What is Executive Presence

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Credibility

• Credibility is the objective and subjective
  components of the believability of a source or
  message.

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Credibility

• Credibility is composed of two primary
  dimensions trustworthiness and expertise, which
  have both objective and subjective components.

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For You

• Your Credibility is determined by how believable
  others judge you to be, based on how they view
  your trustworthiness and expertise.

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To gain credibility by achieving believability
and trustworthiness, you must

• achieve authenticity and integrity around your
  character.

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• Authenticity being clear about what you stand
  for, what matters most to you, what character
  headlines drive your behavior and thoughts.
• Integrity making important choices in how you
  use yourself vocally and physically so that you
  speak and behave in a way that is congruent with
  who you are and what you believe.

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The Three Step Path to Credibility

• Know yourself.
• Understand how others see you.
• Build the bridge between these
• You achieve Credibility (believability and
  trustworthiness) when you know yourself well and
  others see you the same way you see yourself.

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COMMUNICATION
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Building Credibility Through Effective
Communication

• How do others judge our authenticity and
  integrity? Where do they get their data?
• We Tell Them
• What we say
• What we dont say
• What we communicate with our facial expressions
  and our body language
• How we listen and what questions we ask

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• The KEY is to ensure that what others hear is
  what we are trying to tell them.

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Elements of Effective Communication

• Communication According to Aristotle
• ETHOS (Character)
• PATHOS (Compassion and Emotions)
• LOGOS (Logic or Reason)

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Barriers to Effective Communication

• Environmental Barriers
• Background noise, distractions
• Physiological Barriers
• Ability Barriers
• Language, verbal communication skills, jargon
• Psychological Barriers
• Stress, emotions, ego, insecurity
• Attitudinal Barriers
• Values, culture, background, experience, bias
• Preconceived ideas
• System Barriers
• Position/Status
• Norms

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Gendered Communication

• BOY PLAY
• Aggressive
• Play to win
• Strategize
• Take risks
• Mask emotions
• Address conflict directly
• Obey leaders
• Hierarchical relationships
• Garner power

• GIRL PLAY
• Collaborative
• Win-win
• Get along and be nice
• Protect friendships
• Share emotions
• Negotiate conflict
• No boss or leader
• Flat relationships
• Equalize/share power

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Verbal Communication

• MEN
• Communication
• dominance and power
• To give information
• Convey facts
• Talk about things
• Independent, assertive, objective
• Goal-oriented
• Seek solutions
• More direct
• More declarative

• WOMEN
• Communication
• personal connections
• To gain information
• Convey feelings/details
• Talk about people
• Dependent, cooperative, and subjective
• Relationship-oriented
• Seek understanding
• More indirect
• More tentative

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Nonverbal Communication

• MEN
• Face signals reservation and control
• Sustain eye contact
• Touch associated with directing, asserting power
• Interact face to face
• Interrupt others who are smiling

• WOMEN
• Face signals approachability and friendliness
• Break eye contact
• Touch associated with support and affection
• Interact side by side
• Smile regardless of mood/feeling

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• Be Thoughtful and Intentional About the Messages
  You Are Sending.

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Elevator Speeches

• Pair up and practice your elevator speeches.
  Analyze for your partner what you hear in their
  speech.
• Gendered communication?
• Any obvious barriers?
• Ethos/Character, Pathos/Emotions, and Logos/Logic
  present?
• What are your nonverbals saying?

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EXECUTIVE PRESENCE
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What is Executive Presence?

• A frame around your other credentials and
  experiences

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Framework 1 Elaine Varelas

• External
• Acumen
• Core

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Framework 2Paul Aldo

• Personal Dimensions
• Passion
• Poise
• Self-Confidence
• Communication Dimensions
• Candor
• Clarity
• Openness
• Relational Dimensions
• Thoughtfulness
• Sincerity
• Warmth

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Definition of Executive Presence

• Executive presence can be considered to be a set
  of behaviors and attitudes that convey to others
  a level of confidence, competence, authenticity
  and leadership ability. It involves all elements
  of self-presentation body, voice, personality
  and energy.

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Questions to Consider When Making Choices about
Clothing

• What is appropriate for my audience?
• What is appropriate for the situation?
• If my clothes could speak, what would they say
  about me?

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If my clothes could speak, what would they say
about me?

• Thinking about your professional wardrobe, what
  do you clothes say about you?
• Based on what you are wearing today, take a
  moment to answer this question.

