Leadership | Tools to Lead

Executive Presence, Part 8

The final skill/behavior of Executive Presence is resilience. Setbacks and challenges are inevitable. Resilience enables us to confront these hurdles with a sense of grace and poise. It means maintaining composure, remaining composed, and handling difficulties without displaying frustration or agitation. Effective leaders face problems head-on, yet react calmly and thoughtfully. They do not lose their temper or become rattled when plans go awry. This graceful response reflects emotional maturity and self-control, two qualities that are highly esteemed in leaders. Poise is a powerful indicator of a leader’s inner strength and ability to maintain a sense of purpose when the going gets tough.

Equally important is resilience’s relationship to perseverance and grit. Resilient leaders are tenacious in their pursuit of solutions, displaying steely resolve to bounce back from obstacles. But this doggedness is tempered by flexibility – resilient leaders know when to change course, and have the courage to do so decisively. This determination, paired with open-mindedness, allows leaders to regroup and recover after setbacks. In this way, resilience enables poised, measured responses that restore confidence and morale.

It sends the message that challenges will be systematically addressed, no matter how difficult the circumstances. Resilient leaders thus provide a steadying, galvanizing force that keeps everyone motivated and focused when times get tough. Their composure calms anxieties, while their tenacity inspires continued effort.

Leaders who exhibit resilience consistently establish a reputation for reliability and dependability. This consistent display of resilience in various situations reinforces the perception of their character as steadfast and unwavering.

The ability to absorb difficulties and carry on with grace, flexibility, and grit – is an indispensable part of executive presence. It empowers leaders to face adversity with steadfast poise, confidence, and levelheadedness. This composure and perseverance in turn fosters trust, loyalty, and belief in the leader’s competence, even in disruptive times.

Here is an explanation using the Goldilocks model of “just right,” & “too little,” and & “too much” to describe resilience in relation to executive presence:

Just Right

Balanced Emotional Response: Leaders with resilience display a balanced emotional response to challenges. They acknowledge their feelings without being overwhelmed by them, allowing for empathy and authenticity when needed.
Effective Decision-Making: Resilient leaders in the Goldilocks Zone make thoughtful, effective decisions even under pressure. They strike a balance between staying calm and composed and recognizing the urgency of certain situations.
Confident, Yet Open to Input: These leaders exude confidence without appearing overconfident. They are open to feedback and input from others, recognizing that resilience doesn’t mean they have all the answers.
Adaptability: Executives in this zone are adaptable. They can embrace change and pivot when necessary while maintaining their core values and principles.
Inspiring Trust: Leaders with balanced resilience inspire trust because they demonstrate the ability to handle adversity gracefully, maintaining grace and poise, but also acknowledging when it’s appropriate to display vulnerability or empathy. This balanced approach fosters a strong executive presence that is both authentic and effective.

When there is Too Little resilience?

Vulnerability to Stress: Executives who lack resilience may find themselves overwhelmed by stress and adversity. They may react emotionally to challenges, potentially displaying frustration, anxiety, or even panic. This vulnerability can erode their executive presence, as it suggests an inability to handle pressure.
Ineffective Decision-Making: When faced with setbacks, those with insufficient resilience may struggle to make effective decisions. They might rush into hasty choices or avoid making decisions altogether, both of which can harm their leadership credibility.
Lack of Confidence: A deficiency in resilience can lead to self-doubt and a lack of confidence. Executives who lack belief in their ability to bounce back from challenges may convey uncertainty to their teams and stakeholders, undermining their leadership presence.

Or when resilience goes Too far.

Suppression of Emotions: Excessive resilience can manifest as the suppression of emotions. Leaders who are overly resilient may hide their feelings, and appear to be detached and uncaring. This emotional detachment can create a perception of insensitivity.
Resistance to Change: Too much resilience may lead to unnecessary risk taking. Leaders who are excessively resilient may believe they are immune to failure and take risks just for the sake of the thrill it produces.
Overconfidence: Excessive resilience can sometimes result in overconfidence. Leaders who always appear unflappable may fail to recognize the severity of certain challenges or may dismiss valid concerns. This overconfidence can lead to making ill-informed decisions.

The Goldilocks Zone of resilience strikes a balance between emotional responsiveness and composure, effective decision-making, confidence, adaptability, and the ability to inspire trust. This equilibrium is crucial for enhancing executive presence and leadership effectiveness. It ensures that leaders can navigate challenges with resilience while maintaining authenticity and sensitivity to the needs of their teams and stakeholders.

CHAT GPT was used in writing this article

Executive Presence, Part 7

In this post I talk about part 7 of the 8 skills/behaviors of Executive presence: Thinking Strategically.

Thinking strategically is a cornerstone of executive presence because it serves as a tangible demonstration of a leader’s competence and reliability. It showcases a leader’s ability to not only perceive the intricacies of complex situations but also to formulate effective action plans to address them. When leaders exhibit their capacity to see the big picture, anticipate potential obstacles, and devise plans that harmonize with their organization’s overarching objectives, they naturally cultivate an image of competency and trustworthiness.

