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There are some people who command a room simply by entering it. There's a look, an air of confidence that signals to others that this is a person of stature, of importance.
Some call it "executive presence," and it is not easy to command by merely dressing the part, though that's important. And it is most certainly not when someone overpowers a room by being loud or creating a commotion. In fact, a strong executive presence requires qualities that may surprise you. Executive presence is inextricably linked to effective leadership so that a leader needs to understand it.
What is it?
"Executive presence is substantially about self-confidence."
--Ted Bruccoleri,
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Strong leaders frequently emit an aura - that "x" factor that people notice and are influenced by. This aura is often referred to as "executive presence."
"Executive presence is substantially about self-confidence. Such an executive projects a calm, steady demeanor - someone who is warm and cordial, but not a back slapper," says HCA CEO Ted Bruccoleri. "They are good listeners, perceptive and articulate, speaking in clear and direct ways. They are supremely self-assured, but their confidence is displayed in a quiet more nuanced way,"
Ted further suggests that "maturity is a key component, but maturity is not always a product of age."
"Poise and the ability to maintain personal self-control in stressful situations is yet another attribute that elevates a person's executive presence and stature," says John Hrastar, a member of the HCA Executive Advisory Team.
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"Poise and the ability to maintain personal self-control in stressful situations is yet another attribute."
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Those qualities are not easy to attain and even harder to teach, but through coaching and mentoring, executives can become self-aware and improve the trait that will create the image they want to convey.
And such presence will be displayed whether the audience is a large group, a team or just one individual.
Communication
HCA Partner Cathy Lange, who heads the firm's executive coaching practice, says, "Executive presence is achieved by building a rapport with colleagues and gaining their trust. And an important part of that is effective communication."
It's not simply an issue of how to present to a large group. More important may be the ability to connect with people one on one. That's where the effective listening comes in. You need to read your audience, especially an audience of one. Understand how they communicate and how they might react to what you say.
"Stay in the moment," advises Lange. "Solicit information and feedback when you're talking with both colleagues and subordinates. It's also important that you project character and authenticity."
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Other Important Tips
When you do speak, be mindful of today's phenomena of shorter attention spans. People want to understand the gist of what you have to say, and the best way to do that is to be brief and concise. To be compelling you needn't be overpowering. You should have key facts ready to support your ideas but don't spill them out all at once. And when you are challenged, you must remain cool and collected.
Think and present strategically. When making a case for an initiative, link your organization's strategic goals to the matter at hand. Cite facts but not too many. Most importantly, detail the expected return on investment, and above all, tell a story.
And remember that being assertive does not mean being aggressive. When trying to persuade people, you must have and exhibit your emotional intelligence.
"Make a decision in advance on how you want to be perceived," says Lange. "When talking, remember to stop, breathe, think and then act."
Bruccoleri says executive presence in the outside world requires more than just a knowledge of the company and its industry. "Anytime you're in a discussion outside the company, being versed in entertainment and sports is not enough," he said. "You must be on top of business, political, global and economic news, even if it's outside your industry."
"When talking, remember to stop, breathe, think and then act."--Cathy Lange
HC Partner
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First Impression Counts
There are some immediate steps to take that could enhance your executive presence. You can control your reactions in conversations, and it's critical that you do so. You can also control your body language and physical image.
Physical appearance and behavior may sound shallow, but initial impressions are undeniably critical to the image someone establishes. Here's what to do and not do in smaller encounters, according to Forbes magazine:
- Dress conservatively and neatly; quality clothes can make an indelible impression.
- Personal grooming is essential; an unkempt look detracts.
- Make continuing eye contact during conversations.
- Listen, display a sincere interest.
- Present a firm handshake.
- Don't fold your arms; it signals a lack of openness.
- Slightly lean in during a conversation but respect others' private space.
- Don't fidget or look away from your conversation partner.
- Smile, be cordial and enjoy the moment.
Improving your Presence
Steps for self-improvement:
- Perform some self-analysis: how do you stack up on the "EP" scale?
- Emulate co-workers and other leaders whom you admire and have a commanding presence: analyze the traits and behaviors they exhibit to earn respect.
- Determine your personal style and personality: which of the "EP" behaviors can you successfully adopt?
- Work the new skills into your daily work life...and practice, practice, practice.
- Talk to your supervisor or mentor and have them observe you and provide feedback.
- Consider an executive coach if you are at a career stage where "EP" is essential for your success and development.
And, finally, research articles and books. "One of the most important books on executive presence," says Lange, "is Managing the Moment: A Leader's Guide to Building Executive Presence One Introduction at a Time by Lisa Parker.
In the end, mastering the art of executive presence is as much about how you relate to people as it is what you say. Inspiring others with a steady, sincere and empathetic demeanor defines great and memorable leadership.
Click here to see previous issues of HCA Advisor in our Archives
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Meet Our New Partner!
Cathy Lange
Cathy is a Partner with HCA and is Director of Leadership Development and Executive Coaching; She provides a range of coaching services for executives and leaders in emerging and Fortune 500 companies, government agencies and non-profits. Cathy is a 20-year veteran of the high technology industry and corporate America, having led sales and marketing, high level consulting, systems integration and information technology innovation initiatives. She was an executive with a regional leadership group and think tank. Cathy serves on the board of directors of the Fairfax County Chamber of Commerce and on the board of the Community Foundation of Northern Virginia. She is an appointed commissioner to the Fairfax Economic Development Authority. Cathy is a 2011 class of Washington Business Journal's Women Who Mean Business. She is
a graduate of Corporate Coach University and is a member of the International Coach Federation. She has been providing leadership development services and executive coaching for over 15 years with training in Myers Briggs, DiSC, the Leadership Circle, NeuroLinguistic Programming and Gestalt Psychotherapy. Cathy is a magna cum laude graduate of Georgetown University.
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Meet An Advisor
John Hrastar
John is a Business Advisor and a leader in the Executive Advisory Practice at HCA. He has more than twenty years of experience as a CEO, interim CEO and CEO Advisor. John founded InterSource, a CEO Advisory firm, in 1990. InterSource was voted the best management consulting firm in the Washington, DC area for midsized companies. John works with leaders to realize and enhance their performativity as they create and execute their strategic plans. He has guided clients through a variety of processes, including developing a robust management team, creating and managing a board of advisors or directors, instituting consistent systems and processes, implementing leadership succession and initiating organizational innovation. John also integrates his work with that of other stakeholders, experts and advisors and has developed processes to facilitate that cooperative approach.
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