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leadership presence

This week we introduce a new feature where we answer your questions. Please see the link below for submission details.

Question:

Please explain Leadership Presence Workshops, who should attend and the material covered.

Answer:

Today, the expressions executive presence and leadership skills are often used interchangeably. We selected Leadership Presence to describe training specifically for management that administers teams. It’s training for people already recognized within their organizations as leaders, who are responsible for driving results.

Our focus is training to facilitate and develop stronger, more reflective judgments that generate greater team productivity. The 2-day interactive workshop builds on the fundamentals of team dynamics. Last month we introduced Deloitte’s 2017 Global Human Capital Trends report. This survey absolutely reaffirms the significance of teams:

“Agility plays a central role in the organization of the future, as companies race to replace structural hierarchies with networks of team empowered to take action.”


Leadership Presence Workshop examines five keys to leading a team
The core content is based on the five keys that are the door openers to guiding, driving, influencing and actually leading teams:

  • Emotional Intelligence: A so-called “soft skill,” or people skill – we examine how empathy can and should be implemented in real-time business applications.
  • When leaders learn to decipher their own motives and values, they are better equipped to assess those of team members.
  • Integrating specific elements to create a productive “climate” that stimulates daily team interactions.
  • Setting team goals– how to move from theory to implementation.
  • Understanding leadership style options – and how to select the correct one for the moment.

Leadership styles

Today, being an effective leader requires having a broad repertoire of leadership styles for varying situations. Consider playing a round of golf with just one club – would you play a good game? Likely not.

The same is true of the need for a repertoire of leadership styles. According to Harvard University findings there are six styles: 3-long term styles and 3-short term styles that create an optimal toolkit and equip leaders for every situation.During the workshop we examine the six styles; all are applicable to any size company, any industry and any culture.

The six leadership styles are:

  • Visionary
  • Participative
  • Coaching
  • Directive
  • Affiliative
  • Pacesetting

Studies have shown that leaders typically have a very narrow repertoire of styles they use with their teams. Participants have an opportunity to explore and expand their own styles. This creates the ability and awareness of when to adopt a specific style based on the circumstances, team members engaged and desired outcome.

Sustainability Program

Leadership Presence Workshops feature an optional Sustainability Program offering continuous check-in consultations to further enhance the learned skills.

Some final thoughts from Trend 1 of the Deloitte report:
“As this new type of organization takes hold, working in teams will likely become the norm in business, and dynamism will become an organizational hallmark. Building and supporting teams will be leaders’ principal tasks.” (Our highlights)

Submit your question to Corporate Class Inc. Please note: Every effort is made to answer questions in a timely manner.

The ONE Thing You Must Learn to Share to Improve Your Leadership Presence

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So, you’re a leader. You inspire and motivate those around you; you have a dedicated, loyal group of followers; you have a vision for the future. You’re doing great!

Wait. Do those around you, including your dedicated group of followers, know your vision? Do you communicate that vision with them? Do you know what it will take to attain that vision, and how those in your circle can help you get there?

We often hear leaders identify themselves as visionaries. Perhaps they are, but they don’t seem to be perceived as such. When we debrief our clients on their Executive Presence 360, many of them indicate that they are visionaries. To their surprise, their respondents don’t indicate that as an attribute. Why the disconnect?

Leaders are laser focused and move towards their goals with that vision in mind. They ask their team members to work on certain tasks without sharing their vision. They omit to explain why what they asked them to do is so important. Sharing your vision will not only help you attain that vision, it will inspire and motivate your team to forge ahead and help you make that vision a reality.

The “Why” Factor

Simon Sinek, popular author, speaker and consultant, explains how great leaders inspire action through their vision during his Ted Talk. According to Sinek, all great leaders and organizations think, act and communicate in the exact same way, which just so happens to be the opposite way of everyone else. Sinek calls this method of communication the Golden Circle.

