The Quantum Leap

It’s happened in companies across the globe.

In the last two years, seasoned leaders retired at a rate 60% higher than the pre-pandemic average. And whether they were pushed out, walked out or took advantage of the crisis at hand, they created gaps in the leadership and knowledge experience in companies.

Those gaps have created opportunities for millennials who are the largest generation in the workforce. The oldest millennials turn 40 this year.  And when you look at the age of people who are in management roles today, it’s split down the middle between leaders who are under 45 and those who are over.

So, it’s fair to say that there’s less tenure in leadership.

And the question is: Are the new leaders ready?

In many ways, yes.  Young leaders bring a new way of thinking, a new way of working and some of the skills that will help companies evolve to the next generation of products and services. But the gap that’s a little trickier to solve for is leadership skills. And as these new leaders settle in, we’re seeing gaps in their experience as well as a lack of awareness about just how different their new role is.

Every new leader says: “It’s more different than I thought it would be.” They assumed that moving from managing a team to running a division or organization would leverage their existing skill set. But they quickly see that the role is very different and the experiences that they’ve had as managers don’t easily transfer.

One area where it shows up quickly is communication.

Leaders communicate differently than managers.  Not because they’ve changed, but because the expectations have. And while previous leaders had an opportunity to experience the shift in expectations as they moved up a corporate ladder, the millennial leaders stepped up fast and the skills just haven’t developed.

How can it be so different? It’s just people talking to people, right?  Well, people are at the root of the difference.

For a new leader, relationships aren’t the same.  When you step up to run an organization of teams versus a single team, you just don’t know people as well. Layers are added, and your ability to see how things are done and trust that things are getting done blurs. You have to work through others in a different way.  You have to let go of details, empower others and trust.  That’s hard. And most new leaders say it’s a significant shift in understanding how you should lead.

For an organization, everything about leadership is communication. Employees want to know where the organization is going; they want to feel inspired and motivated to work toward a destination and an outcome. No more meetings run with notes on a napkin; leaders have to put the time and effort into being effective every time they communicate.

Add to it the immediacy of those expectations. Leaders aren’t allowed to be “first-time” leaders the way they were allowed to be “first-time” managers.  There’s no “on-the-job” training for leaders; you have to show up ready to go.

That’s why the increase in coaching mirrors the increase in retirements.  Giving a new leader the support to develop a stronger toolkit and the guidance to understand expectations makes the difference in those who settle in well or those who find themselves trying to recover from missteps throughout their first year.

It’s a quantum leap to step up to leadership, and there are three broad areas where we guide the transition.

MESSAGING: Managers who are good at inspiring groups are standouts. Leaders who can’t do it…fail fast. Messaging goes from an asset to a requirement overnight. The impact of not doing well is felt quickly, and the most common feedback we hear when a new leader is struggling is the inability to inspire a large group.

We coach leaders on how to build messaging effectively and to think about the big themes as part of an ongoing communication plan and strategy. A leader’s focus on clarity can accelerate work productivity and lift morale quickly. The lack of clarity or direction from a leader can stall organizations and lead to disengagement or attrition. Clear communication becomes one of the most critical skills to understand and master quickly.

PERSONAL BRAND: Many of the millennial leaders are being promoted from within a company. That means that employees are being asked to see a colleague or a former manager differently. It’s not an easy transition, and we work with new leaders to be intentional about how people experience their brand in a bigger role. Interestingly, because they are younger, their resumes alone don’t give instant credibility.  They have to earn respect and they often feel as if they’re trying to prove themselves for several months. While leaders build relationships with their direct reports, they find it hard to influence the broader group that they don’t know well. They need to build internal tools for feedback, insights and a pulse on how the organization is feeling and reacting to their leadership.

CONNECTION: New leaders hear the pressure to shift their skills, but they want to find their own, authentic way to get there. They quickly miss the connection they were used to as a manager and the involvement they had in working side by side with others. They need new ways to connect with people and engage the entire employee base. Employees see them differently, and leaders search for ways to deliver consistently on all the expectations in a way that is both authentic and effective for them. We help leaders find their way to drive engagement across their organizations.

 

It’s a quantum leap from managing a team to leading an organization.  And the difference in those who make the leap well will be based, in part, on the support they get to accelerate their own journey and settle confidently into a leadership role.