Moreover, strategic thinking is an assurance that leaders are prepared to make informed decisions that will yield long-term benefits for their organization. In a rapidly evolving business landscape, where change is constant and competition fierce, having this skill is essential to stay ahead. It ensures that leaders have a blueprint to navigate through uncertainty, capitalize on opportunities, and mitigate risks effectively. The “just right” of having Strategic Thinking as a skill/behavior includes:

Balanced Approach: Executives who strike the right balance between analysis and action can harness the power of strategic thinking without succumbing to over analysis. They acknowledge the importance of data and thorough consideration but also recognize when it’s time to make timely and decisive moves.
Clear Vision: Providing an inspiring vision for the future is a hallmark of effective strategic thinkers. This clarity of purpose not only motivates and aligns teams but also fosters trust and commitment within the organization.
Adaptability: While holding steadfast to long-term objectives, strategic thinkers remain adaptable. They are open to adjustments in their strategies when confronted with changing circumstances or new information. This adaptability ensures they remain agile and responsive.
Effective Communication: Strategic thinkers excel in conveying their strategic vision and plans clearly and persuasively. Their communication skills ensure that their teams not only comprehend but are also enthused to work towards the established goals.
Risk Management: These leaders are prudent risk assessors. They carefully weigh the potential risks and rewards, making decisions that consider both short-term and long- term consequences, minimizing undesirable outcomes. Conversely, too much or too little strategic thinking can hinder executive presence.

Too Much Strategic Thinking:

Over analysis: A leader engaging in excessive strategic thinking can lead to overanalyzing situations and data. They may spend too much time planning and deliberation, causing delays in decision-making and execution.
Micromanagement: Overly strategic leaders might micromanage their teams, stifling creativity and independence. This can lead to frustration among team members and hinder overall productivity.
Inflexibility: Excessive focus on a single strategy or plan can make a leader inflexible. They may resist adapting to changing circumstances or feedback, harming an organization’s agility.

Too Little Strategic Thinking:

Reactive Decision-Making: Leaders who lack strategic thinking may reactively make decisions, responding to immediate issues without considering long-term implications. This can result in short-sighted decisions that harm the organization’s future.
Lack of Direction: Without strategic thinking, leaders may fail to provide a clear vision or direction for their team or organization. This can lead to confusion, lack of alignment, and decreased motivation among team members.
Missed Opportunities: Failing to engage in strategic thinking can cause a leader to miss out on opportunities for growth, innovation, and improvement.

When a leader cannot think strategically, it can be offset by recognizing that lack and being open to listening to those who do think strategically in order to make more informed decisions. This is one of the skills/behaviors of Executive Presence that if a person doesn’t have it and can’t learn it they can make up the difference by collaborating with others. Being open to collaborative input strengthens the leader’s effectiveness and enhances credibility, fostering greater executive presence.

Having the right balance of strategic thinking is crucial in executive presence. An executive who demonstrates just the right amount of strategic thinking can inspire confidence in their leadership. They are seen as forward-thinking, capable of making well-informed decisions, and can guide their organization toward success. This balanced approach to strategic thinking contributes positively to their executive presence by fostering trust, alignment, adaptability, and effective organizational communication.

CHAT GPT was used in the writing of this article.

Executive Presence, Part 6

So far in looking at the skills/behaviors of executive presence, I have highlighted confidence, communication skills, authenticity, gravitas, and emotional intelligence. I’ve tried to give a perspective on what each of these look like when they are too much, too little or “just right.” In this article, I will highlight a different skill/behavior, one that may seem less significant, and even controversial. I would like you to avoid a knee-jerk reaction before making that evaluation, and take this skill/behavior as seriously as the others. The skill/behavior I will discuss in this episode that impacts executive presence is Professional Appearance, more specifically, grooming and attire.

There are numerous memes and stories emphasizing that judging someone by their appearance is unwise, at the very least. That being said, it is human nature to form impressions quickly, usually within the first few seconds of meeting someone for the first time. While there are several factors that make up that first impression, such as facial expression, body language, voice quality, and some of the other skills/behaviors already discussed about executive presence, grooming and attire are major factors. They influence our perception of executive presence far more than we are often willing to admit. I wonder if that is because if we accept that professional appearance IS a factor then we put ourselves up for evaluation on that point. Since most deal with some level of self-image issues, this might even be threatening.

Having a professional appearance is crucial when it comes to projecting executive presence. Presenting yourself well can impact how others perceive your competence, confidence, and authority. A polished and put-together appearance can instill trust and credibility in those around you, while a disheveled or unprofessional look can undermine your authority and leave others questioning your capabilities. Dressing professionally shows respect for the situation and the people you are interacting with, signaling that you take the engagement seriously and are prepared to perform at a high level. Overall, a professional appearance can help you exude the confidence and competence that are central to executive presence. Personal grooming, appropriate attire, and an overall professional appearance contribute to executive presence. It involves paying attention to detail, maintaining a polished image, and dressing appropriately for the context.

Remember, executive presence is all about perception and influence. How one presents themselves is often the first opportunity to capture the perception of gravitas that enables the possibility of influence. While presenting a professional appearance is not as crucial as some of the other points in this list, it does provide an extra benefit that one would be foolish to ignore.

