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JWI 522 (1188) Page 1 of 6
JWI 522
Strategic Partnering with the C-Suite
Week Nine Lecture Notes
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DEVELOPING YOUR EXECUTIVE PRESENCE
What It Means
Executive Presence is often hard to define, but you know it when you see it. It is a combination of
confidence, control and communication. And it is an essential trait if you expect to earn a seat at
the table. To elevate the HR function to the senior-most levels of the organization, you need to
develop your skills and your reputation for your message to be heard.
Why It Matters
• If you can’t communicate well, your great ideas won’t get the attention they deserve.
• Through leading by example, you can help others improve how they communicate.
• You will not be able to achieve – or hold – a seat at the table if you are not able to
inspire confidence in others that you have what it takes to get the job done.
“Practice is crucial for honing your delivery style.”
Patty McCord
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THE IMPORTANCE OF EXECUTIVE PRESENCE
“Executive Presence” is a topic that has been addressed more than once in JWMI courses. In fact, it is
one of the main themes of the entire program. This week we will explore the elements of Executive
Presence that are particularly relevant to HR, especially those leaders who aspire to a seat at the table as
the Chief Human Resources Officer (CHRO).
You are strongly encouraged to review the readings, lecture notes, and videos that were featured in your
Business Communications course as you work through the materials for this week in our course. They
will provide a good refresher on the foundations of the topics we explore here.
A lot of people misunderstand what Executive Presence is all about. They reduce it to confidence or
public speaking skills. Unquestionably, these things are important, but the real foundation of Executive
Presence starts with knowing what you’re talking about. Yes, you can adopt a little “fake it till you make
it” attitude … for a while. We’ve all had to do that from time to time, but leaders with strong Executive
Presence know their stuff. They have deep, well-grounded knowledge that is built from practical
experiences. If you’re going to make it to the top, there simply is no substitute for this.
Leaders with strong Executive Presence are also sensitive to how others react to what they are saying.
They focus on brevity and they present their position with confidence – not arrogance.
Patty McCord stresses the importance of building strong communication skills.
“Practice is crucial for honing your delivery style. You can do it in front of a mirror or with a
spouse or friend. Actually rehearsing what you’ll say, our loud, allows you to hear the tone of
your voice. You might even want to record yourself. It’s also important to think about your body
language, which can speak louder than words. We’re often totally unaware of how emphatically
it’s sending a negative message.”
Powerful, P. 37
As Jack and Bill built their own knowledge base of the characteristics of the best leaders, they were able
to distill this down to five traits that came to be known as the “4 E’s + P”.
• Energy – great leaders are dynamic and engaged with what they do and the people around them
• Energize – they get others excited and build enthusiasm
• Edge – they have the confidence to make tough decisions
• Execute – they get it done, delivering above and beyond what is expected of them
• Passion – they care about what they do and come to work every day eager to do more
IMPROVING COMMUNICATION AMONG THE C-SUITE
Enlightened HR leaders understand that it’s not just about improving their own skills. They recognize that
the whole team has to communicate well. One of the opportunities you get in earning a seat at the table
is helping others improve their communication and break down barriers that often divide departments.
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JWI 522 (1188) Page 4 of 6
While this is one of those situations where you have to lead by example, you can’t expect others just to
get it. Helping executives and senior leaders communicate more effectively about real problems facing
the business is not an easy task. In many organizations, admitting your team is facing a problem that you
can’t see a clear solution for will be seen as a sign of weakness.
Some businesses have built a culture that is so toxic that winning at all costs can even work its way into
debates and problem-solving activities that should be focused on finding the best solution and facing
problems honestly. McCord warns that some executives can be so convincing that their skills can
actually impede getting at the truth.
“One of the great dangers in business is people who are great at winning an argument due to
their powers of persuasion rather than the merits of their case.”
Powerful, P. 54
Is a Work-Out or Kaizen session right for your team to help improve communications? These will be
covered in greater detail in your upcoming JWI 556: Leading Change by Putting People First course, but
you can start to research these tools now. Go back to Winning and re-read what Jack has to say about
getting every brain in the game. HR can be the perfect group to lead such initiatives. We have said this
before, but one of the greatest strengths HR has is in its role as a non-biased advocate. HR truly can be
on everyone’s side if the focus remains on doing what is best for the business and for the people, and if it
leans on the Mission and Values to guide the way.
