In the hybrid workplace, where CEOs must be present online and in person, executive presence follows a particular set of norms. Women-friendly leadership styles are thriving. Women may benefit from leadership development by discovering the power of their own real dignity, presentation, and engagement styles.

Women are establishing their own brands to demonstrate their worth to an organisation and progress their careers in a time of vital transition, thanks to increasing freedom in displaying their abilities. Women may improve their executive presence in three key areas to obtain influence:

-Show confidence, strength, and flexibility.
-Speak with clarity, expertise, and openness.
-Compassion, perseverance, and empathy should be demonstrated.

Leadership training for women can emphasise on relating to people, regardless of their status in society or company, to develop deep ties with distant colleagues. Executive presence encapsulates this soft talent in its entirety: how to appear, speak, and act.

The New Success Outfit

The new appearance of leadership was clad in a fluffy pink coat in the early stages of the coronavirus epidemic. Dr. Suzet McKinney, now a principal and director of health sciences for real estate developer Sterling Bay, was instructing troops and airmen to prepare Chicago’s McCormick Place convention centre as a COVID-19 treatment facility. Her commanding 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 gaze and sense of purpose were formidable forces in commanding actions on the ground.

For many years, female CEOs projected a specific style or dressed in a certain way to blend in with the dominant culture. The way a leader presents himself at the office or at a social gathering is still significant because it impacts how others view his or her talents. However, leadership styles no longer have to be dressed up in a suit or wrapped in a Valentino gown. Effective leaders, on the other hand, enter a room wearing confidence, trust, strength, and adaptability.

This is Sheryl Sandberg’s executive presence as Meta Platforms director. Her laid-back manner exudes executive presence. Sandberg, as Facebook’s chief operational officer, believed in Harvard Business School professor Frances Frei’s credo about «making others better as a result of your presence and ensuring that impact lasts in your absence.» Executive presence isn’t only for Fortune 500 CEOs: it’s crucial for operating a tech firm.

The epidemic compelled a relaxation of workplace formality. During Zoom meetings, a dog would run into the camera and scratch at the executive’s separation wall. The closer examination revealed that business leaders are adaptive and versatile. They wanted to foster a culture that would thrive in times of distress.

Ready, Willing, and Able to Deliver a Speech

Aside from appearance, executive presence can be seen in clear and trustworthy messaging. For example, Diane Offereins, executive vice president of Discover Financial Services, is a well-informed 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, ever over-prepare. Speakers who know their stuff are able to hit the ball out of the park. Whatever technique is used, its success becomes part of a person’s personal brand and can be replicated with confidence.

If leaders deliver their message clearly and with good language, the written word may have the same authority. Words matter, whether in print or online, and especially in the minefield that is social media. Mistakes have ramifications not only for a person’s personal brand but also for an executive’s organisation. Once again, their grasp of the subject is what gives them confidence in their communications.

While not everyone can afford to hire a public relations firm to guide them through such minefields, it is important to avoid reacting. Think about your next moves strategically. They must be cognizant of potential public material, how it should be seen, and how the organisation or corporation should be regarded.

Act: Adapt and Thrive

Compassion and empathy are two of the most freeing keys of the leadership toolbox. Women who combine extensive knowledge of their industry with a grasp of their business partners can demonstrate the resilience required to navigate change. In an unclear corporate climate, women must be at ease with pivoting to the uncomfortable. Organisations had to be agile during the epidemic to thrive now.

Many executives did not follow a predictable career path. They had to change their strategy. Women should be encouraged and coached to take risks in order to achieve their goals. A would-be CEO in human resources (HR) must learn what it takes to become CEO. Before they can get into the C-suite, they may need to accept a lateral job or perhaps a demotion to grasp what’s going on at the operational level.

Authenticity is the key to performing with meaning. If a leader wishes to be renowned for warmth and empathy, everything they do should reflect this. Leaders frequently require a reality check from a trusted colleague 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 linked. The better prepared someone is, the more confident they will be. They have stronger executive presence when they are more assured. Their authority is visible in their expressions and how they show themselves. It’s welcoming. It feels good. These are the people who build a following and networks. They have everything together.

References

Training bioinformaticians in High Performance Computing
2009 William Allan Award Address: Life in The Sandbox: Unfinished Business
Neuroethics and public engagement training needed for neuroscientists
Main gamification concepts: A systematic mapping study