Some examples of finding the “just right” in this component of executive presence include:

· Appropriate Attire: Wearing clothing that is appropriate for the occasion and industry standards. This means understanding the dress code and adapting accordingly, whether it’s business formal, business casual, or something in between.

· Grooming Balance: Maintaining good personal hygiene and grooming practices without going to extremes. A clean, polished look that complements your style and context is ideal.

· Thoughtful Accessories: Selecting accessories that enhance your outfit without overpowering it. Accessories should be tasteful and not distract from your overall presence.

· Adaptability: Demonstrating the ability to adapt your appearance to different situations while still remaining authentic. Flexibility in your style can show that you're attuned to your environment. For instance, wearing professional clothing while mowing your yard is more likely to seem pretentious than appropriate.

Too Much:

· Overly Formal Attire: Wearing extremely formal and conservative clothing, such as a three-piece suit or formal evening gown, on a daily basis, even when it’s not necessary. This can make you appear rigid and disconnected from your team or environment. It can give the impression of elitism and seem pretentious.

· Excessive Grooming: Spending excessive time and attention on grooming, such as too much makeup or a meticulously styled hairdo, can be seen as vain and might create a perception of superficiality.

· Exaggerated Accessories: Wearing an excessive amount of expensive jewelry or accessories can come across as ostentatious and may distract from your message or competence.

· Lack of Adaptability: Being unwilling to adapt your appearance to different situations or cultures, sticking to a single, rigid look, can make you seem inflexible and out of touch with diverse contexts.

Too Little:

· Casual Attire: Dressing too casually or inappropriately for the context, such as wearing jeans and a t-shirt to a formal business meeting, can convey a lack of respect or professionalism, which, in turn, can undermine your ability to communicate effectively or the perception of gravitas.

· Neglected Grooming: Poor personal hygiene, unkempt hair, or unclean clothing can signal a lack of self-care and attention to detail, undermining your executive presence in almost every way. While appearance may not be one of the most significant components of executive presence, poor personal hygiene can override all other components.

· Minimalist Accessories: While simplicity can be elegant, a complete absence of accessories or personal style can make you appear uninterested or disengaged.

· Disregard for Dress Codes: Ignoring dress codes or norms for a particular industry or event can lead to misunderstandings and hinder your ability to connect with peers and colleagues.

Striking the right balance in professional appearance as it relates to executive presence is about being adaptable, respectful of context, and maintaining a level of personal grooming and style that is professional without being overbearing or neglected. It should be a reflection of your confidence, competence, and respect for those you interact with.

CHAT GPT was used in writing this article.

Executive Presence, Part 5

The fifth skill/behavior of executive presence is Emotional Intelligence. Emotional intelligence, the ability to understand and manage one’s own emotions and intuit the emotions of others, is a crucial component of executive presence. Like Goldilocks testing the temperature of porridge, a “just right” level of emotional intelligence contributes to strong leadership. I have written about emotional intelligence at length in other posts and podcast episodes and recommend going back to review some of that information. Essentially, it means to be self-aware, able to self-manage one’s emotions, socially aware of the emotions of others, and able to manage relationships effectively. These are all learnable skills. I recommend taking the online course “Emotional Intelligence for Leaders.”

Emotional intelligence is crucial for leaders who want to display executive presence. Leaders with emotional intelligence manage their emotions more effectively and empathize better with their team members. This helps them establish strong connections with their team and build trust.

Additionally, emotionally intelligent leaders communicate more effectively with their team members, which is vital for creating a positive work environment. Leaders with EQ also inspire their team members to be more productive and engaged in their work by displaying empathy. In short, emotional intelligence is a key factor in developing executive presence, and leaders who possess it are more likely to succeed.

The ideal is to strike a balance and have just the right amount of emotional intelligence. That balance allows leaders to be aware of emotions without being overwhelmed by them. They can regulate their own feelings yet make tough calls when needed. They pick up on emotional cues to intuitively understand what motivates others without letting excessive empathy cloud their judgment. This “just right” application of emotional intelligence, neither too much nor too little, enables leaders to exude executive presence. They build trust, unite teams, and lead with confidence, poise, and compassion. Like the porridge that was just right for Goldilocks, the appropriate degree of emotional intelligence is a big part what makes someone an outstanding leader.

Too little: What happens when there is too little emotional intelligence

· Poor self-awareness: Leaders with limited self-awareness often lack insight into how their behaviors and emotional patterns affect their leadership style, decision-making, and relationships. Their poor self-awareness is obvious to those around them but not to themselves. This reminds me of the box in the Johari window that describes attributes that others know about us that we don’t know about ourselves. Not the place you want to be.

· Poor ability to regulate emotions: An inability to manage one’s emotional reactions results in moodiness, outbursts, and an over-reliance on impulse rather than reason in high-pressure situations. Leaders who cannot regulate their emotions often have angry or frustrated outbursts. They struggle to stay poised under pressure.

