on this one.
Take a piece of paper, choose an upcoming speaking opportunity, and answer this question:
“Why are you here?”
Done? Great.
Say it out loud.
Now imagine that I heard you and I’m asking you, another “Why?”
Then write down your second answer as well.
Done? Great.
What your answers most probably looked like is this:
The first answer is most probably stating what you were asked to do.
Answers like:
“I’m here because my manager wanted me to deliver the presentation.”
or “I’m here because they called me to be the keynote speaker.”
And the second answer to the second why most probably sounds like this:
“Because they need me to deliver a speech about the latest trends in the field,”
or“Because he wants me to deliver the monthly report.”
Both are descriptions. Neither is an objective.
None of these answers defines an objective that can drive a business or leadership outcome.
That’s why I developed my "Influence-Driven Speaking Method", a 5-Whys structure that shifts speaking from content delivery to decision shaping.
It operates on five layers:
1) Why are you here? → usually states what you were asked to do
2) Why? → usually states what the topic is
3) Why this, for these people, now? → their why
4) Why does it matter for the business? → your business why
5) Why does it matter for you personally or your positioning? → your personal why
Let’s take a real example:
Scenario (1):
You are the HR Director presenting the annual people strategy.
1) Why are you here?
“Because I was asked to present the annual HR strategy.”
(The request.)
2) Why?
“To walk the committee through our priorities for next year: talent, engagement, and capability building.”
(The topic.)
3) Why now, for this audience?
“Because the business is entering a growth phase, success will depend on having the right leadership pipeline and critical skills in place.”
(The business context, their why.)
4) Why does this matter for you strategically?
“To secure endorsement for shifting investment from transactional HR activities to leadership development and strategic workforce planning that directly supports expansion.”
(Your business why.)
5) Why does this matter for your leadership positioning?
“To position HR as a driver of business growth and a strategic partner in enterprise decision-making, not a support function.”
(Your personal why.)
Now your objective is no longer: “Present the HR strategy.”
It becomes: “Gain executive alignment to reposition HR as a growth enabler by securing investment in leadership pipeline and future-critical capabilities.”
And that completely changes how you structure, deliver, and emphasize your message.
Scenario (2):
You are the CIO / Head of Digital reporting on transformation progress.
1) Why are you here?
“Because I was asked to present the digital transformation update.”
(The request.)
2) Why?
“To show what has been delivered so far and what is still in progress.”
(The topic.)
3) Why now, for this audience?
“Because the organization is about to approve next year’s capital allocation, and there are competing investment priorities.”
(Their why.)
4) Why does this matter strategically?
“To demonstrate that digital is not an IT cost, but a revenue enabler and a productivity driver, and to secure funding for scaling the initiatives that directly impact customer experience and speed to market.”
(Your business value/why.)
5) Why does this matter for your leadership positioning?
“To be seen as a transformation leader who drives business performance, not a technology operator who reports activities.”
(Your leadership why.)
The objective shifts from: “Give an update on the digital transformation.”
To: “Influence capital allocation by proving that digital initiatives are accelerating revenue, reducing time to market, and creating a competitive advantage.”
Again, once the objective is that clear, your content, stories, and delivery style will transform.
In senior rooms, every time you speak, you are not only sharing a message but also defining the business’s future and your leadership positioning.
Now it's your turn:
Pick an upcoming speaking opportunity and run it through the 5 Whys.
Write your objective in one sentence in the comments.
And let’s make every speaking moment intentional.
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