Call us when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

SUPPLY CHAIN IN THE HOT SEAT

Work from home continues to get lauded for efficiencies and innovative approaches. The pandemic years will be remembered for a major shift in how and when we work. But there are also some real pain points, and supply chain is one of the groups dealing with a lot of those challenges.

Lockdowns prevented the flow of goods at every step. We’ve seen every industry impacted by manufacturing shortages. And consumer demand has driven inventory shortages. It’s hard to miss the struggles of supply chain.

Supply chain leaders are managing against an uncharted set of circumstances and external factors that are causing real consequences to businesses. That’s why they’re in the hot seat. Not because they did anything wrong, but because they’re managing one of the biggest pain points felt in companies today. Company Boards and top leaders are pushing for answers and insights on what’s happening. They feel the business disruption and need to know how to resolve it quickly.

So, they create “hot seat” moments for supply chain leaders. Those managers and leaders come prepared to communicate specifics and details of the problem rather than packaging the full picture of what’s happening. In fairness, they’re communicating what they’re asked to share: how to resolve pain points quickly. But it’s a rookie mistake at a senior level within a company. And it’s causing many supply chain communicators to feel caught in the hot seat.

Here’s how it happens. Supply chain leaders are asked to explain the problem and quite literally, that’s what they do. They come into executive-level meetings and communicate where the pain points are. They tell senior leaders what they’re working on to solve the problems, and they share details of steps and timetables to manage expectations.

The communication gap is this: what senior leaders ask for doesn’t translate into what they actually want. They want the full story, not just today’s problem. And when a supply chain manager or leader brings them the details of the problem, senior leaders worry that the leader is too reactive and managing against the problem of the day versus managing toward a broader view of what’s ahead of them.

It’s the difference in someone who is viewed as a strategic thinker versus a tactical thinker, and it all comes down to communication. It’s solvable, and it’s how we coach functional managers and leaders to organize their thoughts from a senior leader’s perspective.

Here’s how we build the broader view:

First, set context.
Before you give the details of your company’s problem, set context for the senior leaders.

Offer perspective on what’s happening and why you believe it’s happening across supply chain processes. Build your credibility as someone who understands the challenge from the factors outside your company to the impact those factors are having within your company. Company leaders and Boards like to hear what’s going on all around them. We call it external perspective, and it’s illustrated through examples of other companies and industries.

Context raises the altitude of a conversation and tells the full story from the beginning rather than just the problem which feels like starting in the middle.  Senior leaders find common ground with a communicator when they understand the full view of what’s happening and why it’s happening. It’s a broader view that makes it easier to see how a manager or leader got to the details of what they’re solving today.

Second, clarify the ideal state.
Senior-level audiences and boards ask for information about where things stand today, but they always contrast it to a snapshot of where the company wants to be tomorrow. Their perspective is that a clear sense of where we want to be leads to good decisions about managing today. While they ask for input on a current situation, they really want a clear picture of getting beyond the problem.

It’s the difference in someone who talks about a moment in time versus someone who can paint a picture over time.

Third, lead to a recommendation.
While every communicator should make recommendations to guide senior leaders’ decisions, they should also position options that show well-thought-out choices for decision making and compromise. Clearly define the way you think things should run. Then, explain the choices and options that senior leaders have to get there. This is where they consider resources, technology and all factors that can be managed to get to a modification of the recommendation.

Options are often based on moving slowly or quickly, comparing least disruption to greatest disruption, or considering lowest impact to highest impact. Three is the magic number when highlighting options that lead to a final recommendation. And because options are presented, it validates the communicator’s considerations and gives a senior leadership team some room to negotiate the best step.

Fourth, define the big steps.
Even with a strong storyline, every manager or leader wants to show the full range of steps and details behind actionable items. Organize the specific steps into broader steps. Keep the actions to three or four big concepts framed in a way that makes it easy to see there is detail below it. When you show a senior team 20 steps, they get into the weeds with you and analyze each and every step. That’s how conversations get off track, and it’s difficult to get them back on track.

Company challenges create visibility moments for individuals. And with the pressure on supply chain today, those moments are quickly becoming career-defining. Some managers and leaders will leverage those moments to illustrate their ability to think and communicate strategically. Others may miss the opportunity by focusing too much on the details of today and not offering a broader picture of what’s ahead.

It all comes down to communication. And with a little help on senior-level communications, you can turn your hot seat moment into a career-defining opportunity.

