Finessing your executive presence as a leader
Anne was a highly capable technical leader who despite being an excellent manager and achieving high scores in assessments and interviews, was not securing the high level appointments that were expected and deserved.
Within five months, Anne was appointed MD of a global service delivery division with significant responsibility and profile within the business.
The initial evidence of Anne’s capability did not match with the expected promotion, so this required deeper investigation to identify and address the underlying issues.
- The existing performance metrics and assessments were reviewed
- We conducted selective qualitative interviews with key stakeholders to find out what issues lay behind the data. This uncovered a wealth of fresh evidence.
- A key theme was Anne’s executive presence and how in diminished her influence with her stakeholders, despite being held in high regard across the organisation.
- We were able to identify the underlying issues, which are common to many people moving from more operational roles to senior management. These included style and grooming appropriate to the role; communicating and interacting with gravitas and poise; developing the confidence and ease to be more visible in that senior role.
- We worked with Anne to set out a plan of action to help her address each of these facets of her personal brand, mindful of preserving Anne’s authenticity and strengths.
Anne’s evolution was quickly apparent. She now dressed, spoke and behaved as if she was the managing director. This enhanced her profile and reputation within her business and she was also invited to represent her organisation externally.
- Within five months, Anne was appointed MD of a global service delivery division with significant responsibility and profile within the business.
- The most important result was that Anne felt more confident and at her best, ready for whatever challenges lay ahead.