1.
Mastering Executive Presence
Building Leadership Competencies for the Influence Economy

2.
Why?
Executive
Presence

3.
““We are being judged by a new
yardstick; not just how smart we are, or
by our training and expertise, but also
how well we handle ourselves and each
other.”
-Daniel Goleman, Working with Emotional
Intelligence

4.
“A career is now not so much a ladder of roles, but a
growing reputation for making things happen.
Influence, not authority, is what drives the political
organization today in all organizations”
-Charles Handy, author- The Leader of the future

5.
Executive Impact is the ability to consistently and
clearly articulate your value proposition while
influencing and connecting with others
Executive Presence Defined

6.
Changing Business
Environment…Changing
nature of job…

7.
Organization Structure
THEN NOW
Technology
Globalization
Competition

8.
Changing Customer Expectations
Seller’s market
• More demand, less supply
• Very little or no competition
• Limited choices
• Command & Control Hierarchy
Buyer’s market
• More supply, less demand
• Fierce competition
• unlimited choices
• Flat organization structures

9.
Old workplace
Life Time of
Employment
Hierarchal
Growth
New workplace
Freedom of
expression
Top Dollar for
their services
Mobility
Employee Expectation

10.
Old workplace
Loyalty
Conformity
Hierarchy
New workplace
Creativity
Collabration
Pro-activity
Employer Expectation

11.
Communication

12.
Personal Branding is about creating a consistent view of yourself
as a compelling force inside an organization. You are known as
someone who doesn’t just rely on your authority or title, but your
influence to shape and positively affect the outcome of situations.
William Aruda, Career Distinction

13.
Executive Presence- Not superficial
Alignment between Mind Body, Words
Congruence brings out your authentic presence

14.
Myths
1. Either you have or you don’t…training does not help
2. One size fits all…
3. I don’t need it, I have done well without it so far…

15.
What got you here won’t…
As you approach the cusp of senior leadership…the scope of
what is expected of your role broadens

16.
Signature Voice
Your presence is unique to you. You can find a presence that
lets you be who you are and allows you to make an
organizational impact in a way that is distinctly yours

17.
Your Unique Voice
• Who am I
• What is my value proposition?
• What do my stakeholders need from me & How can I deliver?

18.
Confident- Authentic- Effective

19.
Three Components of Executive Impact
• Assumptions & Beliefs – Mental Conditioning
• Communication Strategy- Skill Conditioning
• Energy- Physical Conditioing

20.
Learning Objectives
• What is Executive Impact
• Why Executive Impact
• Components of Executive Impact- ACE model
• Assumptions & Beliefs
• Communication Strategies
• Energy
• Putting it all together

21.
Assumptions & Beliefs
Mental Conditioning

22.
Assumptions & Beliefs
Assumptions are the bedrock of our words and actions. Our beliefs
about ourselves, others, and the situation we are in have the power
to bolster our presence and also to undermine it. What you think
and feel deeply influences your own experience and how others
experience you.

23.
Authority Story
In today’s business world, hierarchy is not irrelevant. Most
organizations, even those who claim to be to be flat, have
unspoken rules and norms about authority. Only you know
your organization cultural norms. But what’s important is
that you don’t let your beliefs hijack you by unconsciously
taking a back seat.

24.
Define Your Value proposition
• What are my unique strengths, and what do I contribute that
others don’t?
• What is the scope of my role and my sphere of influence?
• What does success looks like in my role

25.
Perspective: What hat are your Wearing
Maturity involves thinking like a businessperson rather than
just a functionary…being able to consider how a decision
impacts not only one’s community but also the larger society of
which one is a member… As you go through each leadership
passage, you need to be preparing for the next. And you cannot
wait until the day you receive your Sr. manager title to start
thinking like one.
- Prof Ram Charan, Leadership Pipeline

26.
Clarity
What do you value…what is
important to you

27.
Communication Strategies
Skill Conditioning

28.
The value of your communication is in what is received by your
listener. So, it is your responsibility to adapt or customize your
communication style to the needs of your listeners. The more
adaptive you are, the more successful leader you become
- Amy Jan Su, Own the Room

29.
Communication Strategies
• Active Listening & information gathering
• Presenting to Senior management
– Structuring your talk
– Framing
– Advocating

30.
Active Listening

31.
Gathering Information

32.
Presenting with Impact Checklist
• Who is your audience? What tone do you want to strike? What outcomes
do you want to achieve?
• What frame and organizing structure will you use?
• What are the key points you need to make?
• What are some questions you can keep with you to engage the audience if
necessary
• How will you listen and look for cues to engage and connect to your
audience

33.
Jen Su/ Maignan Wilkins; Own the Room

34.
Energy
Physical Conditioning

35.
Physical Conditioning
1. How you come across- Perception Management
2. How you Interact- Your Social graces
3. How you present your ideas- Communicating Effectively

36.
Perception Management
• The way you carry yourself
• Grooming
• Body language
• Your Social Interactions
• Effectiveness of your communication

37.
Your social Interactions
• Etiquette & social graces
• Interacting with senior executives
• Cultural sensitivity

38.
Interpersonal Skill
• ability to connect easily with
people
• engage people
• work a room
• Listening skills
• Networking
• Engaging- connecting

39.
Physical characteristics
• Appearance and stature - grooming, physical attractiveness,
height and posture
• Mannerisms including eye contact and walk
• Looks the part

40.
She thinks the changes boosted her
self confidence, resulting in faster
acceptance of her ideas by senior
management. "In the past, [that quick
buy-in] wasn't one of the things I was
known for.”
In 1955 University of Texas at Austin
researchers Monroe Lefkowitz,
Robert R. Blake and Jane S. Mouton
discovered that a man could increase
by 350 percent the number of
pedestrians who would follow him
across the street against the light by
changing one simple thing. Instead of
casual dress, he donned markers of
authority: a suit and tie.

41.
Thank you!
www.gravitaslpi.com
gravitasperco@gmail.com