Call us when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Can I Get Back to You On That?

Jeff is leading a strategy discussion about a new product that his team hopes to roll out in 2022. His team has invested a lot of time and effort to get product capability and customer needs aligned. It’s been an 18-month journey, and it culminates today in this meeting around this ask of the executive team. He feels the pressure of representing the team and getting a green light to move ahead.

Ten minutes into the presentation, he feels confident. He has a compelling storyline, and he sees heads nodding as he connects the opportunity and describes the market gap for his listeners.

And then the Head of the Western Region jumps in and asks:

“How do you see this product performing in 2023 when we accelerate our global growth strategy?”

Jeff can feel the rush of adrenaline, and his flushed cheeks, and he realizes that he has no idea how this product would perform on a global scale. His team and his effort have been so focused on driving 2022 revenue in the US market that the road ahead of that wasn’t even considered. He’s caught off-guard and tries to recover with “Can I get back to you on that?”

Every executive-level conversation is different, but they all involve questions and answers. It’s the most dynamic part of the conversation and the hardest part to prepare for. Some say the virtual setting has made it worse because communicators can’t read body language on leaders or anticipate the emotion and reaction behind the questions.

Like Jeff’s experience, many communicators feel that the effort in the storyline gets forgotten if the Q&A doesn’t deliver the right responses. It’s not quite that cut and dry, but handling questions effectively is an “in the moment” skill to develop.

It helps to understand both perspectives in a Q&A discussion.

The communicator feels like they’re in the “hot seat” when questions are fired their way. They feel pressure to get answers right, and they worry about giving the response they think leaders want to hear. As a result, they tend to overload a response which makes their answer hard to follow.

Leaders don’t view Q&A as a test. In fact, some of the questions they ask don’t have clear answers. Their interest in Q&A is all about connecting ideas. Their role is to think about a topic more broadly to see how it impacts other initiatives. As a result, their questions aren’t easy because they leave out context that helps a communicator understand why the question was asked.

Communicators would feel less pressure if they understood more about the leaders’ intent. Leaders could clarify their intent with more context around their questions. So, there’s room to improve on both sides, but the pressure to improve Q&A falls heavily on the communicator.

There are three things a communicator can do to improve the outcome of Q&A:

Anticipate the questions. Not from your perspective, but from the leaders. More than 75% of questions are predictable. You just have to learn to think from the leader’s perspective. What are the priorities across the company? What are they talking about in town halls and quarterly meetings? If you think through how your topic connects to their priorities instead of waiting for questions that stretch the conversation, you’ll feel prepared for what they’re likely to ask to broaden the topic.

Adjust the questions. All communicators jump in to answer whatever they’re asked. But the better practice is listening to the question and resetting the scope of the question, when needed. Because if the first question seems a little vague, the follow-up question is guaranteed to make the communicator uncomfortable.

Consider Jeff’s question above. He could “guess” at an answer and say:

“I think the product will continue to do well into 2023 and will support our global expansion plan.”

The leader will come back with:

“How much revenue can you commit to the plan and how will we adjust the product to global requirements?”

Now Jeff is out on a limb, and his lack of knowledge is going to feel more exposed. He’s in danger of saying the wrong thing and misleading a leader. His better option is to adjust the question. It’s too broad for what he’s comfortable owning about the new product.

His adjustment would be:

“I can’t speak to a global impact or two years out in 2023. But I can tell you what we’re projecting for the US in 2022 and the momentum we expect to have at the start of 2023.”

Answer in a single sentence. In an attempt to answer with confidence, most communicators start talking while they’re forming an answer. Their plan is to talk their way to an answer. The problem is they ramble a good bit along the way. The leader gets lost in the rambling details and feels as if there wasn’t a definitive response. The best way to answer a question is with a clear, single sentence and then provide the context to support it.

And if you don’t know the answer? “Can I get back to you on that?” Yes, you can always get back to them. But get back quickly. Within the same day, when they’re asking for a missing data point or number you referenced but can’t recall. Within 48 hours, when they’re asking a more complex question like the comparison to a different product or historical data that supports trends. And if you can’t get the answer that quickly, be sure you manage expectations of when you will have it.

And what about the question that’s out of your sweet spot like Jeff’s was? As the meeting wraps up, ask the leader if they want you to expand your topic to include it. In many cases, they don’t want to go further with the question or they don’t mean to add it to your plate. They’re simply bringing their perspective and forward-thinking into the conversation.

