“If you think you’re too small to have an impact, try going to bed with a mosquito.” ANITA RODDICK
Impact, Charisma and Presence are essential qualities in a Senior Executive. If a leader wants to influence peers, enthuse employees, inspire confidence in regulators and officials it is vital that they express themselves fully and with a sense of conviction. Presence, then, is a key attribute that effective leaders possess; one that enables them to motivate others. The dictionary defines ‘Presence’ as…
- The state of being closely focused on the here and now, not distracted by irrelevant thoughts
- A quality of poise that enables a person to achieve a close relationship with an audience
So Impact and Presence is about paying full attention to, and connecting with, the feelings of other people in order to inspire them to take a given action. And, as with so many other qualities, it is a skill that can be learned.
Research into leadership qualities has a long history. The ancient Greeks highly valued public speaking and over 2,000 years ago Aristotle identified “the three persuasive appeals” that combine together to make a powerful argument that inspires people to act:
- Ethos: being credible as a speaker (i.e. being thought of as trustworthy and knowledgeable)
- Pathos: building emotional connection to the audience through establishing common ground or linking to key values
- Logos: having logical argument supported by data, facts and analysis
Much of what is taught today in respect of presence goes back to this root, for example using ‘triads’ or ‘rules of three’ to emotionally connect with an audience (e.g. I came, I saw, I conquered.)
Moving on to the 21st century recent research at Cambridge University (‘Social Networks and Leader Charisma’) demonstrates that leaders who are regarded as charismatic by their teams will have a high-performing group. So impact and presence do matter. But they also note that being charismatic in this context is primarily about; “soliciting advice from people, becoming an expert, and treating people with consideration”, so ethos seems more important than pathos.
Michael Ellsberg, author of The Power of Eye Contact argues that exuding presence has a lot to do with the number of behaviours a person employs when communicating their message. So ex US President Bill Clinton, for example, when meeting someone makes eye contact and smiles and touches their hand or upper arm and raises his voice slightly, to communicate his message in a powerful way.
Patsy Rodenburg (the world-renowned acting coach) emphasises the power of a strong voice, breathing exercises and mental focus to project energy and connect with people. In her book, The Second Circle: How to Use Positive Energy for Success in Every Situation, she explains how to find and release tensions and project your voice to engage with the listener.
In their book Leadership Presence Halpern and Lubar (like Rodenburg) make a link between what is required of a top performing senior executive and the actor’s craft. They note that actors don’t expect to be ‘born’ with charisma but train, using specific ‘drills’, to be able to capture an audience’s attention and to have people focus completely on them. Of course leaders have many skills that actors don’t e.g. they understand corporate strategy and markets and can negotiate effectively but the need to ‘connect’ with others is a common thread between the two worlds. For example they argue that the only way to elicit emotion and/or a given level of energy from a work group is to actually express that level of emotion or energy personally. They suggest using a technique known ‘emotional memory’ to be able to project emotions in an appropriate and positive way. Also a good performance based on a poor script doesn’t impress anyone; Presence captures people’s attention and gets them to take the speaker seriously but the content of the message must also be compelling. So effective leaders don’t only make their point
with energy and conviction, they also have something to say that is worth listening to.
Looking at the research we can highlight six fundamental aspects of developing a strong presence:
- Stand up straight, make eye contact and smile (a genuine smile)
- Put energy into your voice and breathe fully
- Be interested in other people and what they have to say to you
- Develop a logical proposition or argument to put forward
- Make what you say relevant to the other person’s situation. (How are you helping to ‘solve their problem?
- Pay attention to the other person’s body language and adjust what you are doing in the light of how you see them reacting
Reflect on how much you really listen to other people when you talk with them. Make a determined effort to give them your undivided attention.
Consider what your body language says about you. What messages are you (unconsciously) transmitting through your posture or your use of gestures? Focus on ‘standing upright’ and relaxing your body as you talk with people.
Try reading, The Power of Presence unlock your potential to influence and engage others by Kristi Hedges (AMACOM, 2011)
Take a look at our intensive two day in-house programme on Impact and Presence (an intensive training course for a maximum of six delegates per programme)
Or maybe review our ‘one to one’ executive coaching services to get some personal guidance on developing your personal impact.
Give us a call on 0844 394 8877 (UK) or +44 1788 475 877 (international) or email us at firstname.lastname@example.org and we’ll be happy to discuss how we can work with you.
And we end with a quote about the well-known Shakespearean characters in Julius Caesar…
“When Brutus spoke the crowd cheered; but when Antony spoke they marched.”