Executive Presence: How to Implement It Once You Have It

In part two of a two-part series, Dr. Stephen Long explains how to develop the judgment and character of a leader.

Last month we examined how to develop executive presence. This month we'll take a look at how to implement it once you've got it.

Manage Your Relationships

At the heart of relationship management is communication. Tad McIntosh, president of HumCap, an HR outsourcing and executive search firm based in Dallas, describes relationship management as "the ability to capture an audience." More than productivity, relationship management is the foundation for establishing a belief system within the organization, which cements organizational culture. People look for opportunities to experience excellence and high performers look for strong leaders who will provide a path toward excellence.

David Zumwalt, executive director of the University of the Virgin Islands Research and Technology Park Corporation, says, "The only resource you can truly leverage is people, and during the time they spend with you, they're either learning how to do something, or how not to do it. It takes 'A' players to positively influence and persuade other 'A' players."

Just as with self-management, relationship management is a matter of the heart and the head. Leaders set the direction with their heads and then engage their employees with their hearts. Leaders are able to digest abstract concepts and turn them into practical action: This is where we're going and this is how we're going to get there. "The vision becomes reality," says Zumwalt. "The strategy becomes achievable and people recognize that."

L. David Cardenas, a partner with Stamford, CT-based Olympus Partners, has seen leaders with executive presence and their employees "get it." Executives establish a clear direction for the organization. Says Cardenas, "The vision may be theoretically based, but it's communicated in a pragmatic manner. The vision is logical and linear. It's not sexy. The leader spells out what, who, how, and when, and people get excited by doing it, by experiencing success, not by just hearing about it."

Cardenas has witnessed leaders with executive presence manage internally and externally. "Position power means nothing outside the organization. While it's important to manage downward and align people to the vision, it's equally important to manage upward and outward. The ability to persuade people is crucial. If the leader relies too heavily on his position within the organization, then he'll never be effective outside the organization."

Sound relationship management skills coupled with self-management skills leads to accountability. Rick Turner, president of Lake Oswego, OR-based Greenbrier Rail Services-Wheel Division, says, "There is a direct relationship between accountability and trust. Both the leader and employees must fulfill their functions."

Leaders with executive presence recognize that "when they design work to be significant and important, employees will freely give an extraordinary effort leading to superior performance" says Mark Sickles, an advisor to corporate boards and executive teams.

In addition to accountability, that combination of self-management and relationship management skills brings a strong sense of dignity into the workplace.

Do the Right Thing—Effectively and Authentically

Leaders with executive presence have the ability to align their personal ambitions to the needs of the organization. Leaders recognize their own talents and use them in a productive manner.

Bart Nasta, director of information services for Perot Systems in Plano, TX, uses his problem-solving and analytical skills to do what he really wants to do—help other people, specifically his employees and clients. Only by demonstrating strengths in a productive and healthy manner, do leaders demonstrate authenticity. Nasta believes leaders must "have a passion for the business. They should recognize the social relevance of the product or service that the company provides.

"And it doesn't apply only to work. Leaders should have a passion during off-hours through continuous improvement and learning. The bottom line is that they should act consistently in their professional life and personal life. They may or may not have the same executive presence in their personal life, but their actions are consistent and authentic." The fact is, personal behavior affects reputation and directly impacts the ability to persuade people.

In the end, executive presence is about character. It is displayed by doing the right thing, in the right way, and getting consistent results. "People won't go all-in if they don't trust the top guy" says John Fitzpatrick, president and CEO of Woodcraft Industries in State College, PA. Without trust, employees resort to "survivalism." And when operating in survivalism mode, they are paying more attention their personal agendas than the organizational mission.

Executive presence is a result of the head and heart working together to their maximum capabilities. "Judgment and wisdom, character, and courage—effective leaders convey them consistently" says Sickles. Nasta sums it up: "It's about being a whole person. Leaders with executive presence have both high IQ and high EQ."

For Part One of this article, click here.

Originally published May 1, 2009

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