| Copyright (c) 2009 Karen Friedman Enterprises, Inc. | | | | you come across as comfortable and confident in |
| Executive presence is not about first impressions. It's | | | | your delivery of information. |
| about consistent long-lasting impressions. It's about | | | | 7. Ask Challenging Questions: Show you will not take |
| how others perceive you: strong, convincing, direct, | | | | things at face value and want to continually get as |
| committed or wishy-washy, indecisive, weak or | | | | much information as possible to accurately |
| unsure. Executive presence means you are seen as | | | | understand the issue and make informed decisions. |
| someone who commands a room and commands | | | | 8. Delegate: There is a difference between delegating |
| attention by communicating clearly, concisely and | | | | and doing. It's always important to help people but |
| honestly. It also means you are not afraid to voice | | | | that doesn't mean doing their work for them. Instead |
| your ideas even if those beliefs are contrary to other | | | | of continually offering to "put something together for |
| opinions. Your ability to impact or influence others is | | | | you" or "give it to me and I'll see what I can do", it's |
| not based on job title. It's your personal authoritative | | | | important to take charge. Offer to look or help, but |
| style that creates loyalty and respect. | | | | then suggest: "why don't you put it together and I'll |
| The following 12 steps will help you develop your | | | | take a look at it". |
| own executive presence so others visualize you as a | | | | 9. Manage the Message: Avoid too much detail when |
| leader who can instill confidence and genuinely | | | | presenting/speaking to executive audiences. Most |
| connect with others. | | | | listeners do not want to sit through a bunch of |
| 1. Speak Up: Be a regular contributor at the table. | | | | historical perspective and background. They want you |
| Don't wait for others to ask questions. To provide | | | | to get to the point quickly. What do they need to |
| valuable input, prepare 3 to 4 points you want to | | | | know or do to move forward? Think about delivering |
| deliver in advance of a meeting or important | | | | a few key points with relevant examples that tell |
| conversation. | | | | them why they need to listen to you. |
| 2. State Your Beliefs: Articulate your ideas even if | | | | 10. Direct Delivery: Instead of backing into |
| others don't agree. Leaders stand up and voice their | | | | conversations or delivering details first, think big |
| opinions without apologizing or making excuses. State | | | | picture and state your main point up front so you |
| what is correct, not what you think others want to | | | | deliver a quick, concise message and are more |
| hear. By taking personal risk, you project confidence | | | | definite in your responses. By getting to the point |
| and self assurance. | | | | quickly, you are in a better position to address |
| 3. Use Strong Words: Avoid disclaimers and tentative | | | | concerns and persuade others to see your point of |
| phrases such as "It seems I get results" or "I hope | | | | view. |
| to have the plan by August" or "In my humble | | | | 11. Stand Tall: Positive body language draws positive |
| opinion" or "I think or "I guess". Replace these soft | | | | attention. It's important to stand tall and straight, |
| words with stronger more assertive language such as | | | | make direct eye contact, offer a firm strong |
| "I believe", or "I would like the plans on my desk by | | | | handshake and speak in a strong voice. When |
| Monday", or "I get consistent results" or "The facts | | | | speaking to a group, think about projecting to the |
| are as follows". | | | | back of the room to give more oomph, energy and |
| 4. Passion: Speak with passion, energy, conviction and | | | | passion so you are animated and interesting. |
| commitment. High energy and emotional content | | | | 12. Authentically Firm: Being firm and definite doesn't |
| appeals to people on a very human level. If you don't | | | | mean you have to be rude or nasty. Being polite and |
| believe in what you are saying, no one else will. | | | | using tact when questioning or challenging the |
| 5. Take Credit: You need to be your own | | | | opinions of others will foster conversation and put |
| cheerleader. Self promotion is not bragging. It's taking | | | | others at ease so you can create an atmosphere of |
| ownership and credit for your hard work so people | | | | trust and open dialogue. |
| notice you. Certainly give credit to others where | | | | Everywhere you go, you are always being evaluated |
| credit is due, but it's not necessary to overly | | | | by somebody. When your actions across the board |
| compliment or continually thank people for their input. | | | | from the maintenance workerto the CEO are |
| 6. Pause: Don't feel a need to fill the silence. Give | | | | consistent and genuine, you are on your way to |
| people a chance to think for a second about what | | | | becoming the type of executive others admire and |
| you've said before you move on. This will also help | | | | want to follow. |