Young Guns, New Bees or Veterans! Startups or Vintage! Culturally Progressive or Old School! Do take a note. The phenomenon of executive presence is gaining more prominence and permanence. Interesting though elementary, it is notable that what matters much ahead of how you conduct yourselves, is how your presence is perceived in the organization. Should you be the one who sets the tone in meetings, get on-board with confidence, has a sense of balance, composure and dignity of manners, is functionally assertive to constructive conflict, can take a call upon and decide – you could be having it in you what the ‘Selectors’ are looking for in players to ‘play the big match’ and that’s Executive Presence.
Should you be one who knowingly or unknowingly is feeding to your cravings for control, dominance and popularity and realise too late that the bridges are being burnt before they are built – you would rather be perceived as the ringmaster. So good luck on any transformations that you attempt either people wise or process wise.
Executive presence is subtle yet strong. Complex to define and measure but simple to feel and perceive. The best of the competency models and the most of the validated and reliable psychometrics, not sure, if they can make an empirical presentation of executive presence.
A rather significant determinant of your executive presence is your appearance and attire. It is not only about what you wear. It’s also about the way you wear it, the way you appear to others is what others see you as carrying yourselves and that casts the impression and judgements that people form about you. Can’t help! Organizations are made up of human beings and here it is needless to say the rest.
Additionally important is what Daymond John says – “Good grooming is integral and impeccable style is a must. If you don’t look the part, no one will want to give you time or money.”
So, is there a way to increase the Executive Presence Quotient? Researches by Human Processes Scientists and Organizational Development Professionals reveal that executive presence is associated with deeply held values, increased self-awareness to acknowledge one’s own needs and willingly working to manage those needs, seems to help.
© Satyakki Bhattacharjee