· Negative impact on team: Low emotional intelligence diminishes a leader’s ability to motivate, connect with, and gain the trust of team members, stifling morale, collaboration, and performance.

· Lack of empathy: When leaders cannot intuit how others feel, they often fail to address team members’ concerns, needs, and challenges. This undermines their ability to support and develop their people. With little insight into how their moods affect others, they may actually demotivate their teams.

· Unhealthy relationships: Struggling to grasp others’ emotional landscapes prevents leaders from forming authentic bonds, building trust, and earning respect from colleagues, subordinates, and stakeholders.

· Undermines other skills/behaviors of executive presence. Having too little emotional intelligence undermines confidence, authenticity, and gravitas, all necessary skills/behaviors of executive presence.

Too Much: When someone seems to have too much emotional intelligence.

· Obsessive self-awareness: Excessive rumination about one’s own emotional state can become self-indulgent navel-gazing that prevents decisive action. Leaders who are hyper-focused on the emotional states of themselves and others may come across as oversensitive or melodramatic.

· Tight check on emotions: An overly rigid suppression of natural emotional reactions can come across as robotic, fake, or aloof to others. Think Spook on Star Trek and you can understand.

· Negative impact on team: Teams may feel micromanaged and lacking autonomy if a leader tries to be overly attentive to individual emotions versus focusing on team goals and priorities. They may be so intent on feelings that they lose sight of necessary tasks and decisions.

· Extreme empathy: Excessive empathy can prevent a leader from being able to make tough calls, deliver constructive feedback, and address underperformance. Their extreme empathy may prevent them from giving honest feedback or addressing poor performance.

· Impact on relationships: High emotional intelligence without boundaries can lead to inappropriate enmeshment, loss of objectivity, and emotional exhaustion in a leader’s relationships.

· Undermines other skills/behaviors of executive presence. While emotional intelligence is crucial, leaders with too much of it can appear to lack gravitas and authority.

In the right measure, emotional intelligence contributes significantly to a leader’s executive presence. Too much or too little negatively impacts the ability to lead effectively. The Goldilocks model shows that the just right level of emotional intelligence allows one to leverage emotions for strong, authentic, and inspirational leadership.

CHATGPT was used in writing this article.

Executive Presence, Part 4

In this article the skill/behavior of executive presence that will be covered is Gravitas. The word “gravitas” is derived from the Latin word “gravis,” which means “heavy” or “weighty.” In ancient Roman culture, “gravitas” was a highly regarded virtue that referred to a sense of dignity, seriousness, and weightiness in one’s character and behavior.

When one thinks of executive presence, the most common perception that comes to mind is that expressed in the word “gravitas,” even if we’re a little fuzzy on the meaning. Gravitas is a crucial element of executive presence. In current society, it refers to conveying a sense of seriousness, wisdom, and depth of knowledge. Leaders who possess gravitas are viewed as insightful, knowledgeable, and capable of making wise decisions. They command respect and inspire confidence in those around them. Gravitas is a vital component in establishing credibility, particularly in high-pressure situations. Leaders with gravitas are seen as trustworthy, dependable, and capable of handling any challenge that comes their way.

While crucial, gravitas can be somewhat ambiguous. For instance, how does one convey a sense of seriousness, wisdom, and depth of knowledge while being authentic and not coming across as arrogant or condescending? Credibility contributes to gravitas but it hinges upon past success or reputation. Another way to understand gravitas would be to perceive it as the physical expression of respect. Unlike verbal respect, gravitas displays a posture of respect for the situations and people with whom one comes into contact. Although this analogy doesn’t capture every aspect of gravitas, such as wisdom or depth of knowledge, it does convey a respectful presence and attitude. But, Individuals with gravitas have a sense of humor and can even be self-deprecating. They are also humble and yet expect and give respect. They are decisive yet carefully balance risk. They are respectful, considerate, and calm.

Developing gravitas requires a shift in mindset and the purposeful development of specific personal traits. Gravitas understands and accepts each moment as significant. The traits that must be developed include:

a. A Learner mindset. People with gravitas are taken seriously because they continue to be relevant, which requires constant learning, and providing depth of knowledge.

b. Humility. True humility isn’t the same thing as the popular understanding of the term. It comes from a place of deep self-awareness augmented by self-acceptance. It places others above self.

c. Seriousness. Seriousness can be defined as a quality of demeanor, attitude, and approach. It is characterized by a sincere and earnest engagement with tasks, responsibilities, and situations. A serious individual demonstrates a thoughtful and diligent approach to matters that reflects their understanding of the gravity and importance of the circumstances at hand.

d. Dignity. When a person displays dignity, they exhibit a sense of self-respect, honor, and poise in their behavior and interactions. They carry themselves with a calm and composed demeanor, even in challenging situations. It involves refraining from demeaning behaviors and showing empathy and understanding toward others.

e. Wisdom. Those with wisdom understand and can articulate the What and Why of a situation. and that the ability to able to express those comes before How.

Like each of the skills/behaviors discussed so far, gravitas is a balance of “just right” between the chasm of too little and too much, although in the case of gravitas, the balance is often as sharp as a knife blade.

Too little: Here is what it looks like to have too little gravitas.

