How to build executive presence as a communications leader

How do you define executive presence? And why does it matter to us as communications professionals?

Today I'm breaking down a Harvard Business Review article that is doing the rounds on social media. "The new rules of executive presence" outlines why and how what we think of as "leadership" in terms of skills, traits and approaches, has evolved in the last ten years. And it gives us prompts on how we can adapt if we want to be effective modern leaders.

I want to tie this specifically to leadership in the communications profession, as I think we need to a) take it more seriously and b) take ourselves a bit more seriously when it comes to having executive presence.

What is executive presence?

HBR defines executive presence as a combination of gravitas, strong communication skills and the "right" appearance.

And if you're thinking, hang on, there's inequality built into this description, well you'd be right...

For so long, executive presence was seemingly the preserve of older, white male leaders. It seemed to be inextricably tied to gender, to race and to age (amongst other characteristics.) Thankfully, that world is changing - albeit too slowly - and the HBR article provides a helpful primer on this evolution over the last ten years.

Here's what hasn't changed in the last ten years.

The cornerstones of "gravitas" are still:

• Confidence
• Decisiveness

This makes sense. But it's still a pretty gendered notion of "gravitas" given that we may associate these traits more with male leaders. And certainly something I explore with my coaching clients - who are largely (but not exclusively!) female communications leaders - in terms of how they can develop an authentic presence and confidence that doesn't just ape what a "male leader" looks and sounds like.

The new rules of executive presence

It's when we move past these fundamentals that we start to see more of a shift.

That in seeking effective leaders, we:

• Value inclusiveness, empathy and respect for others
• Listen first and listen to understand
• Want authentic communicators
• Look beyond the official "pedigree" of someone's professional background in order to value inclusiveness and diverse skills and experiences
• Care less about "appearance" in terms of a suit and tie, and more about whether this leader has an authentic and values-led presence online and off

Hmm. Don't know about you, but this sounds like a job for a communications leader! Recognise yourself in that list? I hope so.

So what's stopping us?

I've written extensively before about the lack of strong and visible leadership right at the top of organisations when it comes to communications leadership roles.

The irony is that many communications leaders would make wonderfully effective and empathetic organisational leaders. We have so many "super powers" that we can bring to the table, adding our unique value and helping shape organisations for the better.

But we need to a) believe in ourselves and b) invest in our leadership development if we want to overcome the barriers that may be up in so many organisations. The ones that say "you're not credible." That "comms isn't strategic."

And when we look at these new traits of executive presence - laid out above - I think there's a real opportunity for communications leaders to grab control of their leadership journey and steer it towards a seat at the table.

Stepping into our effective and authentic selves as communications leaders

Take a good long look inwards at yourself as a leader in communications.

What do you think might be holding you back? What is stopping you?

1. Is it rigid, out-dated organisational hierarchies? (In which case, are you prepared to act and make a change to lead somewhere that truly values you?)
2. Is it your self-limiting beliefs, shaped by years of collective experience, history and maybe even trauma? (In which case, are you willing to start the work to unpack these so you can move forward?)
3. Is it your inability to articulate your value proposition as a communications leader that can shape organisational outcomes? (In which case, do you know how to develop this as part of your leadership journey?)

Whichever one of these coaching questions is the most apt for you (maybe it's all three!), dig into this and think about your leadership identity as a communications professional in 2024 and beyond.

The new rules of executive presence are there to guide us and shape organisational leadership into the future.

As communications leaders, it's within our gift to align ourselves and identify with these new rules, embodying them in our day to day approach to leadership and to our profession.

What do you think of this HBR article? Do the "new rules" of executive presence go far enough in your opinion?

Or is leadership still an "old-fashioned" construct where you work? How about in the world of Communications?

What can we do to step into our effective and authentic selves as communications leaders?