Decoding Executive Presence and More: Keys to Leadership Excellence in Modern Times

Years ago, I found myself on the shortlist for a prestigious leadership program at Accenture—an employer committed to the training and development of its people. The memory of the trainer's emphasis on presence versus gravitas as the two palpable characteristics of a leader still lingers. I didn’t think it was that cut and dry back then—still don’t today.

That is probably why the Harvard Business Review (HBR) article titled "The New Rules of Executive Presence" caught my eye. Gravitas, according to the article, is not separate from but is one of the three crucial categories of Executive Presence (EP), alongside communication and appearance.

The definition of EP has apparently undergone a significant transformation over the past decade, as influenced by the pandemic, political and economic shifts, social movements, and evolving workplace technologies. Leaders are now evaluated based on three key elements: gravitas, skilful communication, and appearance. I can see how the latter naturally fits, given that your personal brand as a leader reflects on your corporate brand, and appearance is a significant part of it. For that matter, so is how you carry yourself, and communicate with all your stakeholders.

Recent research suggests that while confidence and decisiveness remain crucial for gravitas, the significance of pedigree has diminished. Instead, inclusiveness and respect for others have gained prominence. It’s a wonder how age-old values preached in more grounded households have found their way into a discussion on executive gravitas! In communication, superior speaking skills persist, but new attributes like proficiency in virtual platforms, a "listen to learn" approach, and authenticity have risen in importance. Appearance, though the least critical, has witnessed a shift toward valuing authenticity, dressing for the "new normal," maintaining an online image, and balancing virtual and in-person presence.

The evolution in leadership expectations underscores the influence of diversity, equity, and inclusion in modern business strategy. As a leadership coach, I continually engage with courses aimed at enhancing my own leadership skills in the modern world. Topics ranging from building trust to fostering positive intelligence and the perennial challenge of navigating difficult conversations form part of my ongoing learning journey—even though I do question the validity of some of these trainings. For instance, isn’t being a leader who is both trusted and trusting of their team an inherent trait? Is there really a need for this fundamental leadership quotient to be taught?

My scepticism aside, the HBR article concludes that executive presence, at least, is learnable. The question then arises: is an understanding of the essence of effective leadership enough to embody these traits, or does one need ongoing “learning” reinforcements?

In my past roles in agile management, the main goal of the team lead, aka the facilitator, was to ensure that their role would eventually become redundant—the team ought to be self-sustaining. I believe that is the true mark of a leader—to empower their team enough that they can operate independently in the end, secure in the knowledge that their leader has their back if and when needed.

I hold the same perspective when it comes to leadership training. The objective must be to empower a leader to reach their optimal potential without relying on external crutches such as "next-level" courses or programs. In that spirit, I encourage you to explore the concepts discussed here and implement them in your unique way. You may wish to revisit my 7-day challenge on transformational leadership from a couple of months ago which explored many of the key characteristics highlighted here as well.

Leadership excellence, in these modern times, lies in continuous self-discovery and intentional growth, and I invite you to embark on this transformative journey with purpose and authenticity. Success can be achieved by developing authentic strengths and excelling in a few competencies within each EP category. If you seek support or guidance in cultivating these skills and others from the transformational leader toolkit in an “evergreen” way, I am here and open for discussion. ???? ??

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