How to build "executive presence"
By Joan Lloyd
Dear Joan:
I have recently been promoted to an executive level position.
My manager has given me a new role, with an aggressive agenda. My
function will cross over many of my peers’ departments and
has the potential for overlap and confusion about who does
what.
The executives are all Type A’s and are driven by
results. A lot is expected of me in a very short time. I have been
given this job as a bit of a “stretch,” since I’m
younger than many of them and newer in the company.
I have been told I need to develop my “executive
presence.” I think I understand what that means but it would
help to have your perspective. What, exactly, do you think I should
be doing? Thanks in advance.
Answer:
You obviously are a “high potential,” whom they
think can grow into the job. It’s a wonderful opportunity,
and smart of the company to tap you early. Career development is
best when it’s on the job, not in a classroom, and a stretch
assignment like yours is the best way to grow a high
potential.
The problem, though, is that your mistakes will be more
visible at your level and critics will be watching. The aggressive
agenda adds to the risk. Without some mentoring from your manager,
or some other executive or coach, you could stumble.
Here are a few things that will enhance your executive
presence:
·
Get clear marching orders and ask your manager to broadcast them to
the affected departments.
If your peers don’t understand your charter, they are
likely to challenge and resist your attempts to create your
department’s new role and responsibilities. It will save time
and energy if your manager makes it clear what he is asking you to
do.
·
Reach out to colleagues across department lines.
Don’t be intimidated by the fact that they have been
there longer, or are older. Your skills and abilities have
propelled you into this job, so show them that you aren’t
going to act young, naïve and brash. Seasoned executives know
that building relationships is the key to getting things done at
that level—especially across departments.
Set up appointments with your fellow executives and hear what
they have to say. Find out what they are looking for from you; ask
what they are concerned about. Look for synergies and capitalize on
them. Also, if you can find some easier “wins” early,
it will help you build some momentum.
It’s important to keep them in the loop and involve them
as you shape the vision of your new department. If they don’t
understand what you are trying to do, and how it will help them,
they are likely to stonewall your efforts. Nobody likes some other
department coming in and telling them what and how they should
work…so focusing on solving their problems will be
critical.
·
Help your team, and others, understand where you want to take the
department.
Your first job is to figure out what your vision is—
what your department will be and how you plan to get there. The
message has to be centered on adding value. For
departments that cross over many functions, adding value is why
they exist. If they see you as adding processes and paperwork, they
will resist the bureaucracy.
You all have to speak the same language, which means involving
your team in creating the vision. It would be wise to work on
direction and strategy together, and do it periodically, not just
once, so they “get it.”
·
Push back when you are pulled in too many directions.
This is common when you are in uncharted waters. Since you
don’t have an established job description, everyone will want
a piece of you. It will be a challenge to stay focused, since it is
tempting to run after projects that people want you to do. However,
make sure the work you do is true to your vision of the future, or
you will be pleasing too many masters and could get mired in tasks
that get you nowhere.
·
Speak up.
It’s tempting to stay quiet in a powerhouse group, when
you are the new guy. But they are all going to want to see where
you stand. You have knowledge and credibility, or you
wouldn’t have been promoted, so speak up when you have a
point to make. Hold the floor long enough to make your points, and
if you are holding back, I suggest you try to speak up a few times
in each staff meeting. Over a few weeks, it will come more
naturally.
·
Use executive summaries.
Once you are at the executive level, you are expected to be to
the point in your presentations. Your colleagues probably
don’t have the same technical background as you, and long,
detailed presentations will cause them to glaze over.
