Decisive and confident, they demonstrate grace under fire, especially in times of crisis. Leaders who display it have a deep breadth of knowledge in their areas of responsibility. Two-thirds of leaders Hewitt surveyed said gravitas is what really matters. How you act: Sometimes called gravitas, demeanor is the single most important component of executive presence.Her findings indicate that executive presence rests on three pillars: Sylvia Hewitt, author of Executive Presence: The Missing Link Between Merit and Success, used research to take the mystery out of this trait. The definition of executive presence is somewhat elusive. But to develop executive presence, you need to recognize the importance of “soft” performance factors, such as communication skills, emotional intelligence, and ability to influence others. Like Paula, some leaders focus on the “hard” factors of their performance, such as operational effectiveness and ability to manage a budget. This intangible leadership quality is executive presence, sometimes described as the X factor. At an organization’s executive level, positions go to individuals who not only have the right skillset but who act, speak, and look the part. Marshall Goldsmith, executive coach and author of the international bestseller What Got You Here Won’t Get You There: How Successful People Become Even More Successful, advises leaders that the skills and habits that helped them reach a certain level might not be the right ones to take them further. Paula learned the hard way that performance, hard work, and leadership potential may not be enough to propel you to the top. Losing her composure at high-stakes meetings could have contributed to the perception that she isn’t ready for the executive suite. Executives, he says, are expected to demonstrate grace under fire. In several recent situations, Paula’s requests for equipment upgrades were turned down and she became very emotional. For officers at the top level of an organization, he points out, executive presence is a critical attribute. He agrees she did seem to be the ideal candidate-but shares his opinion on what might have gone wrong. She decides to reach out to a trusted executive team member who mentored her during a leadership development program. When she isn’t chosen for the final round of candidate interviews, she’s crestfallen. With her strong informatics background and years of leadership experience as her hospital’s lead informatics nurse, she believes she’s a perfect fit for this new executive position. It helps a communicator shift from competence in their skills to consistent outcomes in their communication.Paula is excited when her health system announces the position of chief nursing informatics officer. ![]() That’s why the third dimension of our work applies the fundamentals to specific situations. From meetings that generate discovery to recommendations that gain approval. They think about outcomes differently, too. ![]() Every communicator thinks about their audience differently from those who interact with small groups to those who deliver keynote speeches. Situational – While the tools stay the same, the situations don’t. The SW&A approach to style teaches the intentional choices communicators make to deliver on those impressions. An effective communicator comes across as confident and credible, conveying a sense of commitment to their topic and a personal interest in connecting the topic to each listener. Style – Personal style, is presence, the ability to engage an individual or a group from the start of a conversation. We teach how to organize a storyline, create a compelling message and leverage stories to be sure sound bites are heard and remembered. An effective communicator learns how to format ideas to frame a message and set the structure quickly to keep the listener(s) involved. Content – Most listeners give a communicator about 30 seconds to set a message and direction for their storyline.
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