In the middle of the circle is the “Why”, then comes the “How,” and finally, the “What.”Everyone knows what they do, some know how they do it, but very few know why they do what they do (the purpose, cause). That’s why most of us communicate from the outside in – we share our “What” first.

All great leaders, on the other hand, communicate from the inside out; they share their “why,” or their vision, first. As Sinek says: “People don’t buy what you do, they buy why you do it.” He uses the example of Apple to demonstrate this theory by explaining that Apple, a computer company, shares their vision first, and that’s what we buy into – it just so happens they make great computers. But it’s the “why” that Apple shares with us that leads us to buy any product that they develop, whether it’s a computer, DVR, MP3, television, etc.

Being a visionary is a core trait of a great leader, however the secret lies in your ability to communicate that vision to others. If those in your circles do not see you as a visionary, and you see yourself as one, you’re missing out on a huge opportunity to engage and inspire your followers even more. Be the leader you know you can be, and share your vision!

To find out more how you can increase your leadership abilities, including learning how to share your vision, take a look at our Leadership Presence workshops!

Top Leadership Qualities of a Good Leader

Side profile of a lion looking up into the sky.

Want to learn how to be a great leader? See if if you have these leadership qualities.

We’d all love to be excellent leaders; to inspire and motivate those around us, to be respected and admired, to lead with conviction and authority. Being a great leader is, as we all know, often easier said than done. There seems to be a certain set of indefinable qualities that we find within great leaders. Sometimes we can put our finger on it; other times, it eludes us.

Despite our occasional inability to define what it is exactly that makes a great leader great, one thing is certain: all great leaders possess certain qualities that propel them to “Great Leader” status. Let’s take a look at what some of those qualities are:

  1. Influence and Executive Presence

    In the realm of leadership, inspiration is the pull, while motivation is the push. Great leaders inspire and motivate their teams, distinguishing them from the rest. A skilled communicator is crucial, fostering trust and empowering employees. Innovation is vital, especially in today’s corporate landscape, and leaders who encourage it achieve remarkable success. Effective leaders mentor employees, helping them become doers. Empowering employees ensures tasks are completed efficiently. Some leaders exhibit bad qualities, but great leaders rise above, creating a motivating environment where employees excel. Influence and executive presence hinge on inspiring and motivating effectively, enabling success in today’s corporate world.

  1. First Impressions

    Creating great first impressions is essential for anyone aspiring to be recognized as a leader. This concept is akin to the lion, often referred to as the king of the jungle. The lion may not be the smartest, strongest, or bravest, but it is perceived as the epitome of power due to its majestic and charismatic presence. This image, combined with assertive behavior, effectively communicates the lion’s innate authority. Similarly, in the realm of leadership, particularly in the Center for Creative Leadership, it’s not just about inherent qualities of good management but also about projecting an image that resonates with leadership. Whether it’s through professional dress, meticulous grooming, confident demeanor, or maintaining physical fitness, these elements contribute significantly to making powerful first impressions.

  1. Trust

    When we first meet someone, we immediately answer two questions: “Can I trust this person?” and “Can I respect this person?” – trust and competence, respectively. We do not value both of these questions equally, and in fact, we value trust above all else. Historically, our ancestors needed to determine whether an outsider posed as a threat immediately, before they determined whether this person could be an asset to their group. Often times when we introduce ourselves to others, we are focused on showing our competence, when people are really looking for our warmth. Great leaders know this and focus primarily on building relationships on trust, especially in the beginning. After all, trust is a conduit of influence.

  1. Effective Communication

    Effective communication is a cornerstone of great leadership and organizational success. It involves much more than just choosing the right words; it’s about mastering the art of listening and engaging in meaningful dialogue. Great leaders often talk less and listen more, demonstrating a sincere interest in others’ ideas and perspectives. This approach not only fosters a positive environment but also encourages interconnectivity within the team and corporation.

