Having gravitas and poise at work can be a huge asset and really help you to get noticed. But is this something certain people are born with, or can anyone cultivate an impressive executive presence?
What is executive presence?
We all know it when we see it, but executive presence can be quite hard to define. Rather than a single characteristic, it’s probably better to think of it as a cluster of related traits. It might be the ability to walk into a room and immediately command attention. It can also be the ability to inspire and motivate others. Knowing how to say the right thing, use the right body language, and connect with others are part of it, too, as are a good reputation and the ability to speak well in public — and charisma, style, and a bit of humour. To have executive presence, you don’t need all of these, but you need quite a few of them.
Why do I need executive presence?
You need executive presence because it makes you visible in a positive way. We all make quick judgements about people at work, and when we meet someone with gravitas and charm, we naturally view them as a leader. With good executive presence, opportunities are more likely to come your way, those you manage will deliver more, and people will want you on their team. Basic competence plus executive presence is a very powerful combination.
Can I build my executive presence?
Contrary to what many people believe, presence is not something most people are born with (although a few are). It is more often learned (here it’s often instructive to watch videos of early-career speeches of politicians who now effortlessly command an audience). It’s not just public speaking either — nearly all the components of executive presence can be practised and improved.
What are some of the things I can do?
When you meet people, really be there in the moment. Give them 100%, connect, and make them feel like the centre of your world. You want to be the opposite of the person who is always looking over the shoulder of whomever they’re talking to. Think, too, about what you say. People with presence tend to be confident in their views and opinions. They commit to things rather than equivocating and adding caveats and get-out clauses. So, when you speak, say what you believe in and do so straightforwardly. If someone asks you about a course of action, reply with what you’re going to do rather than a series of options of what you might or might not do.
Be authentic, decisive
Your presence has to be authentic and rooted in the real you. So, you should start thinking in a deep and strategic way — a kind of business mindfulness. Take time to ponder everything from where your career is going to what the future holds for your sector. Work on being decisive, too — don’t put off tough (or even easy) choices. It’s actually OK if you sometimes make the wrong call, as long as more of the calls you make are right. And people will respect you for committing if others equivocate. Try and face difficult situations head-on. When times are tough, people with a lot of gravitas come to the fore. They’re calm and in control. Rather than behaving erratically, they lead.
Really know your job
Competence and knowledge are a great basis for confidence. Think about how you feel when you go into a meeting you’ve really prepared for — both in how you want to speak and your ability to answer any question asked. Apply this kind of preparation to your entire job. Be the person who knows about industry trends and understands why your company’s shares have been performing as they have.
Have integrity
Treat everyone well and fairly. If you manage people, take an interest in their careers and development. Help colleagues, especially those who are struggling. Admit it when you make mistakes. And behave in a trustworthy, ethical, values-driven way. You want people to say, for example, “She’s demanding, but fair and supportive” or “I learned so much working for him.”
What about role models?
Role models are useful up to a point. You probably shouldn’t get too tied up trying to emulate household name CEOs and politicians. Their presence is bound up in their fame, and simply imitating them will make you look shallow and fake. Instead, look for people in your company who have the traits you admire. Who’s the person a couple of rungs above you who really looks like he or she is going places? What is it that they do that makes them so compelling?
Ask for feedback
Your colleagues, direct reports, and managers are valuable sources of intelligence. Ask them what you do that works. When have you really delivered and impressed people and why? And what could you do better? Don’t worry about bothering them — people love being asked for their opinion.
Don’t let little things undermine your presence
We all have little flaws that undermine us. So do an audit of yourself. Be brutally honest. If you’re prone to scruffiness, make an effort to smarten up. If you tend to speak in a high-pitched voice when you’re anxious, practise moderating your voice. If you know your body language is a problem, work on it (using a video camera is a good way). It is true that people with great presence can often have flaws, which can act as trademarks, but this is only because they’ve mastered everything else.
What about online presence?
Social media offers significant opportunities for people, such as introverts, who struggle with their presence in real life. In the past decade, we have seen hitherto unknown people become respected commentators with hundreds of thousands of followers (sometimes they’ve even become very rich). But this is not quite the same as having executive presence.
Body language and dozens of tiny nonverbal cues are very muted online, as is the feeling you get from standing next to people with gravitas. Particularly if you are climbing the career ladder in a large organisation, online presence is not a good substitute for the real-life thing. What it can do, however, is augment a strong or growing presence and bring you to the attention of groups beyond your circle of contacts.
Rhymer Rigby is a business writer and columnist. To comment on this article or to suggest an idea for another article, contact Oliver Rowe at Oliver.Rowe@aicpa-cima.com.
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Article
“3 Ways to Defeat Imposter Syndrome — and Build Executive Presence”, Journal of Accountancy, 10 May 2021