· Inability to focus: Constant distractions, frequent task switching, impaired listening, procrastination, poor organization, and lack of follow-through are all characteristics of the individual with the inability to focus.

· Ignorant: Depth of knowledge is a hallmark of gravitas but many leaders have stopped learning and refuse to grow, quickly becoming irrelevant and out of touch.

· Indecisive: The ability to make good decisions based on wisdom and depth of knowledge is crucial. Not every decision can be good, but those with gravitas will have a track record of making good decisions.

· Foolish: The foolish person doesn’t have the ability to discern between priorities or value. This might not be so bad if everything were treated with respect and dignity, unfortunately, the fool treats everything with equal contempt and disregard.

· Indignity: Actions and behaviors that strip away a person’s self-respect, honor or worth. It involves treating someone with disrespect, humiliation, or disregard for their inherent value and rights.

Too little gravitas is a death blow to executive experience. If someone were to wonder why they aren’t treated with the respect they should examine the items on this list to see if any apply in to their life.

Too Much: These are examples of what it looks like when someone displays behaviors that are over the top when it comes to gravitas:

Arrogant: Arrogance involves an inflated view of one’s own abilities, achievements, or status, often accompanied by a dismissive attitude toward others. They assume that their acquired knowledge enables them to make wise decisions without the need for the input of others. Arrogant people typically don’t realize they display this behavior.
Obsession: When focus is taken to an extreme it can become perfectionism, eliminating the ability to see and hear other inputs and narrow one’s attention. This might be positive in some cases but is almost always a negative in the case of the leader- think: Moby Dick.
Snap Decisions: Being decisive is an excellent trait, however, making decisions without sufficient data is a recipe for disaster that undermines credibility.
Condescension: Can a person have too much wisdom, probably not, as long as the expression of that wisdom doesn’t come across as condescending or patronizing. Nobody likes to be talked down to.
Pompousness: Similar to Arrogance, pompousness involves a excessive display of self-importance and a tendency to flaunt one’s achievements or status. Pompous people like to feel superior to others, either on their own merits or because of those they know. Pompus people love to name-drop.

Of all the skills/behaviors that compose executive presence, gravitas is probably the one that is the most difficult to understand. Yet, it is also the one that is the most obvious and most noticed when it is absent. People may not know that to call it but they will know that something isn’t “just right” if it showing up as too little or too much.

ChatGPT was used in writing this article.

Executive Presence, Part 3

In this post I will be discussing the 3rd skill/behavior of executive presence: Authenticity. In part one of this series, I set the stage for understanding the importance of acquiring executive presence and described the first of those eight skills/behaviors, along with what that skill looks like when it is too little represented or too much. The first skill/behavior is Confidence. In part two I will discuss the next skill/behavior: Communication skills, using the same Goldilocks model: just right, too little, too much. As we dive into Authenticity, I really hope you will take the information to heart as you seek executive presence.

Authenticity: Authenticity is a crucial element of executive presence, as it helps to establish trust and credibility. When leaders are genuine and true to themselves, they are more approachable, relatable, and trustworthy. This, in turn, allows them to connect with their team members and stakeholders on a deeper level, leading to better collaboration, communication, and results. Additionally, authenticity helps to foster a culture of openness and transparency, where everyone feels comfortable sharing their thoughts and ideas without fear of judgment or reprisal. As a result, authentic leaders are more likely to inspire and motivate their team members and earn their respect and loyalty.

Being authentic means being true to yourself and your values. It involves being honest and genuine in your interactions with others and staying true to your beliefs and principles, even in difficult situations. All of this means that true authenticity is built upon being self-aware enough to know one’s core values and principles. It is pretty obvious that Integrity is a core component of Authenticity. Probably the most desired trait of any leader is that they are authentic and display integrity in every part of their lives. Their character is true and borne out in their words and actions. Authenticity is one of the most important of the skills/behaviors contributing to executive presence. Let me say this before sharing the too little and too much aspects of Authenticity – it is going to be VERY easy to call to mind different celebrities or political figures with almost every point. While that might be fun, the real focus needs to be on you and whether or not you fit that description.

Too Little: When an individual isn’t authentic, people notice. When lies, half-truths, and shady dealings are the norm, trust erodes, undermining credibility. Lacking authenticity can manifest in various ways, and it’s important to note that people may exhibit these signs for different reasons. Here are some common signs that an individual might lack authenticity:

A. Inconsistent Behavior: Acting differently in different situations or with different people can indicate a lack of genuine expression of one’s true self.

B. Exaggeration or Fabrication: Making up stories, achievements, or experiences to impress others or fit in rather than being honest about their true experiences.

C. Overemphasis on Approval: Constantly seeking validation and approval from others can lead to behaving in ways that don’t align with their true beliefs or values.

D. Avoiding Disagreement: Always agreeing with others and avoiding conflicts or disagreements, even when they have differing opinions.

E. Changing Values: Frequently changing their values, beliefs, or opinions to fit in with different groups or to gain acceptance.

F. Defensiveness: Reacting defensively when their authenticity is questioned might indicate a lack of self-awareness or insecurity about their true self.

