Often the answers to these questions are linked to the term ‘executive presence’.

So… what is it?

‘You know it when you see it’ is what many people say when you ask them to describe executive presence. But what does that really mean? 

When you read the literature on executive presence the following behaviours are typically used to describe people who possess it:

·       Confidence

·       Calmness under pressure

·       Ability to inspire and empower others

·       Conviction and integrity

·       Authenticity

·       Being fully present

·       Humility

·       Looking and acting the part

·       Adaptability

Put simply, according to Borrer Executive Search, it’s ‘how you show up, act and interact with others’.

How do you develop executive presence?

For some people, executive presence comes naturally. For others, it is a set of behaviours that they develop over many years as a leader. According to the literature, aspiring leaders can intentionally develop executive presence through a range of opportunities such as:

·       Stretch assignments

·       Coaching

·       360 feedback surveys

·       More formal training

And… why is it important?

Executive presence is important because it plays a major role in people’s success as a leader. It ultimately defines your brand and builds trust-based relationships both within and outside the workplace. In her book Executive Presence, author Sylvia Ann Hewlett-Packard describes it as the ‘secret sauce’ that makes one leader stand out from the next. She argues that leaders who don’t have executive presence won’t progress in their careers, despite having the necessary experience and qualifications. She goes on to describe it as the ‘missing link between merit and success’.

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Focusing on the PLANNING stage……

PLANNING is all about exploring whether this is the right journey for you… Do I really have what it takes to be a C-Suite executive?

Common questions people often have at this stage include some of the following:

• What can I do to work out if this is the right journey for me?
• What are the skill sets that are essential?
• What can I do to develop the skills that I don’t have that are essential?
• How do I find out about potential C-Suite job opportunities?
• What’s required in a C-Suite job application?
• What does a C-suite CV look like?
• What do I need to do to prepare for an interview?
• What type of questions will I be asked at interview and how do I respond to them?  

Tackling these questions – for example brainstorming solutions and ideas, and compiling a list of people to talk to for guidance – can be a great place to start with your C-Suite Planning.

Everyone is unique and at different stages of their journey, and the PLANNING stage really establishes the foundational requirements for anyone who is starting or planning to start their C-Suite journey.

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‘…confidence is not something you have, it’s something you create. Being confident is nothing more than a belief in yourself. It’s the feeling of certainty that you can accomplish whatever you set your mind to. Confidence comes from within.’

(Tony Robbins)

But how do you develop confidence as a leader, especially if you have just made the transition to leadership?

Over the years I’ve heard many people talk about ‘fake it till you make it’. I’ve never been a fan of this approach, but it has worked for many people I know. My ‘confidence’ journey has been very much based around the development of my belief in myself as a person and then my belief in myself as a leader. This has happened over time as I initially transitioned into a leadership role and then was exposed to a wide range of challenges and experiences over the years. I am comfortable with who I am as a leader which is the basis of my self-confidence.

I still remember a time, early in my leadership journey, when I was intentionally intimidated at an important meeting where I was the only female, presenting a significant business case.

It was a challenging experience, but I was calm and confident in the way I responded during the meeting. I had planned and prepared well and believed in what I was presenting… and ultimately I was successful in achieving the desired outcome. I learned a great deal from that experience about the importance of self-confidence and still reflect on it.

What are some practical tips for women working on their confidence as leaders?

• Know who you are and what’s important to you. Be clear about your beliefs, your values, your strengths and areas for development.
• Be comfortable with who you are. Believe in yourself. Be authentic.
• Understand your ‘why’: what drives you to do what you do.
• Stretch yourself, by starting small and slowly exposing yourself to new and different experiences. Be curious. Challenge yourself.
• Learn from your experiences through self-reflection and seeking feedback from others.
• Plan well and be prepared when taking on new experiences… stay calm and expect the unexpected.
• Be flexible, open and adaptable in your approach to situations. 
• Be a lifelong learner.
• Develop a positive attitude and positive self-talk.
• Seek out a mentor or coach to encourage and guide you.

‘Believing that you’re enough gives you the courage to be authentic.’

(Brene Brown)

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