Executive Presence

Executive presence is one of those things we think we recognize when we see it, but it’s hard to pinpoint exactly what it is.  That can be challenging, because it matters a lot in any work environment.  

First, let’s do a quick exercise.  Picture an executive.  Who did you see?  Was it a 57 year old white female?  A 22 year old Asian female?  A 35 year old African American man?  Or was it a middle-aged white male in a suit?

Use that mental image to check your preconceptions, and keep it in mind as we discuss what constitutes executive presence and how you can create it.

What is Executive Presence?

In the Harvard Business Review, John Beeson writes, “Although executive presence is . . . difficult to pin down, it ultimately boils down to your ability to project mature self-confidence, a sense that you can take control of difficult, unpredictable situations; make tough decisions in a timely way and hold your own with other talented and strong-willed members of the executive team.”

Consulting firm Coqual defines three pillars of executive presence: 

1.  Gravitas, or the ability to exude ‘grace under fire,’ acting decisively, showing integrity, speaking up about what you believe in – even when that is controversial, emotional intelligence, reputation and projecting vision.

2. Communication, including superior speaking skills, the ability to command a room and the ability to read an audience.

3. Appearance, or good grooming and physical attractiveness.

Why does Executive Presence matter?

In a business environment, Executive Presence can mean the difference between being promoted or not, getting funded or not, regardless of ability.

For a business owner or entrepreneur, it can matter even more because you’re often the face of the business.  Executive Presence will give substance to that idea.  Without it, you’ll be challenged to attract a team, investors, or build and lead your board.

What does Executive Presence feel like?  

Think about the last time you knew you were embodying the characteristics above – mature self-confidence, gravitas, effective communication and when you felt confident in your appearance.

What were you doing, where were you and with whom?  Most importantly, what were you thinking, both before you stepped onto the stage to give a presentation where everything locked in and you were at your best, convincing investors to back you, or inspiring your team?

You may have felt a tangible, physical sense of energy and focus.  Your thoughts were flowing freely and you probably felt ready to handle listeners’ questions commandingly, welcoming challenges to your ideas as opportunities to engage.

You likely got nods of recognition and smiles from your listeners, along with meaty, substantial questions that intrigued you and led you to engage even more with your audience.

Chances are, you got there through preparation, clarity and confidence. You can create this mindset, and you’ll need to learn to do so as you put yourself into increasingly challenging situations.

Can you learn Executive Presence?  Yes. 

1. Get feedback from trusted observers.

You need a safe way to evaluate your Executive Presence.  Ask listeners you trust for feedback on how you’re projecting yourself.  Ask those in your inner circle – friends, family, colleagues – to observe you giving a presentation or pitching your business idea and make it clear you want candid feedback, not just compliments.  Push yourself to take risks presenting new ideas in a safe practice forum.

2.  Watch yourself.

Have you ever watched a video of yourself?  If so, I don’t need to tell you what an efficient learning tool it is.  It’s hard to come away from watching yourself on video without thinking how different your voice sounded from how you thought it did, or noticing annoying gestures.  

Record yourself in front of a group and watch the video.  It’s amazing to see how much of a shortcut that can be.  Then decide what you’d like to improve.  It could be the speed at which you speak, reducing “ums” and “ahs,” gesturing more – or less, being more direct and concise, or elaborating more.   

And be sure when you watch yourself to recognize what you do well – we all have far more successful attributes than we want to give ourselves credit for – and double down on those to develop your own style. 

3.  Seek challenges on purpose

Ask trusted colleagues to poke holes in your assumptions in presentations.  Tell your manager you want to get better at thinking on your feet – something that’s hard to learn other than through practice – and ask her to grill you on topics you can’t study in advance.

In any organization, we know who the tough questioners are.  Seek them out and look for opportunities to present to them to test yourself.  (That doesn’t mean it’s okay for you to be bullied, so be sure to watch out for and stand up for yourself when tough questions cross the line into personal attacks.)

4.  If you’re an entrepreneur, seek the most challenging pitch forums 

Find out who are the investors and investor groups with the toughest reputations.  Statistically, most pitches will result in a no, so why not see grueling questioning as an opportunity.  Investors who pick apart your pitch will give you great practice, and subsequent presentations will seem easier by comparison.

John Beeson advises, “Rehearse major presentations until you can come off as relaxed and in command, and pay special attention to the Q&A portion since your poise when questions and ability to think on your feet help you project a sense of self-confidence.”[2]  If you know you can tackle the toughest interlocutors, it can help you to build confidence, which you will then project in less grueling situations.

5.  Study presentations by successful leaders 

You can find millions of hours of presentations on YouTube.  Study how successful executives and founders present themselves.  What do they talk about?  How do they talk about those things?  How do they hold themselves?  How do they dress and project?  How do they balance data and story-telling?  What information do they include and exclude when they talk about their businesses?  

Executive Presence needs to be true to who you are

You can get part of the way towards projecting Executive Presence by observing and emulating others.  But in the end, you need to project who you are and what makes you unique.  Are you a good listener?  Gregarious?  Funny?  Serious?  No style is inherently good or bad. 

Executive Presence needs to be authentic.  That means understanding who you are and how you come across, then doubling down on projecting what makes you unique.  You’ll convey that you are clear on your strengths, and that you value being who you are and your ideas. 

That’s what will give others confidence that you can lead.

It really is all about you

To create Executive Presence, you have to be comfortable bringing attention to your authentic self.  So get to know what that is and don’t be afraid to express what is uniquely you.  To project mature self-confidence, be clear about what feels authentic and show up that way. 

Figure out which elements of Executive Presence you can change, and decide whether you want to.  Use the suggestions above.  Actively seek feedback, and, most of all, enjoy the process.

Now go back to the person who came to mind when you pictured an executive. 

Was it you?  If not, why not?