G. Inability to Apologize: Avoiding taking responsibility for their mistakes or wrongdoings, which can indicate a fear of showing vulnerability.

H. Constant Comparison: Always comparing themselves to others and feeling inadequate if they don’t measure up, leading to a lack of self-acceptance.

Too Much: My first thought was that one couldn’t be too authentic, however, it is possible for certain behaviors or expressions of authenticity to become excessive or problematic in certain contexts. I think as you read through the list below you will recognize “that” person who may have taken authenticity to the extreme.

A. Inappropriate Self-Disclosure: Sharing intensely personal or sensitive information inappropriately or with people who might not be prepared to handle it. This can make others uncomfortable and damage relationships. It also demonstrates poor judgment, which undermines executive presence.

B. Disregard for Social Norms: While authenticity can involve breaking away from societal norms, extreme disregard for social norms without considering the consequences could lead to isolation or difficulty functioning in certain environments. For instance, one might accept stealing as a core value and thus act with authenticity when committing theft, but because stealing is outside of social norms, those practicing that value will find their authenticity questioned and their executive presence damaged.

C. Excessive Bluntness: While honesty is important, being overly blunt or harsh in communicating one’s opinions can come across as insensitive and hinder effective communication.

D. Constant Self-Focus: Being overly self-centered and always putting one’s own needs and desires first can strain relationships and make collaborating difficult. This is the “it’s all about me” mentality of the self-absorbed.

E. Tactlessness: While authenticity can involve sharing one’s thoughts and feelings, it’s important to consider the impact of one’s words on others and exercise tact when communicating. The words we choose to use make a difference. Some words are loaded with connotations insured to offend. Even when being authentic it is possible to carefully choose ways to say something without disrespecting the person as created equally in the image of God.

F. Emotional Exhaustion: Constantly expressing intense emotions without any filter can be emotionally draining for both the individual and those around them.

It’s important to strike a balance between authenticity and social awareness. Authenticity should be tempered with empathy, self-awareness, and an understanding of the context and the people involved. Adjusting one’s behavior and communication style based on the situation doesn’t necessarily mean compromising authenticity; it demonstrates emotional intelligence and adaptability. Developing authenticity often requires self-reflection, self-acceptance, and the willingness to embrace one’s true self, even if it means facing discomfort or challenges. One thing is for certain, the individual displaying executive presence depends upon personal authenticity to maintain that presence.

Chat GPT was used in composing this article.

Executive Presence, Part 2

In this post I will begin to describe the skills/behaviors that make up Executive Presence using a goldilocks model of too much, too little and just right for each of the skills/behaviors. Finding the “just right” in each of these different skills/behaviors is the result of discipline and conscious choice. The skill/behavior I will be looking at in this post is communication skills.

Communication skills: Effective communication skills are essential for building executive presence. It has been said that one of the things that people fear the most is public speaking. Yet, for the leader demonstrating executive presence communicating effectively, regardless of the audience is a given. Communicators know that communication is about what is heard more than what is said or how it is said. Don’t get me wrong, what you say is important, as well as how you say it, but communication happens on the receiving end. Those in the sweet spot of “just right” for communication skills display these factors.

a. Clarity and Conciseness: Expressing ideas clearly and succinctly, making it easy for others to understand their message. Choosing the right words makes a big difference.

b. Active Listening: Demonstrating attentive listening, providing appropriate feedback, and asking relevant questions to show interest in the speaker.

c. Confident Body Language: Maintaining good posture, making appropriate eye contact, and using gestures to support their message.Structured Communication: Presenting information in a logical and organized manner, making it easier for the audience to follow.Adaptability: Adjusting communication style based on the context, audience, and goals of the conversation.Effective Use of Examples: Using relevant and relatable examples to illustrate complex ideas and enhance understanding.Empathy and Emotional Intelligence: Demonstrating an understanding of other’s feelings and perspectives, fostering better relationships.Active Engagement: Encouraging participation from others, welcoming diverse opinions, and fostering a collaborative environment.

d. Respecting Silence: Allowing appropriate pauses for others to respond or gather their thoughts during conversations.

Strong communication skills are key to developing executive presence and succeeding as a leader. Developing communication skills only comes through practice, augmented by coaching in problem areas. Leaders looking to expand their communication skills will seek out opportunities to communicate with large and small groups and then review their interactions/presentations to discern weak areas upon which to focus for improvement. The ability to communicate well feeds off of personal confidence, but is strengthened by practice and intentional efforts at improvement.

Too Little: The indication that an individual lacks communication skills can be seen in the following ways:

Lack of Clarity: Difficulty expressing ideas clearly and concisely, leading to confusion among listeners.

b. Weak Listening Skills: Failure to actively listen to others, interrupting frequently, or not showing genuine interest in the speakers message.

c. Non-Verbal Cues: Poor body language, such as avoiding eye contact, slouching, or fidgeting, can indicate discomfort or disinterest. Probably the worst of these is focusing on your phone instead of your audience.

d. Rambling and Tangents: Going off on unrelated tangents or providing excessive details can indicate a lack of focus and coherence in their communication.

e. Failure to Adapt: Inability to adjust communication style according to the audience’s needs, leading to misunderstandings or disengagement.

f. Overuse of Jargon: Using industry-specific terms or technical jargon without explaining them, which may alienate others and hinder understanding.

g. Emotional Reactivity: Easily becoming defensive or agitated during conversations, making it challenging to have productive discussions.

h. Lack of Empathy: Not considering other people’s perspectives or feelings, leading to a disconnect in interpersonal interactions.

