Unlocking Executive Presence - 2

This blog is a followup to my previous blog on Executive Presence.

I will be focussing on "Input" into the Executive Presence framework in this one.

Some people believe that Executive presence is like acting.

Dress the part, memorise the script and deliver the dialogues with emotion and punch.

As most actors will also tell you - this is far from truth. There is a quiet preparation which is done ahead, that makes them eligible to play the role in the movie/play and includes language, diction, fitness, network, audition etc. to land a part that lets you do the act of excellence.

Similarly, Executive Presence (before others experience it) needs a lot of quiet preparation, tremendous practice and action.

Let's look at each of those aspects that move the needle.

1. Credibility

Your credibility is built over time and is a . This also reflects as a component of trust in your capability that others around you get to experience.

Most would see through a lack of capability even if you fake it.

Hence, credibility is a fundamental, foundational element to acquire, before you venture to conquer others.

Some questions that would help you reflect on your capability are:

• Can I orchestrate my knowledge and experience to provide value to the role / task at hand?

• Do my behaviours and actions reflect that capability?

• Am I confident enough in what I know that I am open to being challenged?

• Am I open to receive complementary capability from others and make it a whole?

2. Conviction

Conviction is the belief that what you are creating/doing makes

• sense

• makes a difference to others and

• is the right thing to do now.

  
  

  It is not blind faith. Instead it is rooted in wisdom with a dash of emotion.

What would tell you that you have conviction?

• Do I understand my place in the world and its impact?

• Do I understand what calls out to me to lend my voice for?

• Have I built my case/product on sound fundamentals of data, judgement and/or intuition?

• On the task at hand:

  • Will I eat my own dog food? Will I pay for it?

  • Will I recommend it to a dear friend?

  • Will I trade all that I have got in the pursuit of "this" thing?

  • Will the world be any better because I created this?

• When I look back at my life, will I feel a regret not doing this?

3. Character

Your character is a nuanced sum of your values, beliefs and how you own and demonstrate them?

It is not built on words but by actions.

Demonstrations of character to build trust, will require you to ask yourself:

• How do I demonstrate integrity in a way that people trust me?

• How do I navigate value conflicts between me and the organisation?

• What are the non-negotiables in my value system?

• As values are relative, how am I inclusive of people who do not share my values?

4. Context awareness

Compared to all the other input elements of Executive Presence, context awareness is demonstrated in the present / when you are actually in the space of relevance with your teams and clients.

It needs:

• Getting out of your head into your Body (Present)

• Good observation to feel the pulse of people near you.

• Good listening skills to hear what is not said.

• Attire according to culture and context.

• Thinking on your feet.

• Trading preparation for presence.

• Willingness to move outside your script.

How do you know you have it? In your context,

• What do you listen to ? Your mind/ thoughts or what the group is saying (and not saying)?

• What do you prefer? Perfection/improvisation?

• What do you do when you like an idea that is not yours? Discard/ Embrace?

• What do you do when you don't like an idea proposed? Validate before discard? Simply not engage?

• Do you ask or tell?

5. Communication Skills

Communication skills are both a science and an art.

Science - Language, Words, Usage, Grammar, expression, tone, voice.

Art - How to string words to make impact, humour, subtlety, creativity, emotion.

Science is needed to make sense. Art is needed for aesthetics & action.

We need both.

While most people are good in the science part of communication, there is usually a deficit in the art.

While my endeavour is not to take a communication class, I just want to mention a NLP premise -

All communication is the response it gets.

If you don't get the response that is desired - you didn't communicate well.

Art of communication is often relegated to something called "story telling".

The very word creates an aversion for many executives that I have coached.

Their retort is "I am not here to tell a story" :-)

Labels are just labels. Take them with a pinch of salt.

Look for what you are trying to achieve using your communication skills. As long as that impact is created, do it your way. Ask yourself these questions:

• How long are you able to focus on a detailed, in-depth presentation? Do you get lost?

  Will your audience be any different? What could make the details palatable?

• When somebody asks you a question, how long do they have to wait for you to get to the point?

• When you go to a surgeon, imagine them explaining your condition with medical jargon. How helpless will you feel? Now imagine the audience listening to your technical lingo. How are they going to feel ?

• Do you answer the question, "whats in it for me?" for the audience?

  
  

  Polish your communication skills till you feel satisfied with the outcomes.

While 'Executive Presence' may be a broad word that is popular, the building blocks are what makes a good leader. Your presence will be a reflection of your leadership.

What inputs into Executive Presence do you already have covered?

Where can you do better?

#coaching #executivecoaching #executivepresence #input