3 Things Miss Piggy Can Teach Us About Executive Presence
Executive presence can be difficult to define… I remember sitting in succession planning meetings when I was in HR and inevitably someone would say that, “so and so” wasn’t ready for the next role because they lacked executive presence. But no one could define what that meant or what they were looking to see in a leader that would indicate they had executive presence. Sure, they might say, “They lack gravitas.” or “They don’t know how to influence.” But those are elusive comments if you haven’t provided someone with specific behavioral examples of what influence or gravitas look like in action. I don’t believe in one size fits all, so I don’t buy that there’s a singular definition for executive presence that can be applied universally. Various entities and individuals have identified their own discrete elements for what comprises executive presence. Are you starting to see why leaders are so confused about what they need to do to build executive presence? To some degree, it’s incumbent upon each of us as individuals to define what it means for us and start there. One way to do this is to look around at people in your orbit that have executive presence. What are they saying or doing that makes them stand out? Miss Piggy* is a great case study in executive presence as there are a few things she does well. Here are three ways Miss Piggy shines: She’s vulnerable: Unlike many leaders, Miss Piggy is not afraid to show her feelings. She is not concerned about being perceived as weak and as a result, I’m confident I’m seeing the real Miss Piggy, not a manufactured version she wants the world to see. Several clients over the years have said they think vulnerability is a weakness. Yes, oversharing can be inappropriate. Showing your humanity, acknowledging you don’t have all the answers, and being relatable, however, makes you a stronger leader. No one wants to work for a robot. She says what’s on her mind: Some leaders struggle to have difficult conversations and speak their truth. Not Miss Piggy. She isn’t one to shy away from putting issues on the table to hash through. You always know where you stand with MP. There’s a level of clarity and forthrightness in her communication that is often absent among leaders in their quest to not “get in trouble with HR,” offend someone, or state something that colleagues will find contrary. She’s confident in her abilities: Miss Piggy knows her strengths and she plays to them. She’s confident enough to say “No” if she thinks a role isn’t a good fit for her skillset, or she has too many other competing priorities. She is not afraid to self-advocate. Many leaders don’t take a stand or demonstrate agency. Some are afraid of the response they might receive, others like to keep themselves small, and still others on some level, don’t feel they’re worthy enough to push back or ask for more. Agency breeds confidence. Not the other way around. Miss Piggy has her flaws. Like all of us, she can over-rotate on her strengths, and come across as harsh, emotional, or overly confident. (And yes I am aware of her violent tendencies with Kermit which are definitely not ok.) She is by no means a perfect or idyllic vision of leadership. None of us are. She is, however, a very authentic leader, pig, from which we can learn a lot about presence. Not an MP fan? Identify someone (known to you or in the public eye) that you think has a strong executive presence. What do you see in them that you want to emulate or enhance in yourself? Alternatively, while not a “model” per se, here is another way to think about building your executive presence: Your inner world is comprised of your self-concept, mindset, beliefs, and assumptions. Your external world is about your language and behavior and people’s experience of you. When you focus on both of those domains, you have tremendous power to impact your executive presence. How can you enhance any of those areas?
Do you have the executive presence to reach your big, hairy, audacious goals?
I recorded a video on executive presence with my friend and colleague Julie Quinne, Leadership Strategist and founder of the Uncommon Collaboratory, and we discussed the challenge leaders face when they are told they need to “increase their executive presence.” It can be a frustrating experience because often, leaders aren’t given specific feedback about what needs to change or how to change it. And, there is no singular definition for executive presence that the leader can use to guide them. Yet, executive presence is critical to success because it drives how people experience us, which in turn informs our personal brand, assignments we’re given, jobs we might be considered for, clients we might land, etc. Here’s how I like to frame executive presence: Your self-concept + Others’ experience of you = Your impact Let’s break it down. Your self-concept: this refers to your attitudes, beliefs, mindsets, self-esteem, and assumptions. Different attitudes will affect your demeanor, language, and approach to people and work. Do you know what attitudes and beliefs you hold? Others’ experience of you: this refers to your actions and behaviors. What do other people see you doing, and what it’s like for them to work with you? While none of the examples above is universally good or bad, they affect your interactions with others and how you’re perceived. Your executive presence. Here is a quick process to help you increase your executive presence: For example: You’ll notice that neither of these experiments is particularly technical or difficult. Often, it’s the small changes cultivated over time that have a cumulative and big impact. Don’t be discouraged if your experiments don’t immediately yield the results you’re looking for. Shifting behaviors and mindsets doesn’t happen overnight, and it can take time for others to see you in a new light.