If your communication skills can be described in any of these ways you have a perception problem, whether you know it or not. You are being perceived of as a poor communicator even though you may not feel that judgement to be warranted. That perception undermines executive presence. You can improve your communication skills with some effort and there several resources that can help. A couple of those are Crucial Conversations: Tools for talking when stakes are high by Kerry Patterson, et.al. and Made to Stick, by Dan and Chip Heath, to name a couple. Practice is the key, especially informed practice and even coaching if necessary.

Too Much: At the other end are the signs that someone’s communication skills have been taken too far. Here are some signs of what that looks like:

a. Over-Talking: Constantly dominating conversations and not allowing others to contribute or share their thoughts.

b. Excessive Persuasion: Being overly persuasive to the point of pushing one’s agenda relentlessly, disregarding others’ opinions and preferences.

c. Overusing Charisma: Relying excessively on charm and charisma to win people over, without substance or authenticity.

d. Manipulation: Using communication tactics to manipulate or deceive others for personal gain or hidden motives.

e. Talking Down: Patronizing or condescending language, which can create a negative and disrespectful atmosphere.

f. Name-Dropping: Frequently mentioning influential or important people in conversations to bolster credibility.

g. Excessive Humor: Overusing humor in inappropriate or serious situations, leading to a lack of sincerity or professionalism.

h. Interrupting: Constantly interrupting others while they speak, showing a lack of respect for their opinions and contributions.

i. Being Overly Emotional: Letting emotions dominate communication, leading to irrationality or excessive outbursts.

j. Information Overload: Bombarding others with an excessive amount of information, making it challenging for them to process and retain important points.

k. Lack of Substance: Focusing solely on style and delivery without conveying meaningful content or valuable insights.

l. Ignoring Boundaries: Invading personal space or crossing privacy boundaries during conversations.

m. Failing to Listen: Talking too much and not taking the time to actively listen to others’ concerns or perspectives.

n. Constant Interruptions: Frequently finishing other people’s sentences or thoughts, not allowing them to complete their ideas.

o. Insensitivity: Making jokes or comments that may be offensive or hurtful to others.

p. Monopolizing Attention: Always seeking attention and centering conversations around oneself.

If your communication can be described by the items on this list, it is almost certain you don’t recognize it. You are likely under the impression that your communication skills are excellent. The cautionary tale here is to find a way to get an honest evaluation, perhaps using the points above as a scale. Once you know the truth you can work to polish the rough spots to find the “just right” in your communication skills.

It is important for individuals to strike a balance in their communication approach, being assertive and engaging without overpowering or alienating others. Communication skills are most effective when they are used to foster collaboration, understanding, and positive relationships with others. The individual who has found the sweet spot of “just right” when it

comes to communication skills is one step closer to demonstrating executive presence.

Book Review: Opportunity Leadership by Roger Parrott

Dr. Parrott’s new book, Opportunity Leadership, presents a paradigm for destination planning at odds with current planning practice. His argument is that instead of putting together multi-year strategic plans, which largely fail or limit the organization, waiting on, and expecting God-given opportunities, can have tremendous results. The key to destination planning is the expectation and anticipation of God-given opportunities, regardless of when they come. Dr. Parrott lays the framework for understanding which opportunities are more likely God-given than others, and ways to discern which opportunities to embrace and which to pass. With a strong emphasis on mission fulfillment and openness to calculated risk, this is a book that will shake your understanding of traditional strategic planning and, perhaps, open up new avenues of consideration of how God can work in your organization. Opportunity Leadership also touches upon many excellent leadership principles and practices that will work in any setting but contextualize them specifically to this new paradigm. The last part of the book shares multiple stories of individuals who grasped opportunities and how doing so changed their lives and their organizations, further supporting the paradigm.

Here are some quotes:

“Opportunity Leadership is grounded in waiting in anticipation for God-given opportunities to develop that mesh seamlessly with our mission, giving, and capacity – propelling us to destinations that are heavenly ordained.” P. 19

“As leaders, we’re responsible for helping to sort out good ideas from bad ones, prioritizing them and energy, and using our muscle of position to push past the objectives, fears, silos, and possessiveness. And then, we set a high standard for implementation.” P. 31

“I am advocating the abandonment of predicting futures through planning structures. Instead, I’m encouraging a deeper investment in implementation planning.” P. 31

“Unless you are way outside the norm, what is significant is rarely envisioned through a formal planning structure.” P. 47

“I am convinced that most people would rather live in mediocrity than grapple with a change that pushes them into uncertainty.” P. 54

