Unlocking Executive Presence - 3
- Priya Venkatesan
- 12 hours ago
- 3 min read
This blog is a followup to my previous blogs on Executive Presence (Introduction to Framework) & Executive Presence (Input).
I will be focussing on "Process" part of Executive Presence framework in this one.
Many leaders have almost all the elements of the "input" part of Executive Presence. Yet they lack 'Executive presence' when they actually need it.
What they probably are missing is a 'thinking' and 'doing' part that orchestrates the disparate inputs to context and creates a meaningful whole.
Easier said that done.
This is where 'how a leader thinks' and 'how a leader pays attention' come into active manifestation.
Attention
The one thing that we struggle with the most these days is keeping our attention "single-pointed". This is the starting point for orchestration of inputs into coherence.
In the good old days, commanding attention was about how to get another's ear & mind space.
In the current era, it is about keeping your own attention on the point you need it to be, in the first place.
Presence in essence means 'being present' which implies that you are 'attentive' to the 'here and now' and not in your head.
Reflections to hone attention
What input/content do you consciously allow to enter through your senses, especially your eyes and ears (eg: through Books, social media, discussions, OTT, podcasts etc.)
What really enters without your conscious attention?
What practices have you adopted to help concentrate?
Strategic Thinking
Strategic thinking is about the future. Yet it is a huge part of "Presence".
A leader with a Vision and a passion to make it happen cannot be missed in the room.
What feeds into the vision is strategic thinking. It is thinking beyond the 'tangibles' to create a new reality, considered not possible in the now.
Even in the meeting room, it is about reading the audience and co-creating a "meta" with everyone contributing into it. Do cross-refer for more depth on Strategic thinking in my other blogs.
Reflections:
What is the big picture here?
What is not obvious?
What are we missing?
What needs to happen to be future ready?
Systems thinking
Systems thinking is about connections and interfaces. These are the relationship between things that make a whole.
Sometimes these inter-connections are not evident. Sometimes causality is unknown as well.
A leader who is able to spot connections that others miss and can thread the context (synthesise) into a whole - takes problem solving to a new level and creates an "aha" moment for co-creators - exudes presence.
Reflections
How are A & B related?
What is the glue?
What happens in-between the products we are creating?
What & where are the fault lines?
Inspiring trust
Trust is a function of capability and commitment and is a long term process.
It is built in moments where the executive is present.
It is also built asynchronously by the executive's long term behaviour.
When an executive brings his/her credibility, intent and actions to create safe places for people to agree or disagree - presence shines through.
Reflections
What is in it for others?
How much of transparency I can offer?
Are the rules clear?
Is the fine print explicit?
What are the "feelings" I must not ignore?
Does my actions demonstrate integrity?
5. Resilience
Every leader likes to start on a new canvas. Not every one gets one to do so though.
Sometimes, leadership is about leading a turnaround, managing a crisis or just keeping the ship afloat.
How the leader reacts to bad news and how they respond to it chin up, are a huge part of presence.
The leader's behaviour in their most vulnerable moments is their gift of presence.
Reflections
What is our vulnerability?
What is Plan B?
Who am I in my failures?
What is your coherence strategy to exude presence?
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