“Open, honest and effective.” Those are the words used to describe a world leader’s executive presence in these globally challenging times.
Other descriptors such as “strategic and well connected with a high net worth” used to overshadow the aforementioned.
Here are a few more pre COVID-19 descriptors:
CEO has approximately 200 million customer accounts and activities in more than 160 countries and jurisdictions.
CEO has spent her career climbing the ranks from the classroom to leading a fortune 100 company.
These descriptors are admirable and respectable qualifications. However, leaders need to develop a relatable executive presence (outward expressions), which begins with renewing your executive mindset (an inward work). According to Lisa Parker, author of Managing the Moment, executive presence, which refers to your outwardly expressed actions and behaviors, can have 10 premises:
- Presence is the sum of one’s actions and behaviors.
- Behavior can be learned or relearned and actions can be managed.
- Your career is a collection of moments.
- We may not know what presence is, but we know when we see it.
- Leadership is both more personal and more public than ever before.
- Objective self-awareness is a precondition to being present.
- Presence is only presence if you are with other people.
- All communication is your presence in action.
- Being in the moment allows us to adapt quickly and to actively influence what happens next.
- Stress is the poison of presence.
A New Era
We are in a new era of life and work – the world has changed dramatically. Executives are facing a complex problem. Namely, how do you redefine your value and ask yourself probing questions such as, “how do I bring relevant value to my company?” And, “how will the accomplishments of the past carry us through today and build success in the future?”
These are the questions on the minds of millions of executives around the globe. Many companies have changed at an alarming pace. The pandemic along with economic and national unrest has sped things up. Employees need your expertise, your industry knowledge along with your fierce commitment to practicing strong self-awareness and self-regulation on their behalf.
Pre world-wide pandemic, executives planned for long-term sustainability and evaluated where their strengths were best utilized at that time. You planned, established markers and measurements and moved forward with each team member from the front-line to the stakeholders. Before COVID-19, it was about your capacity as CEO or business leader. Now, it’s about their capacity.