“Your attention should be laser-trained to recognize God-given opportunities that crack open new doors close to home as you lead your ministry into this new outlook.” P. 56

“The Lord won’t deliver every new opportunity to your doorstep in a package as if ordered online. He will use the inspiration, wisdom, intuition, and experience of you and others to reveal His direction. P. 70

“One of the essential skills to be developed by Opportunity Leaders is the wisdom to know when to look past the immediate and anticipate several moves ahead on the chessboard.” P. 93

“Leaders must be willing to get out in front to lead when opportunities are presented. … The Key is to lead the band as a drum major that inspires others to follow, but also to make sure the band is still with you.” P. 104

“Working Genius” Considered

I have been a fan of Patrick Lencioni’s books for many years. I found the information in them extremely applicable. It started for me when I first picked up “Overcoming The Five Dysfunctions of a Team.” There was so much content there that I could use immediately with the team I was leading. I used that content and even expanded it into presentations for other organizations and leadership presentations, always giving credit for the source of the content. Over the years I continued to read his books and grew from the insights, particularly in The Advantage, and The Ideal Team Player. Along the way, I started listening to podcasts on leadership. One of those was and is Andy Stanley’s Leadership podcast. In one episode he interviewed Patrick Lencioni about the Working Genius. After listening to that episode I had to check it out.

After hearing about the Working Genius I was intrigued. I am a huge proponent of self-awareness and finding out something new about myself has always piqued my interest. This new model especially interested me because it wasn’t just about me, but also how my particular “working genius” contributes to a team’s success. The Working Genius model proposes six different types of what they label gifts but I understand them to mean more like an operational perspective when approaching anything. According to the report which is provided when you complete the Working Genius Assessment Report,

“Two of those six types come naturally to you, meaning that you are good at them and that they give you energy and joy. We call these your areas of Working Genius. Two of them are neither natural nor energizing for you, and most likely, you aren’t particularly good at doing them. We call these your areas of Working Frustration. Finally, two types fall in between; you can do them fairly well, maybe even very well, but you don’t derive great joy or energy from them. These are your areas of Working Competency.”

The six types are:

The Genius of Wonder: the gift of pondering the possibility of greater potential and opportunity in a given situation.
The Genius of Invention: the gift of creating original and novel ideas and solutions.
The Genius of Discernment: the gift of intuitively and instinctively evaluating ideas and situations.
The Genius of Galvanizing: the gift of rallying, inspiring and organizing others to take action.
The Genius of Enablement: the gift of providing encouragement and assistance for an idea or project.
The Genius of Tenacity: the gift of pushing projects or tasks to completion to achieve results.

For context, I will share my results with you and then comment on how I perceive these play out in my life. My Working Genius: Invention and Tenacity, My Working Competencies: Discernment and Wonder, My Working Frustrations: Galvanizing and Enablement.

After learning the results of the assessment I could totally resonate with what I learned. I am at my best when problem-solving. Trying to find creative solutions, innovation, is exciting and energizing for me. This has led me to be effective in creating and designing solutions for my work which have streamlined the work and produced higher levels of efficiency. The tenacity has worked out in my life in seeing thring through to the finish as opposed to leaving things half-finished. It has also made me a more loyal and dependable team member, friend, and spouse. I also see my weaknesses, frustrations, in a better light, for now, I see where it is that I need to draw on the strengths/gifts/abilities of others to achieve better results.

Since taking the assessment I have been listening to the Working Genius podcast which has further helped me understand how these dynamics are played out in those I work with. I think this would be a valuable tool in building teams and helping teams to function more effectively. Like Jim Collin’s “getting everyone in the right seat on the bus,” metaphor, the Working Genius provides a pragmatic approach to doing just that.

Confront the Brutal Facts

The third principle from the book Good to Great, by Jim Collins, is that companies/organizations which move from good to great, and stay there, are willing to confront the brutal facts of their environment/cultural/abilities, yet not lose faith. “The good-to-great companies displayed two distinctive forms of disciplined thought. The first, … is that they infused the entire process with the brutal facts of reality. The second, . . . is that they developed a simple, yet deeply insightful, fame of reference for all decisions. . . . You absolutely cannot make a series of good decisions without first confronting the brutal facts.” (69,70)

The focus of this principle is to not allow or accept a tepid evaluation which denies reality. By that I mean to continue to say how wonderful we are or how well things are going, when in reality there are indications that things are not going so well. Most would call this “rocking the boat.” This type of willingness to confront the brutal truths of the organization and it’s environment/culture/abilities and not loose faith is a rare commodity. The ability to stick one’s head into the sand and ignore the obvious negatives has allowed many organizations to quietly drift into a stagnant, placid pond.

Collins writes: ” In confronting the brutal facts, the good-to-great companies left themselves stronger and more resilient, not weaker and more dispirited. There is a sense of exhilaration that comes in facing head-on the hard truths and saying. ‘We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail.'” (81)

This principle is one of the most difficult for many leaders to accept. The resistance either stems from the unwillingness to admit that some part of what has been implemented is simply not working, or the inability to even see the negatives. Both are caused by pride. Confronting the brutal truth takes a certain amount of humility.