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. 

• Are you a glass half-empty or glass half-full person? 
• Do you believe in yourself and your abilities or does your inner critic run rampant telling you that you don’t measure up? 

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? 

• Are you always late or on time with your deliverables? 
• Do you chronically interrupt people or are you a great listener? 

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: 

1. Do some self-reflection on your self-concept or behaviors and identify areas that could use attention to enhance your interactions or improve your state of mind. . 
2. Pick one area to experiment with.
3. Identify one to three actions you could take to improve in this area.
4. Go do the experiments. If they work well, keep practicing. If they don’t work well, come up with a new experiment. 
5. Ask a friend or colleague to be an objective observer and hold you accountable. 

For example: 

1. You receive feedback that when you speak in meetings, your voice is barely audible, and that, coupled with your body language, suggests that you lack confidence.
2. You decide to experiment with projecting more confidence in meetings. 
3. You select two “experiments”.
   • Sitting up straight in your chair and making eye contact with others when you speak (or looking directly at your video camera if remote).
   • Practice speaking louder and not trailing off at the end of sentences.   
4. You check in with your colleague and ask: “What if anything did you notice was different about me in the meeting?” or: “What’s one thing I did well today, and what’s one thing I could do differently next time?”  

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.