Handling questions is a critical communication skill, and coaching all aspects of executive-level presentations is our sweet spot. And we can help you and your team strengthen the skills it takes to manage questions.

As always…… call us when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

Accelerated Leadership & Unexpected Risks

One behind-the-scenes consequence of the pandemic was the number of seasoned leaders who left the corporate world. Whether they were surprised by it with layoffs, guided toward it with early retirement or chose it of their own volition, the departure of seasoned leaders created a wide gap and broad opportunities for new leaders to step up.

It has brought new energy and fresh ideas to the leadership table…as well as some unexpected risks. In most companies, it was an intentional choice and an understood risk to pull forward less experienced leaders. And what we’re now seeing that companies didn’t consider was that the lack of experience could lead to a lack of confidence, which is paralyzing to a leader.

Here’s an example of the conversation that we’ve had with hundreds of these new leaders:

“In the last year, I moved up two levels and now run a region for our company. It has been an incredible opportunity for me and one that I didn’t expect to get for another five years. I’ve settled in with the five teams that now report to me, and we have begun to build a new way of working together. It was going smoothly until I dealt with a manufacturing delay. It happened a week before our senior leadership meeting where I planned to talk about the delay and ask for ideas for solving it. And that was a rookie mistake!

In less than five minutes, it was clear this was not the place to talk through “my” issue. The manufacturing delay, while not my fault, was my responsibility and no one in that room wanted to solve it with me. I felt foolish for bringing it up and embarrassed that I didn’t know how to resolve it.

And that’s when I realized the difference between me and the peers in the room was experience. I lost my confidence in that first meeting, and I’ve been trying to get it back ever since.”

For many leaders, confidence comes with experience. Every situation isn’t the same, but years of experience builds a repertoire of managing conflicts and bringing enough gravitas to discussions to drive toward a resolution. That isn’t easy if your repertoire is a few specific experiences vs. years of on-the-job training.

And it’s magnified by two other dynamics:

First, many corporate cultures feel “training” ends when someone reaches a director level. So, new leaders aren’t likely to feel comfortable seeking traditional training to strengthen their skills. And in many companies, it doesn’t even exist at the right level with the right focus.

Second, when these leaders were managers, they talked openly about uncertainty with their teams. They got kudos for being open and authentic. That has risks for a leader. It’s one thing for employees to know a  manager isn’t sure; it’s a very different feeling for employees when they know a leader is unsure.

And that’s why new leaders, and the leadership development teams who support them, are looking for new ways to strengthen personal confidence and expand executive learning.

There is an accelerated way to build confidence, but it requires a new leader to have good resources and make good choices in five key areas.

Here’s how we guide a new leader through the choices:

Reset Your Own Expectations – It may seem contrite, but many new leaders think about their roles as the next step beyond a seasoned manager.  It’s not. It’s a big leap.  When we engage with a leader, a common question is “Why does communication matter so much now? I’ve always had pretty good success influencing groups to date.” Well, expectations go up overnight. “Pretty good “ on a manager is “not good enough” on a leader.

Brand Your Superpower – While you may not have the experience of your peers, you do bring new thinking to a leadership team. Make sure this shows up quickly among your new peer group. Leaders are rarely subject matter experts. Instead, they bring a superpower that most companies are counting on to accelerate results and find new opportunities.

Build a Feedback Loop – As a new leader, you need to know your blind spots, and you need real-time insight on where you aren’t having impact.  No one is going to tell you. It’s risky to give a leader feedback, and even if you get honest input from a few, you’re relying on them to represent the perspective of a large group. Add a feedback loop into the communication process you put in place. Make it easy and safe for employees to provide feedback and reaction.

Know Your Skill Gaps – As I mentioned, you may not “learn” what you need to know in the traditional training format. That’s OK; you can find other ways and resources to continue to build out your skill set. But recognize that you need to continue to build it out. We help new leaders build a development plan that includes a blend of training for specific tools and 1:1 coaching for personal guidance.

Create a Support System – While it gets harder to ask for “help” internally, you can find a lot of support among peers in similar functions outside your company. Whether you get to a peer group through an industry cohort or you build your own cohort less formally, there are peers who are also settling into accelerated careers. A good sounding board and shared experiences builds trust and support quickly.