If you can get your leaders and their teams talking more openly and effectively, you’ll make big strides in
earning and maintaining a seat at the table. The path forward on this need not be complex. Talk to your
business leaders. Ask them what matters and where they feel they need more support. Ask them what
frustrates them and what could be done to make things better. Take the initiative. Don’t wait to be asked.
ELEVATING THE WHOLE HR TEAM
One last point before we close … you’re not in this alone.
If you are a senior-level HR leader, perhaps even the CHRO, you are not the sole voice for your team.
Every time one of your staff interacts with others outside your department, there is a message being sent.
It’s critical that this message is clear and consistent, and that everyone on the team from entry-level
employees up to your senior directors and VPs understands they are ambassadors for HR.
So what can you do to help your team?
• First, and foremost, the vision for the role of HR in the organization must be clear. Does your
team have its own Mission Statement and have you worked with them to develop the Behaviors
(remember why Jack prefers this to Values) that support the Mission? If you are messaging one
thing to your fellow executives and your team is messaging something different, you’ve got a
problem. Or in a best-case scenario, you’re missing an opportunity.
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JWI 522 (1188) Page 5 of 6
• What are you doing to develop your team’s communication skills and Executive Presence? Do
your people speak clearly and with confidence? What can you do to help those who may be
struggling or who are a little on the timid side?
• When your team members interact with business leaders, do they use language that
demonstrates knowledge of the business? Do they ask good questions about what’s going on,
what wins the team has had and what challenges it faces? Do they demonstrate enthusiasm for
the business and for how great talent management practices can improve performance?
Jack has said that when you are starting out as an individual contributor, it’s all about growing yourself.
When you become a leader, it’s all about growing others. The leader’s success is demonstrated in the
reflected glory of the team. Is your team seen as the place to be? Is HR a cool place to work? When
others see your team excited about what they do, telling others how great it is to work for you as a boss,
this will go a long way in demonstrating your readiness to have a seat at the table.
Remember, there is no substitute for leading by example. All the great things that you want to help other
business leaders build with their teams will come across as hollow and meaningless if you can’t make
great things happen in your own team.
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JWI 522 (1188) Page 6 of 6
GETTING THE MOST OUT OF THIS WEEK’S CLASS
As you read the materials and participate in class activities, stay focused on the key learning outcomes
for the week:
• Understand the importance of good communication and a strong Executive Presence
Remember, how and when the message is delivered can often have more impact on how it
is received than the actual content. If you have great ideas but present them in a
confrontational way or are too long-winded when brevity is needed, you won’t be heard.
Executive Presence doesn’t mean that you have to be a Type-A personality or that you
have to be the most engaging person in the room. You may have a quiet calm demeanor,
but when you speak you do so with confidence. People are looking for leaders who can
lead. Sounds a bit obvious, of course, but leading demands the ability to present a clear
vision of what should be done and why. It requires speaking in ways that inspire others to
not only want to do something, but to believe they actually can do it.
• Develop practices to improve communication within the C-Suite
How can you get other senior leaders talking? How can you help them manage their
communications so that the truth gets presented and debated fairly and effectively? Silos
are great for storing grain on a farm, but can undermine the smooth functioning of a
business. While it is ultimately the responsibility of the CEO to make sure the Executive
team is performing well, the senior HR leader who has a seat at the table plays a critical in
helping to improve processes that support better communication.
• Explore ways to help your team promote the image of HR throughout the organization
Every one of your team members is an ambassador for HR. The entire team needs to be
proactive in getting the message out about the great things that HR is already doing, and
you need to get others excited about new ways that HR can help business leaders make
their teams even stronger. Messaging about HR that is focused on HR is missing the point.
You have to focus on the benefits to the business. Interview managers about what would
help them most. Be proactive. Make a noise. Share success stories. If there is resistance
or apathy, start with a manager who is more open-minded. When business leaders see the
impact you have had on another team, they will be clamoring to develop that same strength
in their group.
