Success is important to every professional, because success represents progress. In the world of business and commerce, successful executives, irrespective of education or experience, command a huge premium. We have seen instances where hiring of a successful CEO adds millions of dollars to the market capitalisation of a company. Organisations invest a huge amount of resources in transforming themselves into a talent magnet that consistently attracts high potential candidates.
So what really makes these ‘high po’ candidates so successful? Are they endowed with natural talent or are they so smart that they seize every opportunity and turn it to their advantage? Or do they make it with sheer luck?
High IQ
In earlier times, the conviction was that people possessing a high IQ (Intelligent Quotient) become successful leaders and executives. This blind belief took a beating when organisations saw highly qualified executives with Einsteinian IQ levels commit irreparable blunders and engage in unethical practices that eventually destroyed the companies they lead. It was time to alter perspectives with regard to what talent really is. Poised for change, the corporate world welcomed what came next in terms of talent. The emergence of Emotional Quotient (EQ) which is more holistic than the unidirectional IQ became the order of the day. The thumb rule was: hire those with high IQ but nurture those with high EQ. For, intelligence is critical but sensitivity is what makes the difference.
The elusive pursuit of this secret recipe for leadership and managerial success has now resulted in the emergence of Executive Presence (EP). Author Sylvia Ann Hewlett in her new book on EP, identifies Executive Presence as the missing link between Merit and Success. Executive Presence is pervasive and not restricted to gender or business. While Prime Minister David Cameron is known for this, so is Malala Yousafzai, the articulate teen and youngest Nobel laureate who took on the Taliban.
So is Executive Presence a pure blend of poise, confidence and authenticity? Hewlett believes EP rests on three building blocks: gravitas (how you act), communication (how you speak), and appearance (how you look). These three factors are universal and cut across most of the human endeavours. They are equally applicable to a chairman of a multi-billion dollar enterprise and a young management trainee.
How you act
Out of the three factors the one with the highest impact would be gravitas or how you act. Strong leaders and successful executives have great ability to exude confidence; they have the innate capacity to paint the big picture showcasing the company's future to their employees and followers. They act with authenticity coupled with intellectual vigour. Their decisiveness and purposefulness in uncertain times provides the much required reassurance to their teams. Many of these qualities can be cultivated with focussed application and practice. Good mentors and teachers can help in providing objective feedback and guidance to acquire and master these traits.
How you communicate
The annals of history is replete with examples of how powerful communicators mobilised entire countries and societies to act in a particular direction. Abraham Lincoln, Winston Churchill, Nelson Mandela, Mahatma Gandhi are examples of such personalities. Eloquent communication is the result of sustained efforts over a long period of time. It is a result of good reading skills, assertiveness without aggression, ability to ‘sense the mood of the room’ and above all, the quality to touch the heart of the people. Good communicators build a bond with their audience very quickly and establish an invisible connect. They are respectful to their listeners and at the same time skilful in deploying humour and wit.
Rome was not built in a day. Churchill had to overcome serious stuttering in his childhood to emerge as an evocative speaker who gave hope to the demoralised British public during the dark days of World War II. Gandhi transformed himself by virtue of sheer hard work and intense practice from a shy and retiring small-time lawyer to the Mahatma who could inspire millions of Indians to turn against British imperialism.
President Barack Obama, arguably one of the most eloquent world leaders in the modern era, works with coaches to constantly improve his communication and to raise the game to the next level.
How you look
The good news is that appearance comes third after Gravitas and Communication.
The impact of appearance on Executive Presence is contentious. The reason for this is certain aspects of appearance like height, colour and body features are not modifiable and cannot be altered significantly.
US statistics reveal that the average CEO is 3 inches taller than an average American. Another study says the tallest candidate wins a majority of the US presidential elections. There are also studies which prove that candidates perceived as attractive are able to get better salaries and pay raises. A coin has two sides; any diligent researcher can dig out a series of reports and statistics to come out with a completely different, even contradictory, hypothesis.
It is much more pragmatic to focus on modifiable factors so that there is room for improvement and scope to see positive results. Executive grooming and dressing is a separate subject that has given rise to the image consulting industry. There are several tomes written about this. Continuing with the idioms on Rome -- when in Rome, do as the Romans do. Try and fit into your company culture with respect to dress code and dress in industry appropriate clothes. An ad executive can fly with a vibrant tie, but a consulting professional will resort to a conventional suit. It is a good idea to identify a role model in your industry who is successful. Apart from looks, one needs to focus on health and fitness. Fitness is a fad indeed and makes sense only when the regime is followed.
Thus the erstwhile nebulous qualities like aura, charisma or élan have now merged into a visible and ‘quite within reach when pursued with diligence’ Executive Presence. There are many aspects of EP which can be achieved with focus and commitment and there are few which will yet remain an enigma. Good management is a combination of certainty of science and mysticism of art.
So is Executive Presence.