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Relationship between Perceived Attractiveness and
Perceived Credibility

• Attractiveness acts as a halo effect
• Attractive people are assigned favorable traits
  such as talent, kindness, honesty, and
  intelligence (Cialdini, 1993)
• What is beautiful is good. (Dion, et. Al.,
  1972)
• Good grooming and attractiveness is advantageous
  in personnel selection and performance assessment
  (Mack Rainey, 1990)
• Attractive people are also more persuasive in
  changing the opinions of an audience (Chaiken,
  1979)

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Clothes and Grooming Associated with Higher
Credibility

• More exposed flesh is associated with lower
  credibility and more vulnerability
• Fingernails less than ½ inch associated with more
  perceived intelligence
• Smaller glasses more appropriate
• Being more than 20 over your recommended weight
  detracts from perceived credibility

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Clothes and Grooming Associated with Higher
Credibility

• Heavy makeup associated with lower credibility
• Aim to dress like the individuals around you
• Draw attention to face and eyes
• Closed-toe shoes with no toe cleavage associated
  with higher credibility
• Perfume can be distracting
• Jackets associated with more credibility

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Gestures and Posture

• Occasional gesturing
• Both feet on the floor when sitting
• Take up space
• Voice volume
• Lower pitch voice

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• Executive presence goes beyond banishing the
  wardrobe of frumpy brown suits and stopping the
  nail-biting at meetings. It refers to that
  ability to take hold of a room by making a
  polished entrance, immediately shaking peoples
  hands, and forging quick, personal connections
  instead of defaulting to robotic formalism and
  shrinking into a chair. When leaders with
  executive presence speak, people listen because
  the talk is filled with conviction instead of
  equivocation. They inspire that Ill
  follow-you-anywhere loyalty, conveying an aura of
  warmth and authenticity to everybody from the
  receptionist to the CEO.
• Michelle Conlin, BusinessWeek, July 22, 2002

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Adapted from Authentic Leadership by Bill
George, 2003
The Authentic Leaders Characteristics
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Authentic Presence

• (A x C) (U x E) AP
• (Attentiveness x Concern) (Ulterior Motive x
  Entitlement)
• Authentic Presence

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CONFLICT
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Defining Conflict

• Controversy, quarrel
• To come into collision or disagreement
• A fight, battle, or struggle
• Emotions run high
• Opinions differ
• Stake in the outcome

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Alternate Definition of Conflict

• UNFILTERED DIALOGUE

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Conflict Continuum
FUNCTION ConstructiveConflict
DYSFUNCTION Artificial Harmony
DYSFUNCTION Mean-Spirited Personal Attacks
Ideal Conflict Point
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How We Typically Manage Conflict

• Silence
• (artificial harmony)
• Masking
• Avoiding
• Withdrawing

• Violence(mean-spirited attacks)
• Controlling
• Labeling
• Attacking

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Learn your Style under Stress

• https//www.vitalsmarts.com/
• styleunderstress.aspx

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A Model for the Best Outcome
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A Model for the Best Outcome
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Before You Start to Talk

• Start with your heart
• Ask yourself
• What is my true goal in this conversation?
• What do I want for others?
• What do I want for our relationship?
• What do I not want to happen?
• Then ask how you would behave if you really
  wanted these things

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Learn to Look Build Safety

• Am I engaging in silence or violence?
• Are others?
• Have I established our mutual purpose?
• What do I need to do to make myself and the other
  person continue to feel safe?
• Apologizing, if it is warranted
• Contrasting

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Practicing Contrasting

• Youre in an argument with your spouse. It is
  really starting to annoy you that he cant seem
  to get along with your mother. Yet, every time
  you try to talk to him about this, he gets
  touchy, defensive, and starts blaming his
  inability to have a relationship with her on her
  personality.
• How would you use contrasting in this situation?

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Understand Your Story

• My Path to Action
• See/Hear ? Tell a Story ? Feel ? Act

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What if My Story is Really Compelling?

• If you cant get out of silence or violence
  because your story has your emotions riled up
• Analyze your story (what else could be true?)
• Go back to the facts (what evidence do I really
  have?)
• Watch for making yourself a villain, victim, or
  helpless

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Transforming Clever Stories

• Victim Am I pretending not to notice my role in
  the problem?
• Villain Why would a reasonable, rational, and
  decent person do what this person is doing?
• Helpless What do I really want? For me? For
  others? For the relationship? What would I do if
  I really wanted these things?

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Dialogue The Process

• Share your facts
• Tell your story
• Ask for others version of events
• Talk tentatively
• Encourage testing

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As Meaning Enters the Pool

• Agree when you do.
• I agree with you that
• Build on what they are saying by adding facts you
  feel are missing.
• In addition, I noticed that
• Compare when you differ significantly.
• I think I have a different perspective. Let me
  explain

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Lets Practice

• Sexual harassment
• Disobedient kids
• Direct reports with missed deadlines
• Giving someone difficult feedback
• Spouse who doesnt listen
• The contractor who did shoddy work
• Your boss gave you an unfair evaluation

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The Three Step Path to Credibility

• Know yourself.
• Understand how others see you.
• Build the bridge between these.
• You achieve Credibility (believability and
  trustworthiness) when you know yourself well and
  others see you the same way you see yourself.

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• Reality is always your friend.

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Second Law of Thermodynamics

• Entropy increases
• over time..
• within a closed system.

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Necessary Ingredients to be an Open System for
Growth

• Input fuel or energy
• Output outlay of resources along a plan or in a
  particular direction toward a goal

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Necessary Ingredients to be an Open System for
Growth

• Input fuel or energy
• feedback
• encouragement
• accountability

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Necessary Ingredients to be an Open System for
Growth

• Input fuel or energy
• Output outlay of resources along a plan or in a
  particular direction toward a goal
• time and money
• self-discipline and courage

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• Mediocrity never
• upset anyone.

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• Reality is always your friend.