A client of mine was told that, in order to be promoted, she needs to demonstrate greater “Executive Presence”, which is the new buzz-word phrase in Leadership Development circles.  But, she is puzzled about what  exactly that means.  It seems to be an elusive quality, and different people have different interpretations and opinions of what it actually is.  This is my attempt to come up with a common framework for recognizing and developing “Executive Presence”.

There are two parts to “Executive Presence”:

1) Your Outer Self – what others can observe, the way you behave in the presence of others, how you communicate, and even how you dress.

2) Your Inner Self – how you think, how you manage your emotions, how well you know yourself, and how comfortable you are in your own skin.

Anyone looking to identify people with “Executive Presence” or to develop greater personal “Executive Presence” will probably concentrate on external signs first since the most superficial markers convey indelible impressions.

Let’s look at three specific aspects of the Outer Self:

Your Appearance

This aspect is trickier to manage than you might think because different work cultures have different standards, and gender issues really come into play.  For instance, a banker showing up to work in chinos and an open neck shirt will likely not be taken very seriously even though this is the standard dress code in other industries. 

And, how do the seasons come into play?  Do sandals, bright colors and strappy dresses disqualify you from the executive suite?  Women have a particularly hard time getting this right.  The terrible bow ties and broad shoulders of executive women in the eighties have mercifully given way to a different look, but to what extent do a woman’s clothes, hair and nails determine whether she gets a promotion or a say in the running of her organization?

Your Behavior

This is an aspect that is a little easier to compartmentalize than is appearance.  For example, clearly, people who yell, have temper tantrums, sulk or skulk on the sidelines definitely do not display “Executive Presence”. Instead of trying to write a list of “desirable” behaviors, it is better to look at the impact people have on others and on the workplace.  Do they model the highest values of the organization through their behavior?  Do they show an understanding of the best interests of the organization at all times?  Do they behave in a way that generates trust and loyalty? Are they consistent and a source of stability in times of change?  Do people look to them when they offer an opinion or attend a meeting?  Are they recognized for their good judgment and/or their expertise?

 Your Language

Often, people are promoted to leadership roles because they are very good at what they do, they have great technical expertise and they have a superb knowledge of every last detail about their work.  But, this can backfire.  The higher you go in an organization, the more you need to communicate about bigger, broader, more strategic themes and less about the details lest you be accused of being “stuck in the weeds”.  You need to know how to summarize, how to identify key points and how to succinctly get to the heart of an issue without sharing the minutiae and the little dramas which cloud the big picture. When it comes to developing “Executive Presence”, it is important to be able to discern what to say to which audience. 

It also helps to be able to frame topics and issues in a positive way.  People look to leaders as those with “vision” who can guide others through difficult or turbulent times.  The more skillful one is with the ability to phrase situations in ways that calm, motivate or inspire, the greater will be one’s “Executive Presence”.

Anyone with an awareness of these issues and a desire to improve can enhance these Outer Self aspects of “Executive Presence”. It may take a little more work to address the deeper aspect of “Executive Presence”, that which comes from within.

What is your Inner Self?

These are some of the inner characteristics that underpin a person’s “Executive Presence”:

• You really know who you are, what your needs are and how to meet them.
• You have a sense of “agency”, and you belief in yourself.
• You understand your values and how to set boundaries.
• You can see the whole picture and can help others make the connection between personal and organizational goals.
• You exude a sense of tranquil calmness no matter how difficult the circumstances in which you find yourself.
• You inspire trust.

While some people may be born with a natural “Executive Presence”, others may look at this analytical breakdown and work on developing any of these elements.  Doing so will inevitably advance anyone’s Leadership journey.

Fredia Woolf, founder of Woolf Consulting, blogs to help people improve their workplace effectiveness and optimize their careers.  As an organizational consultant and leadership coach, she works with clients to increase insight, inspiration and impact. She can be reached at fwoolf@woolfconsulting.com.

#