  2. Self-Awareness

    Self-awareness is one of the fundamental qualities of a good leader. Leaders who possess self-awareness are in tune with their strengths and weaknesses, allowing them to make informed decisions without blindly trusting their instincts. They understand what’s right for their team and organization, recognizing that trust is built on ethical choices. A leader’s journey towards self-awareness is ongoing, involving continuous learning and the humble acknowledgment that they don’t have all the answers. It’s also important to note that academic qualifications, like a master’s degree, are valuable but must be complemented by practical experience and empathy for team members’ needs.

  3. Respect

    Respect is a cornerstone of effective leadership. Leaders respect their team members’ backgrounds, experiences, and wide range of skills. They create an inclusive environment where diversity is embraced and where every team member feels valued and heard. Leaders also build trust through active listening, sincerity, and a genuine desire to work collaboratively. They understand that trust and respect are key components in reducing turnover and nurturing long-lasting relationships within the organization.

  4. Compassion

    Compassion goes hand in hand with respect in the qualities of a good leader. Effective leaders exhibit compassion by putting the needs of their team members at the forefront. They nurture a culture of authenticity, where team members feel empowered to be their true selves. Leaders lead authentically, which fosters trust and commitment. Additionally, they approach decision-making with empathy, understanding the feelings of others, and striving for positive outcomes.

  5. Vision

    Vision is the guiding force behind a leader’s actions. A leader’s vision sets the direction for the team and organization, inspiring team members to accomplish shared goals. Leaders with vision are like researchers, continuously seeking new insights and best practices to achieve the desired outcome. They understand that resilience and a positive outlook are essential, especially in the face of setbacks. Leaders ensure their teams have the guidance and support needed to turn their vision into reality.

  6. Learning Agility

    Learning agility is one of the most important qualities of a leader. Leaders embrace the opportunity to grow and improve, both personally and professionally. They hone their skills, acknowledge their strengths and weaknesses, and actively seek feedback. By being flexible and approachable, leaders create an environment where team members feel encouraged to contribute their unique strengths and perspectives.

  7. Collaboration

    Collaboration is at the core of effective leadership. Leaders foster collaboration by building trust and creating a workplace where team members want to work together. They exhibit the behaviors and qualities they expect from their teams, serving as role models. Leaders enable their teams by providing access to resources, and they understand that servant leadership, prioritizing the needs of their team members, leads to accomplished goals and positive outcomes.

  8. Integrity

    Integrity is non-negotiable for good leaders. Leaders don’t trust blindly; instead, they make decisions based on what’s right for their teams and organizations. They act authentically and sincerely, building trust and a positive outlook. Leaders hold themselves accountable and make ethical choices, fostering an environment of respect, trust, and empowerment. They understand that integrity is a vital component of reducing turnover and nurturing long-lasting relationships.

  9. Courage

    Courage is an essential trait in leadership. Leaders have the courage to inspire their teams, even in the face of challenges. They exhibit patience and humility, acknowledging that growth and improvement take time. Leaders also make courageous decisions without hesitation, guided by their vision and the best interests of their teams and organizations.

  10. Gratitude

    Gratitude is a quality that effective leaders exhibit. They appreciate the opportunity to lead and nurture their teams. Leaders express gratitude for their team members’ contributions, fostering a positive work environment. They understand that gratitude is a component of building trust and creating a workplace where team members feel empowered and valued.

  11. Resilience

    Resilience is the ability to bounce back from setbacks, and it’s a quality that leaders embody. Leaders remain resilient in the face of challenges, maintaining a positive outlook and guiding their teams towards positive outcomes. They provide guidance and support, ensuring their teams make informed decisions with their full attention on professional goals.

All great leaders possess different but strong leadership skills that make them the inspiring, motivational leaders that they are. Once this is certain, however: all great leaders possess presence. We know it when we see it. The great thing about leadership presence is that it can be learned; leadership and executive presence are neither exclusive nor elusive. To find out how you can increase your executive presence, visit our Leadership Skills Workshop and Executive Presence Workshops to learn key leadership qualities.

