In the hybrid workplace, where CEOs must be present both online and in person, executive presence follows a particular set of standards. Alternative leadership approaches that benefit women are thriving. Women may benefit from leadership training by discovering the power of their own real dignity, presentation, and interaction styles.
Women are establishing their personal brands to demonstrate their worth to an organisation and progress their careers in a time of vital transition, thanks to new opportunities to showcase their abilities. There are three major areas in which women may improve their executive presence in order to obtain influence:
-Make an impression of confidence, strength, and flexibility.
-Speak with authority, clarity, and openness.
-Compassion, resilience, and empathy must be demonstrated.
Leadership training for women, regardless of their position in society or company, can focus on relating to people in order to develop deep ties with distant colleagues. Executive presence encompasses the entire package: how to appear, talk, and act.
Image: The New Success Dress
The new appearance of leadership in the early weeks of the coronavirus epidemic was a fluffy pink coat. Dr. Suzet McKinney, now a principal and director of bio sciences for Sterling Bay, was instructing troops and airmen to outfit Chicago’s McCormick Place convention centre as a COVID-19 treatment site. Her command presence was not derived from her ski jacket and turtleneck uniform, but rather from her clear desire to assist Illinois’ public health response. McKinney’s focused eyes and feeling of purpose were a formidable force in commanding activities on the ground.
For many years, female CEOs dressed clothing or projected a specific style to fit into the prevailing society. The way a leader appears in the office or at a social gathering is still essential because it impacts how others view their talents. However, leadership styles do not have to be buttoned up in a suit or wrapped in a Valentino gown. Instead, effective leaders enter a room wearing self-assurance, trust, strength, and flexibility.
Sheryl Sandberg’s executive presence as a Meta Platforms director is like this. Her relaxed manner exudes executive presence. Sandberg, as Facebook’s chief operational officer, believed in Harvard Business School professor Frances Frei’s adage about «making others better as a result of your presence and making sure that impact lasts in your absence.» Executive presence isn’t only for Fortune 500 CEOs: it’s critical for operating a tech firm.
Because of the epidemic, formal workplace professionalism had to be relaxed. A dog would rush into the camera during Zoom meetings and scratch at the executive’s wall of separation. The closer study revealed that corporate leaders are adaptive and versatile. They want to foster a culture that would thrive in times of distress.
Speech: Prepared, Willing, and Capable
Beyond appearance, executive presence is demonstrated by clear and trustworthy communications. For example, Diane Offereins, executive vice president of Discover Financial Services, is a knowledgeable and prepared speaker who ensures that all perspectives are heard. People want to hear what Feeding America CEO Claire Babineaux-Fontenot has to say when she talks — or just walks into the room. Leaders who give keynote speeches or other presentations should never over-prepare. Speakers who know their stuff are able to hit it out of the park. Whatever technique is used, its success becomes part of one’s personal brand and can be repeated with confidence.
If leaders communicate their knowledge with clarity and correct language, the written word may carry the same authority. Words matter in print and online, especially in the age of social media. Mistakes have implications not only for a person’s personal brand, but also for an executive’s organisation. Again, it is their grasp of the subject that gives them confidence in their communications.
While not everyone can afford to hire a public relations firm to help them navigate such minefields, it is important not to react. Consider your next moves strategically. They must be cognizant of potentially public material, how it should be seen, and how the organisation or firm should be regarded.
Act in order to adapt and thrive
Compassion and empathy are two of the most freeing tools in the leadership toolbox. Women who combine in-depth knowledge of their industry with an awareness of their business partners can demonstrate the resilience required to navigate change. In an unclear business environment, women must be at ease with pivoting to the uncomfortable. Organisations have to be agile during the epidemic in order to thrive now.
Many executives’ careers did not follow a straight line. They needed to change course. Leadership development should motivate and advise women to take risks in order to achieve their goals. A would-be CEO working in human resources (HR) must understand what it takes to get to the position of CEO. Before they can advance to the C-suite, they may need to take a lateral role or perhaps a demotion to comprehend what’s going on at the operational level.
Authenticity is the key to behaving with purpose. If a leader want to be remembered for warmth and empathy, everything he or she does should reflect that. Leaders frequently need to check in with a trusted peer who is free to remark, «Yeah, you’re not coming off that way» or «Yes, you need to work on this piece.»
People’s appearance, speech, and behaviour are all connected. The better prepared someone is, the more confident they are. The more certain they are, the greater their executive presence. Their authority may be observed in their expressions and how they portray themselves. It’s appealing. It’s reassuring. These are the people who build a following and a network. They have everything under control.
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