How to develop the executive presence to be seen as trusted, capable, and influential

I recently worked with a client who knew she had great leadership capability but didn’t feel respected or rewarded.

She wasn’t supported by those who should have been her allies.

For example, a senior staff peer member  didn’t read her pre-read, instead they asked condescending questions at the monthly management meeting. Which she responded to with lengthy and timid responses – which only frustrated her more.

Feeling increasingly pessimistic about her future, she started to believe that the only solution was to find another job.

Instead, she engaged me to be her coach.

Sometimes the success and respect you deserve isn’t given, you must assert your seat at the table with dignity and confidence. 

We quickly began working on her executive presence.

What is executive presence?

According to the experts at Google:

Having an executive presence means you not only have the competence to do your job but also the ability to influence others, manage perceptions, inspire trust, and project a vision that others are willing to follow.

People with executive presence are trusted, influential, and seen as capable leaders.

Here are 3 keys to developing your style for executive presence.

1. Executive presence is rooted in self-confidence.

According to Oxford, confidence can be defined in two ways:

1. the state of feeling certain about the truth of something.

“It is not possible to say with confidence how much of the increase in sea levels is due to melting glaciers.”

2. a feeling of self-assurance arising from one’s appreciation of one’s own abilities or qualities.

“She’s brimming with confidence.”

Notice how the first definition of confidence relates to an outcome and the second defines confidence in terms of ability.

I like the further distinction between confidence in others’ abilities and confidence in one’s own abilities (self-confidence).

Self-confidence is the underpinning of executive presence.

For many people being confident feels more like being over-confident. Check out this blog about how to tell the difference between being confident and over-confident.

2. A leader’s prevalent emotions (mood) create the team’s culture.

I find it interesting that Oxford described confidence as a “feeling” or emotion.

Here are a few beliefs I have about emotions:

• Emotions have a story, a predisposition for action, and a purpose.
• We are not our emotions.
• Emotions are contagious.

Masterful leaders are emotionally fluent.

They understand the power of emotions.

The leader with executive presence senses when to shift their emotions with intention.

• If the leader is self-confident and confident in the team, the team will be empowered.
• If the leader is timid, the team will frequently act with an abundance of caution.
• If the leader has dignity and extends dignity to their team, the team will act with integrity.

Masterful leaders have the capability to effectively deal with more “difficult emotions”.

Often, they must have access to the emotions of empathy, care, and compassion to honor and influence team members with doubt, apathy, pessimism, entitlement, etc.

“Executive Presence isn’t static. Executive presence is dynamic. Masters of presence are keenly aware of their intentions and desires. They consciously shape their posture, emotions, and words to the moment.”

Ken Roseboom

Emotionally fluent leaders know multiple and even seemingly contradictory emotions can coexist. For example, an emotionally fluent leader can feel:

• Anxious about unknown risks, yet confident their team can overcome future challenges.
• Confused about the complexity of a problem, yet confident they can solve the problem because they have done so many times in the past.
• Frustrated with poor short-term progress, yet optimistic in their organization’s ability to deliver final results.

This fluency to recognize and navigate simultaneous emotions in others and themselves is a key capability of emotionally fluent leaders.

3. Impactful communication is executive presence in action

“Before you can walk the talk, you must have the talk.”

Ken Roseboom

Masterful leaders have intention for each conversation. They are aware of what they want and how they will achieve their goal.

They are aware of the emotions they want to access in the conversation. Confidence, curiosity, resolve, and enthusiasm are favorites.

Great communicators have honed their ability to shift their energy in concert with their message and their audience’s needs.

Here are examples of the energy shifts a leader might use in conversation to create executive presence:

• Being steady and grounded when communicating their vision and values. Steady and grounded might also be appropriate when delivering tough feedback.
• Being softer and slowing the pace when emotions run deep. Allowing for empathy, understanding, and deeper connection.
• Exuding focused energy when influencing and motivating. Creating coordinated action towards a shared vision.
• Being open and flexible in their words and body. Creating the environment for collaboration and innovation.

Some leaders seem to come to this naturally. Most of us must learn how.

Remember the client I mentioned at the beginning of this article?

She learned how.

The next time her nagging adversary interrupted her presentation, her calm, authoritative response was, “You might have overlooked how we addressed your concern on page 5 of the pre-read report. Do you have any further comments and concerns on our actions this month?”

She was so proud of how she stood with confidence and dignity. She soon found her new way of being extended into everyday conversations. The long-awaited promotion came a few short months later.

Would an increase in executive presence help your career?

My clients are smart and capable professionals who are often overlooked because they lack executive presence.

If you’d like some support to help you show up as the best, most confident version of yourself at work, I invite you to book a call to discuss coaching.