Double Standards: Why Women Often Struggle with Their Executive Presence

women-executive-presenceWe hope you enjoyed our blog series on The Secret Handshake: Mastering the Politics of the Business Inner Circle. There was certainly a lot to cover from the book, and in reality, each section covered could have been expanded upon much more. However, there was one section in particular, on power, that is arguably one of the most important sections from the book. Power can either make or break you; power comes first, and everything falls into place afterwards. It is for that reason that this week we will delve further into notions of power and powerlessness, what it means, and how it affects things like your physiology and emotional and mental states.

Dr. Amy Cuddy, a global leader on research around presence and body language, has recently published a book called Presence: Bringing Your Boldest Self to Your Biggest Challenges. Chapter five in this book is entitled “How Powerlessness Shackles the Self (and How Power Sets It Free), and it examines the differences between personal and social power (which was covered in the Secret Handshake blog series), and the difference between having power and being powerless. Dr. Cuddy begins by explaining that powerlessness can often come about when were are faced with a big change in our lives, and is followed by a self-perceived loss of power, accompanied by feelings of insecurity and anxiety. This depleted state that we experience makes us feel that we cannot cope with the situation at hand. When this happens, opportunities become threats, and therefore we actively avoid them. This is arguably the most important aspect of power versus powerlessness: when you feel powerless, you avoid opportunities, and vice versa. Power activates the behavioural approach system, and powerlessness, the behavioural inhibition system.

Another important aspect of power that is essential to understand is that personal power is uniquely essential (as opposed to social power). As Cuddy states: “Unless we feel personally powerful, we cannot achieve presence, and all the social power in the world won’t compensate for its absence” (114).

Feeling Powerless

  • Feeling powerless impairs thought: powerlessness and the anxiety that results from it undermine what psychologists call executive functions. These executive functions include high-order cognitive tools like reasoning and attention control. It also induces goal neglect, which is the phenomenon of failing to remain focused on a goal
  • Powerlessness makes us feel self-absorbed: the link between anxiety and self-absorption is bidirectional – the more self-focused we are, the more anxious we become
  • Powerlessness prevents presence

Feeling Powerful

  • Power can protect us: power acts as a buffer against negative emotions
  • Power can connect us: feeling powerful can often improve our ability to read and relate to other people. In addition, when we feel powerful we allow ourselves to be more open to others
  • Power can liberate our thinking: power seems to improve our ability to make good decisions under complex conditions
  • Power can synchronize us: feeling powerful can synchronize our thoughts, feelings and behaviours
  • Power can incite action: simply put, feeling powerful makes people proactive
  • Power can make our actions more effective: remember how when we feel powerful, we approach opportunities instead of running away from them?

Clearly, there are so many incredible side-effects of feeling personally powerful. Not only does power positively affect our lives in these ways, but it also affects our physiology. For instance, studies have shown that high-status individuals (i.e. those who possess social power) tend to have high levels of basal testosterone, which is the dominance and assertiveness hormone. Secondly, those who lack feelings of power often exhibit higher levels of cortisol, the stress hormone. It therefore makes sense that people who have a high sense of personal power cope better in crises. Evidently, the power of power cannot, and should not, go unnoticed.

Ways to increase your personal power can be so simple as to adopt a better body posture. Other ways include adjusting how you speak with and engage with others, as well as actively trying to deter negative thoughts that make you feel powerless. When you do so, you will notice feelings of power slowly encroaching in your day-to-day interactions. Others will notice too!

Works Cited

Cuddy, Amy. Presence: Bringing your Boldest Self to your Biggest Challenges. New York: Little, Brown and Company, 2015. Print.

Self-Knowing and Authenticity

Alas! We have finally reached the last blog post on Leadership Presence – self-knowing and authenticity. Over the past few weeks, we’ve discovered what leadership presence means, what it can do for you, and how to attain it. Last week we began to dissect the final piece of the puzzle in the quest to obtaining leadership presence: self-knowing. This week, we continue with this theme but discuss it in terms of authenticity.

