Executive presence. The phrase makes me alternately cringe and run screaming from the room. It is, quite possibly, the most ambiguous, potentially negative piece of gooey, undefined feedback any manager or leader can give to an employee.
In its squishiness as a piece of developmental feedback it leads to people questioning themselves. What are they doing wrong? What do they need to change about themselves? It is a piece of feedback that haunts people for years, causing them to betray their true selves rather than lean into what has already made them successful.
Just for fun, I asked Bard, Google’s AI Experiment, to define “executive presence.” I was pleasantly surprised to find that Bard had a better sense of “executive presence” than any of the managers or leaders I meet with AFTER they had provided it as feedback to one of my coaching clients.
Here’s what Bard had to say:
Executive presence is the ability to project confidence, authority, and credibility. It is a combination of personal qualities, such as confidence, poise, and communication skills, as well as physical appearance. Executive presence is important for leaders because it helps them to build trust and respect, and to influence others.
Here are some of the key qualities of executive presence:
- Confidence: Executive presence starts with confidence. People with executive presence believe in themselves and their abilities. They are not afraid to take risks or speak up.
- Poise: Executive presence also requires poise. People with executive presence are calm and composed under pressure. They are able to handle difficult situations with grace and ease.
- Communication skills: Communication skills are essential for executive presence. People with executive presence communicate clearly and effectively. They are also able to listen attentively and build rapport with others.
- Physical appearance: Physical appearance can also play a role in executive presence. People with executive presence dress professionally and take care of their appearance. They make a good first impression.
What I like about Bard’s definition: It leaves room for leaders to find and define their own style within how they communicate, project confidence, and poise. It doesn’t dictate or define some of the downright offensive, gender-biased behaviors I heard from senior managers like “command and control the room” or “convincing even if you’re wrong” or “fake it ‘til you make it” and – the winner for actually leaving me speechless – “be the largest person in the room.” Seriously?
Here’s what makes me cringe a bit in Bard’s definition: the focus on physical appearance. In our ever-changing world, who defines what “professional dress” means? Yes, companies may or may not have dress code policies, but those are a lightning rod. If we’re discussing “executive presence” with someone, shouldn’t they already be at a level where we can treat them like an adult and trust their judgment?
What will it take to do away with this toxic term that is truly a wolf in sheep’s developmental clothing? We, as leaders and humans, can do better. I’m pulling out a “mom” phrase when I say to all the managers and leaders out there who lean on this phrase: Use your words. Define the behaviors you are asking your people to develop, and provide tangible, actionable feedback. It is not only your job, but your responsibility.