The concept of accelerating leaders has brought some unexpected gaps within organizations. But the gaps don’t have to widen. In fact, the steps above can narrow the gap quickly. There is unlimited opportunity for today’s new leaders; they just need a little help jumping in with momentum. Today’s leaders will gain experience in new and different ways, and it’s a topic we’re passionate about.

If you’re a new leader or you’re trying to help a group of new leaders build confidence, we’d like to share more about our approach.

Call us when you need us!

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!

The Spirited Leader – Passion vs Intensity

The last six months have been different, and the next six months may continue the trend. And our response to that is beginning to show up in language and communication.

We’ve said a lot about blurred lines between workspace and personal space, worktime and down time. But we’re also hearing some blurred lines between appropriate and inappropriate language and experiences.

Most of us are stressed with uncertainty and have felt a little frayed along the way. It’s a very confusing picture when some companies and individuals are overworked, and some are out of work. Some managers are pushing to make quotas and others are pushing to deliver products and services faster than they ever have before. And both extremes seem to bring out bad behavior.

Here’s what we hear:

“He just snapped on our sales call. He yelled at me and called me an idiot who would be lucky to still have a job on Monday.”

“She glared at me and told me I was the dumbest product manager she’d ever had to work with. She just didn’t think she could put up with me through the conversion.”

 “He called me out in front of all my peers.  He said his ten-year-old could have done a better job than me. And I was so upset that I burst into tears on the call. Then, I was mortified.”

 

And while the tense times may bring out the worst in some, the spirited leader wasn’t born out of the pandemic. And the language above isn’t passion; it’s intensity. It’s lashing out with the intent to make someone feel badly. And it’s wrong.

If you’ve been on the receiving end of intensity, you know how it makes you feel. We’ve all had our feelings hurt by a personal friend who’s a little too honest or a little too direct. But, when your boss takes a shot, it’s different. It’s someone in a position of power and influence who makes you feel belittled.

We meet a lot of leaders who are intense. And we sometimes meet leaders who need a little help recovering from outbursts similar to those above. In most cases, I don’t think they mean to belittle anyone.

Their roles are stressful. If an employee feels pressure, you can assume the pressure only intensifies when you talk to their manager or the manager’s boss. That’s not an excuse, but it is an explanation for what happens.

The spirited leader is someone who blends thoughts with emotions and expresses them in a tangled outburst. For a moment, emotion gets the better of them and they say things they shouldn’t say.

Through coaching, we can help someone recognize that emotion and thought have been smashed together. As a leader, you have to be intentional about what you say. And sometimes, you have to be careful about revealing how you feel. It doesn’t mean that you won’t have emotional reactions to people or situations. You are a spirited leader, and that spirit or passion may have gotten you where you are today.

But you can’t release that on someone else. You have to stay intentional about what you mean to say, and you have to own how you make someone else feel based on what you say. By separating your emotion from your thought, you can talk through what you’re thinking without always sharing what you’re feeling. You can also share what you’re feeling and then put it aside before you share the thought of what you want an employee to do.

Here are coaching thoughts for the leaders who shared the emotions above:

“He just snapped on our sales call. He yelled at me and called me an idiot who would be  lucky to still have a job on Monday.”

“John, I’m very frustrated right now, and I don’t want that frustration to be the only thing you hear.  So, let me put that aside and tell you this. (Breathe!) You aren’t delivering on our agreed upon expectations.  You had three things to accomplish this week, and they have not been accomplished. So, you need to figure out how to get out of a rut in order to stay in your role.”

“She glared at me and told me I was the dumbest product manager she’d ever had to work with. She just didn’t think she could put up with me through the conversion.”

(Breathe and exhale as you relax your face. Don’t send emotion forward through nonverbals.)

“I am feeling very defeated by our mistakes on this conversion. And I’m not sure how to improve things. Do you have better insight on why we’re struggling to work well together?”

“He called me out in front of all my peers.  He said his ten-year-old could have done a better job than me.  And I was so upset that I burst into tears on the call. Then, I was mortified.”

It doesn’t take a spirited leader to get this one wrong. Good leaders give positive feedback in front of a peer group and give constructive feedback only one on one.

We have blended workspace and personal space and work time with down time. But intensity has to stay out of the work conversations. In personal relationships, unleased emotion may hurt someone’s feelings. In a work relationship, it could cost you your job.