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What is authenticity? Well, at its most basic level, it means to be genuine. To be genuine is to be oneself. The ability to connect with others in the business world is of the utmost importance, however the connecting must be done genuinely, or authentically, for it to have any meaning or impact.

According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, there are three rules for authenticity. We shall discuss each in detail below.

Rule #1: Accept yourself and be open to growth (Halpern and Lubar 230)

Many of the greatest leaders feel comfortable and happy with themselves, despite their shortcomings. They know of their weaknesses and work to improve them, however they also accept them. When you’re aware of, and accepting of, your limitations it will allow you to develop the skills you need to overcome them. In addition, a good leader will know if their limitations cannot be overcome, at least in a timely manner, and in that case will delegate the task to someone more appropriately equipped to handle the situation. One of the best ways to accept yourself is to be open to hearing commentary about yourself and your performance, including criticism.

Rule #2: Live your values (Halpern and Lubar 235)

 In the last blog, we discussed values and how important they are to a leader. Well, it’s one thing to have values, however it’s another to put them into practice, especially in a workplace setting. Halpern and Lubar suggest leaders take two related steps in order to make sure their actions are congruent with their values:

  1. Ask others straight up if they believe you are someone who lives your values.
  2. Every time you speak of your values, ask others to tell you when your actions don’t align with your values.

It’s one thing to realize or discover that your actions don’t align with your values. If and when you do realize this, it is imperative you do some soul searching in order to figure out why this discrepancy exists, and then come up with a plan to correct the discrepancy. Remember, when your actions and values don’t align, you risk being perceived as inauthentic.

Rule #3: Create an authentic connection to work (Halpern and Lubar 240)

In order for a leader to be their most inspiring, authentic self, they must connect their values and interior life to the work that they do, similarly to how actors need to create a true connection to the characters they are portraying. At the end of the day, it is simply about creating meaning; if you truly believe in what you do and say, others will recognize that and will want to follow you. Connecting authentically with others allows the leader, as well as the led, to connect with something “bigger than themselves and their own self-interest” (Halpern and Lubar 247).

Being a leader is not about being “the boss”; it is about much more than that. It’s about inspiring, connecting, and motivating others to succeed and reach their highest potential. It is about communication, values, and the ability to make decisions. The steps we’ve outlined over the past few weeks are not necessarily the easiest things to do (opening up to others and becoming vulnerable is typically an anxiety-causing activity for most), however, if put into practice, they will help you achieve the leadership presence you deserve and need to reach the next level.

Works Cited

Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.

 

Leadership Presence: Reaching Out and Making Connections

As our series of blogs on Leadership Presence continues, our hope is that you take some of these suggestions into practice, in order to foster leadership presence in yourself, not just at work, but in every aspect of your life.

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Last week we discussed reaching out and empathy, and this week we continue on the topic of reaching out, but specifically reaching out and making connections.

According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, empathy not only requires seeing and feeling, but also expression. What do they mean by this? It is what you do to communicate and act upon empathy that truly counts.

The focus of this entry is building relationships. The trick to building relationships, which is absolutely necessary if you want to be considered a leader, is to do so with empathy. But how?

 

Rules For Building Empathetic Relationships (Halpern and Lubar 109)

  1. Listen to build relationships
    1. This week again we see the importance of listening. The authors suggest listening for subtext (look for hidden meaning and emotion in the persons words). In addition, they suggest listening for the persons values and strengths, which can be an easy way to connect with someone.
  2. Acknowledge the person
    1. It is important, when listening, to acknowledge feelings, values and strengths that the other person might be trying to get across, but in a not-so-obvious fashion. The idea here is to turn off the “problem-solving” part of the brain when someone comes to you for help, and really listen to what they are saying beneath the words themselves. Another way to do this is to offer positive insights based on what you heard the person say. Remember, “people want to be loves, heard, and made to feel important.”
  3. Share yourself
    1. “Openness is critical for coaching” (119), say Halpern and Lubar in their book. This statement could not be truer, especially in business. It is integral to be vulnerable if you are to be a successful coach. Reveal the chinks in your armor, so to speak, and let others see who you really are; they will be more likely to follow you if you do.

