Do You Have Executive Presence?

I recently participated on a panel to interview a slate of candidates for a high-level, executive position in an organization with an excellent brand reputation. A key role for this position was to lead the organization through a significant culture change initiative, despite the company’s long history of success. In order to respond to shifting customer needs, the executive would be required to garner organization-wide support and implement a number of operational changes.

Throughout the interview process, I was looking for that intangible and elusive quality of ‘executive presence.’ Which candidate conveys the right amount of confidence and credibility—without being arrogant or egotistical—and will inspire others to follow? Who can best build trust when facing resistance and maintain composure when taking heat from recalcitrant staff? Which candidate could exert influence without direct authority, and work collaboratively across functional groups to create the necessary changes?

One candidate was too meek. Although she had the requisite background, her voice was tentative and halting, and she apologized too much. Another candidate was too brash. He spoke about himself without giving credit to others about past accomplishments. A third candidate was too artificial as if she was on stage and all her answers were rehearsed. The ‘real’ person never came through during the interview, and we didn’t get a sense of the individual’s authenticity. But one candidate stood out from the rest and did possess the ‘executive presence’ that we were looking for. When the interview process was over, this candidate was offered the job.

So what is executive presence and how do you develop it? Sylvia Ann Hewlett, in her recent book, Executive Presence: The Missing Link between Merit and Success, provides the following three dimensions: Gravitas (how you act), Communication (how you speak), and Image (your appearance).

• Gravitas—According to Hewlett, gravitas is the “very essence” of executive presence. It refers to having the ‘depth’ and ‘heft’ to lead others. People with gravitas ‘know their stuff’ and can go ‘six questions deep’ in their knowledge of the subject. At a deeper level, gravitas means to have the courage and confidence to speak the truth to others in power and not be afraid to make difficult decisions. These individuals are able to maintain composure and ‘grace under fire.’ They don’t lose their cool when challenged, and, despite the many obstacles that lie ahead, are able to project an optimistic vision of the future. Above all, gravitas is showing genuine empathy and compassion for others. Good leaders understand how changes will impact the people in the organization and are able to build trust when making tough choices.
• Communication—Perceptions are often formed not by what people say, but how they say it. Of course, the strength and quality of one’s voice—including timbre and pitch—can convey confidence and credibility. More importantly, however, the speaker must be compelling, credible, and concise—not dull, unsubstantiated, and rambling. Do his/her words convey passion about the subject and make a persuasive rationale for change? Individuals with executive presence are skilled at engaging others. They know how to establish a connection with the audience often by telling a personal story and/or asking appropriate questions. They know how to ‘read a room’ and can sense when others have lost interest, are growing resistant, or are ready to move on. They are very good observers and listeners.
• Image—While it may seem superficial, appearance is often the “filter through which gravitas and communication skills are evaluated,” according to Hewlett. I’ve known competent individuals who did not get promoted to senior levels because they weren’t polished or well-groomed, and wore attire that was inappropriate to the environment. Individuals who take pride in how they look and appear ‘well put together’—no matter what their body size or type—convey a sense of discipline, self-control, and resilience. But image is more than just putting on a business suit and dressing like an executive. How comfortable and confident does the individual seem in his/her own skin? Does the person stand tall—not stiff—with a self-assured posture, or are shoulders hunched and arms folded tightly in front of the body in a defensive stance? Does he/she convey a sincere interest in others through a relaxed, genuine smile and proper eye contact or appear distracted, bored, and anxious to end the conversation quickly? Does the individual’s body language and appearance convey energy and enthusiasm or fatigue and stress? Executives are often regarded as the role model for others, and a positive image can convey a sense of security and optimism to those internal and external to the organization.

The bottom line is that executive presence is not about mimicking someone else or assuming a persona of how leaders are supposed to act, sound, and dress. It’s about knowing one’s personal and professional strengths and being comfortable and confident with one’s own identity. People can see through an ‘empty suit’ so being honest, sincere, and authentic is absolutely critical. Executive presence is not about blind conformance to an organizational norm; it’s a way to leverage your own style and talents in leading others to a better future. Like most leadership qualities, executive presence can be developed with feedback, practice, and experience. It may very well be the missing piece to accelerate your career.