If you’re a spirited leader, try the concept above. Recognize what’s happening and manage through it by talking about emotions and thoughts separately. And if you work for a spirited leader, see if you can get this newsletter in front of them.

Maybe they’ll call us when they need us.

IT’S GETTING PERSONAL – Some Guidance for Managers

The last few weeks have been hard on everyone, and we’re still working through what a pandemic means for each of us and our families. Our thoughts and prayers go out to anyone who is dealing with COVID-19 in their homes and with their loved ones.

It has disrupted our work and our families, and we still don’t know what lies ahead. And neither do any of the managers trying to support and guide people through this uncertainty.

The role of the manager has lost its boundaries in the last few weeks.

Because once employees watch CNN, Fox News, local networks and all online news feeds for an update, they’re getting on calls with their managers and bringing their concerns and questions to those calls. Some concerns are about the work at hand, but most are about what’s ahead and how this will impact me.

It’s a role that a lot of managers just aren’t ready for. It’s ballooned beyond what I owe you today to what happens to me tomorrow. Emotions are on edge, protocols are forgotten, and managers are dealing with more neediness than they’ve seen before.

And, some managers are overwhelmed. This is so much more than managing work process and individual contributions.  It’s getting personal to people’s lives and what they’re dealing with in their virtual setting from simple things like home schooling and groceries to complex things like worrying about elderly parents and wondering how to keep your family and friends safe.  It’s humanity.  It’s up close and personal, and it’s overwhelming to someone who didn’t really sign up to take on counseling.

It’s a tough role; it’s a tough time. And as one colleague said, “This is when we’ll figure out who the strong people leaders really are.”

Whether you’re a young manager trying to navigate the blurred lines or an overwhelmed one looking for a few best practices, here are our thoughts on connection that could help out.

JUST LISTEN.

If you’re feeling overwhelmed by all the questions coming your way, don’t worry about providing  answers.  There aren’t concrete answers available right now.  Just listen. A starting point for anyone feeling overwhelmed or scared is to feel that someone is listening to those concerns.

Listen and acknowledge the worries.  Keep in mind that some employees live alone, and it won’t take many days of work from home to feel alone and lonely. Be a simple point of connection.  Listen and acknowledge the feelings that you hear.

REMEMBER ME.

Even though you’re juggling multiple things and jumping from call to call, your team doesn’t see it. They don’t have visibility to the line outside your office or your calendar invites which keep moving around.  They lose perspective on the tugs of your time, and you may lose a little perspective on their inputs as they ask for connection.

If you manage a large team, you may find it helpful to take notes and keep track of what I told you about my family or my roommates.  It will mean everything to me if you remember me when we talk again. And when people are under stress, they don’t remember as well as they normally do.

BE OPEN OR BE STILL.

You have a choice in what you share about your life and your family. In the last two weeks, some managers have felt invigorated to share their personal lives and home hurdles, and others feel like their entire team just moved into their living room.  Some managers are very open about their personal lives; others are more cautious.  And both reactions are OK.  You can define your boundaries and how front and center you want your whole life to be to others.

You owe employees a listening moment, not always your life story. You should always be present with your team, but it’s more about the team than the deep dive into you.

HEAR THE WEIGHT; DON’T WEAR IT.

You can’t solve this for everyone.  It’s going to be a long and hard process.  And you don’t have to.  You can hear me without taking on my challenges. Be very careful about that.  There is an art to learning how to help someone else feel better without making yourself feel worse. Focus on making someone feel heard, not solving their problem.  Notice we keep coming back to…. Just Listen.

KEEP WALKING.

I have four siblings and lots of nieces and nephews.  And when my father died, we had a house full of people working through the grief and the logistics. It was sad, it was close, and it was a little suffocating. And over the course of those days, we walked miles and miles…never all together and never fully alone.  We just seemed to pair up and take walks.  It was about getting space, breathing deeper, and resetting ourselves. It was the simple-ness of doing something. Take the space you need, especially when you’re in a newly defined workspace.  Take the time you need to breathe and clear your head.

YOU BEFORE ME.

It seems counterintuitive to tell a manager to put themselves first.  But the reality is no one is their best under pressure.  Nerves get frayed, and emotions run high.  You don’t want to be back on your heels, but the circumstances are not normal. Your team needs you to bring your best game.  Find a way to start each day with you.  Whatever it takes for you to focus your mind, open your heart and just take this one day at a time.