It is important to mention that, although opening up and sharing yourself is necessary if you want to be a successful leader, there is also a limit. The authors suggest doing this in stages (offering bits of information here and there), and seeing how others respond. Don’t tell others your life story the moment you meet them!

The challenge this week is to try to open up and become vulnerable (yes, this will likely be difficult, and possibly even uncomfortable!), and see how others respond to you. Remember, it is all about making connections, and you wont be able to do so if you’re a vault!

Works Cited

Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.

 

Leadership Presence: Reaching Out and Empathy

This week we continue our series on leadership presence – what it is and how we can attain it. Last week we looked at the first aspect of leadership presence, and arguably it’s foundation, being present.

For this next instalment, we will discuss the next step on the path to attaining leadership presence: reaching out with empathy. According to Belle Linda Halpern and Kathy Lubar, authors of “Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire”, reaching out means “the ability to build relationships with others through empathy, listening, and authentic connection” (77).

This may sounds easy or obvious, but in fact is it not. A true leader is someone who reaches out first, and does not wait for opportunities to cross them by. In addition, it is one thing to reach out to others, to seek out opportunities, but if one does so without empathy and compassion, the effect will be lackluster. Both of these characteristics compliment each other and work together to foster leadership.

How Can I Learn to Reach Out and be Empathetic?

There is a saying: “people want to be loved, heard, and made to feel important.” This statement is true in every aspect of life, and especially in business. A true leader will make their colleagues feel heard, and their actions and ideas integral to any business situation. This includes, for example, active listening, as opposed to passive listening, and sensitivity in dealing with potentially awkward situations (such as someone’s terrible idea for a proposal to a potential client). Halpern and Lubar state: “When you know and acknowledge your people and their feelings, they feel more motivated, work more productively, and they’re more likely to stay, even if the going gets though” (89). If you can learn to reach out and be empathetic with your employees, they will be loyal to you and will work harder for you.

If empathy and the ability to reach out doesn’t exactly come natural to you, there are certain actions you can take to encourage this behavior in yourself.

Know What Makes People Tick

Being empathetic does not mean having warm and fuzzy feelings of happiness for the entire population; it simply means understanding someone’s thoughts and feelings. To do this adequately, it is important to get to know the person, and find out what makes them tick, so that you may better understand them in any situation.

Make The Link to Your Own Feelings

 In opposition to sympathy, empathy involves feeling with someone, as opposed to for someone. Therefore, empathy requires you to connect with your own feelings and inner self. Many leaders have the “bad habit” of leaving all their feelings at home before coming to the office. If you do this, your ability to empathize will be gravely affected. We often see this be the case for some in our 360 with clients. Categories of respondents differ in their opinions of the subject. Friends and family will rate their empathy high while colleagues, direct reports and bosses rate it low.

You Can Empathize With Anyone

Naturally, it is easier to empathize with people we like. Empathizing and connecting with others that you may not like or respect can be a challenge, but it is certainly not impossible. Halpern and Lubar suggest thinking about the person with whom you cannot connect with, and trying to find at least one thing (however, the more the better) that you admire about that person, and connecting with them surrounding that. The authors state: “In the end, though, empathy doesn’t involve finding what you like in someone else. It involves finding the humanity in someone else, even in their weakness, and connecting that humanity to your own” (98).

A study of over 38,000 leaders and their organizations (conducted by Hay/McBer), found that “leadership styles that rely heavily on empathy tended to create a more positive company climate {…}” (99), and as we can imagine, a more positive company climate will lead to positive company results.

This week, challenge yourself to connect with others, and especially to those whom you may know you’ll have trouble connecting with. See what a difference empathy can make on your path to developing your leadership presence.

Works Cited

Halpern, Belle Linda and Kathy Lubar. Leadership Presence: Dramatic Techniques to Reach Out, Motivate and Inspire. New York: Gotham Books, 2003. Print.