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Technical competence and experience are no longer the only prerequisites for career advancement, with Tony Frost highlighting that professionals are increasingly being assessed on a more intangible quality: executive presence.
Speaking with HR Leader, Tony Frost, a former lawyer, now principal of Frost Leadership Consulting and author of The Professional, explained why executive presence is fast becoming one of the most sought-after skills in business and outlined how professionals can strengthen this vital quality.
While executive presence is often associated with commanding a room or offering a strong handshake, Frost emphasised that, at its essence, it is the ability to inspire and motivate others to take action.
“Executive presence is the ability to inspire others into action. It includes having gravitas, but it is much more than that. When a leader has executive presence, they engender trust and confidence in others through their words, communication style and behaviour,” he said.
“Executive presence requires a leader to demonstrate good business judgement and the ability to drive execution.”
This intangible quality is becoming a key factor in identifying and developing leaders within organisations. Frost cited a survey by the Human Capital Institute, revealing that nearly all HR professionals recognise executive presence as an essential leadership skill.
“Businesses, rightly, spend considerable time and money identifying future leaders. A leader is someone who has committed followers, and one of the best ways to garner followers is for a leader to exhibit executive presence,” he said.
“In a survey of more than 350 HR professionals, 92 per cent agreed that executive presence is an important part of leadership. More than 50 per cent also said that executive presence is a way for someone to differentiate themselves from others, and to accelerate their careers.”
When it comes to executive presence, Frost identified the most persistent myth as the belief that it is solely about “extroversion or charisma”.
While he acknowledged that “such characteristics can be helpful”, Frost explained that true executive presence lies in one’s ability to communicate effectively and the ability to earn trust.
“The most common misconceptions are that executive presence is all about extroversion or charisma. Yes, such characteristics can be helpful, but they are certainly not necessary,” he said.
“The heart of executive presence is the ability to communicate well and build trust. A charismatic, extroverted leader who lacks humility and the ability to listen well is unlikely to win respect and be seen by others as possessing executive presence.”
So, how can professionals cultivate executive presence in themselves?
Frost shared that one of the first steps professionals should take is to conduct a clear-eyed assessment of their current level of executive presence.
“The first thing you need to do is assess your current level of executive presence. Although we tend to be pretty good at recognising it in others, we are generally less aware of our own abilities in this regard. Ask people you know and trust for some frank feedback on your current level of executive presence,” he said.
From there, Frost suggested observing role models who embody executive presence and adopting behaviours that align with your authentic style, without resorting to mimicry.
“Then, identify people who you assess as having a good level of executive presence. Watch what they do closely, and develop your own approach without mimicking others. Also, consider seeking advice from a mentor or coach,” he said.
The responsibility for developing executive presence doesn’t lie solely with the individual. Frost underscores the role that organisational leaders play in fostering this skill in their teams.
“Leaders need to do three things. First, they will role model the desired executive presence behaviours they wish their employees to emulate. Second, they should provide appropriate feedback, mentoring and coaching to help staff develop their skills. Third, they will ensure a supportive workplace culture and environment exists, where employees feel safe to experiment with putting their training into practice,” he said.