We’re here when you need us.

Executive Presence Is a Top Priority for Leadership

High-potential and leadership programs are a top priority as companies focus on succession planning and the development of future leaders. And, as companies define skill gaps, Executive Presence has become a hot topic and an urgent priority.

While it is a part of every assessment and curriculum, many development managers struggle with what it is and how to build it into a leadership program. The concept of Executive Presence is not a new one. People have talked about the aura of leaders and the need for them to have leadership presence for some time. But the gap is wider because future leaders just haven’t followed the same development paths or had the same mentoring opportunities their predecessors had.

Presence isn’t something you give yourself. It’s something you earn from those around you who respect your right to speak and your ability to lead. Some have called it an “earned authority.” It is a combination of behaviors and attitudes that present a sense of confidence, competence, commitment, and authenticity.

Although we’ve coached leadership presence for thirty years, we were intrigued to understand the impact of presence within an organization and to gather perspective through a lens other than our own. So we commissioned a survey on Executive Presence with nearly 400 CEOs, C-level executives, corporate communications executives, and professional development managers. The results were confirming and surprising.

We found them confirming in that senior executives see presence as an essential part of their job. In fact, 89 percent of survey respondents believe that presence helps you get ahead. All of the executives interviewed believe presence can be a differentiator. And 78 percent say a lack of presence will hold you back.

Why? Because while many struggle to define it, everyone agrees presence is easy to spot. Presence fits a person like a well-cut suit. People who have presence fill a room and command attention as if they simply have a right to be there.

Surprisingly, 98 percent of the executives also admitted that their skills were not innate. That’s surprising because most development managers are quick to say that future leaders either have this trait or they don’t. While they definitely value the impact of presence, development managers are skeptical about whether or not it can really be developed.

In fact, the gaps in perspective were highlighted when we asked senior executives and development managers for the most effective ways to develop presence. Executives leaned heavily on three concepts:

1. Observation: 70 percent of the executives observed presence early in their careers.
2. Coaching: 65 percent of executives say executive coaching can help a leader develop presence. Only 20
   percent of the development managers believe this.
3. Training: 55 percent of executives say that leadership programs are a great way to develop presence; only 33
   percent of those who run these programs believe this.

All of the executives we interviewed said they were aware of the impact of different leaders in their organizations and they made note of what set them apart. All of the survey participants felt they had worked on their own presence, and approximately 35 percent thought they could benefit from more work. Most said they think intentionally about how they need to come across, and they work hard to deliver an authentic, succinct, and relevant message. In fact, they believe their ability to do so can calm unsettled issues, inspire unfocused employees,
and convince skeptical audiences.

This strong buy-in to presence by the C-suite explains why senior executives need to be involved in developing presence in others. Some companies do this by rotating a portion of the curriculum among senior leaders; others use executives to set the tone for a program and to offer feedback at the completion of it. Executive participation also speaks to what future leaders really want out of leadership programs, and that’s exposure. Many rising stars believe that if they get exposure to the senior management team, they can create their own fast track and their own potential. The personal stories we heard through our research suggest this may well be true.

We recommend three key elements for a program or curriculum on Executive Presence:

• Assessment: Presence is about perception, and the critical starting point for any future leader is to have a clear understanding of how he/she is perceived. Feedback and evaluation set the stage for where you are today and where you need to be in the future. It’s also the acid test for feedback. The executives we interviewed said feedback was an important part of their own development. They were open to it and sought it frequently.

• Core Skills: There are fundamental skills of presence tied to how you use your body and voice. Every future leader needs to know how to develop and deliver thoughts with confidence and conviction. Our research defined key attributes of presence and revealed that these skills can be developed and fine-tuned in any individual.

• Coaching and Practice: Ultimately, it takes practice to turn initial impressions into lasting ones. Many structured programs use a case study or simulation to give future leaders an opportunity to apply skills to a business situation. This is the point at which existing leaders are willing to engage and support the program with feedback. Coaching
ensures that this high-profile exercise is a high exposure and high payoff for future leaders.

Ultimately, these three ingredients help future leaders develop skills for immediate success and long-term results.

According to senior executives, Executive Presence is a priority because it’s one of the leadership traits that can’t be supported by anyone else. When you step into the C-suite of an organization, you go from being a specialist in an area to being a generalist. Your messages broaden, your audiences expand, and you have to engage and influence every one of them.

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