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Luke Visconti, CEO: Executive Presence: A How-To Guide

You must project competency and engender trust, and you can never appear to be a lightweight. You can have a sense of humor and light moments, but you have to have the gravitas of a leader.

By Luke Visconti

Luke ViscontiExecutive presence is hard to define, but it’s essential for you to develop if you want to reach the top ranks.

I have some thoughts on what executive presence looks like from my experience of meeting with close to 60 chief executive officers and presenting to well over 150 different executive committees. I’ve served three Chiefs of Naval Operations on the CNO executive panel and been on the boards of colleges and universities through seven different presidents. I’ve also met with an SEC Commissioner, two state governors, a Chairman of the Joint Chiefs of Staff and one Marine Corps Commandant.

Executive presence is elusive and hard to pin down because it varies by organization, but to paraphrase Chief Justice Potter Stewart, “I know it when I see it.”

Ultimately, you must project competency and engender trust, and you can never appear to be a lightweight. You can have a sense of humor, you can have light moments, but at the end of it all, you have to have the gravitas of a leader.

1. You must wear your clothes, your clothes must not wear you.

If you’re starting a new job, before you start, I suggest you sit yourself outside the headquarters at the beginning of the day—which is 6:30 to 7 a.m. for leadership at many places—and watch very carefully how people dress. You should be able to tell who is in the corner offices versus who is in Sub-Basement 3. Although this has changed quite a bit in the last 10 years, with suits and ties for men remaining only in New York, I can tell well-dressed casual from sloppy casual. What you will never see in senior leadership is sloppiness. Further, most senior executives are in decent physical condition. Some companies have senior executives who are all in shape. Although you will occasionally see senior people who are overweight, their clothes will be tailored so there are no bulges.

One of the sad things I see at university commencements are ridiculous high-heeled shoes on women and ugly rubber-soled slip-on shoes on men. Five-inch heels have very little use outside of nightclubs or reality shows. Men who want to project authority should have leather soles on their shoes, even if they’re loafers. These days, it’s almost always appropriate to wear a blazer with an open-collar shirt. Make sure the blazer is expensive and well-tailored to you. Same with the shirt. If after 15 minutes you’ve got big, blousey, excess shirt material hanging over the top of your belt, you’ll look sloppy. Trousers can be jeans at some companies. Stay away from pleated khakis.

Be careful where you’re shopping: Think more Nordstrom, never Old Navy, never ever Urban Outfitters. If you think it doesn’t matter, think again. Perceptions are made in seconds, and opportunities disappear more quickly.

Finally, if you wear a watch, wear a sensible one. A simple Timex is fine, but, again, look at the leaders. Some companies are watch places—I’ve seen senior executives with $30,000 watches. I wear an older steel Rolex GMT, which regularly gets compliments.

If you want to be a leader, you will find that you will have to dress very well every day, including weekends, because you never know who you’re going to run into—or who’s going to see you. Women should avoid clingy clothes and/or short skirts. Tailoring is essential for both genders.

2. You must have intellectual curiosity and vigor in your thought.

Most people shut down the learning process when they get their degree; those folks will never be CEOs. If you want to be successful, you must discipline your learning process to include many sources of information on a seven-days-a-week basis. You cannot watch a fluffy morning TV show and then have anything relevant to say when you meet a vice president in the elevator; you have to watch CNBC. My favorite CNBC story: I was watching the network (as is my habit) in a hotel room before meeting with a chief human resources officer, who I knew was a bit of a hard ass. CNBC had a whole segment on potash. The company I was meeting with is all about growing food. Potash is the key ingredient in fertilizer. So the first question I asked the chief human resources officer was, “What’s going to happen with the spike in prices of potash?” He raised his eyebrows and we got into a discussion for 20 minutes that was at a very senior level.

As far as what to read: You don’t have to read The Wall Street Journal (I find Murdoch-owned publications difficult to stomach), but you do need to read a publication on the level of The New York Times every day. (The good ones have the best apps.) Speaking of which, you must invest in your tools—subscriptions to Harvard Business Review, professional journals, etc., and the latest, greatest iPad to run them on.

About graduate school: Do NOT waste your money and time earning a master’s degree at a noncompetitive or for-profit school. MBAs are not equal.

3. You must be observant.

You will be noticed if you’re reading Harvard Business Review on the latest iPad in the company cafeteria during lunch. Somebody will see it and file the information away in the back of his or her mind—because it pins you as a player. Watch very carefully who goes in and out of power. Your mentor should be someone in ascendancy; don’t settle for the 30-year veteran who never made it past the director level unless you want to be a 30-year veteran director.

Be careful whom you hang out with: If you hear a lot of moaning and groaning in your lunch conversations, you’re not hanging out with the right people. Winners don’t complain (in public, anyway—and certainly not in front of people who can use what you said against you in a competitive situation). If someone senior seemingly off-the-cuff asks you to lunch, drop what you’re doing and go. Never pass on an opportunity for face time; you can do your work later. And by the way, don’t be late—be there 15 minutes early. Read Harvard Business Review on your snappy new iPad.

4. Behave as the leaders behave, or find yourself a place that is more in keeping with your personality.

When I first met John Stumpf, Chairman, President and CEO of Wells Fargo, I thought he might be a phony. Who could be that nice? But he is that nice. And he promotes nice people. After one presentation I made, he was talking to me and said, “I see you’re making friends with Michelle Lee. Keep an eye on her—she’s important around here.” Michelle was just promoted to be in charge of consumer banking for the entire East Coast. She’s a woman who radiates kindness—she has a music degree and took a job as a bank teller while going on auditions after college.

I have yet to meet a jerk at Wells Fargo. In some companies (even some banks I used to do business with), jerks go far. If you’re a jerk, go work for a jerk. I briefly worked for an organization chiefly run by jerks. They were successful, but after the charismatic founder retired, it all went to pieces. There are Wall Street banks that specialize in making very wealthy jerks, but if you’re a nice person, find nice people to work for.

I was recently at a dinner with the CEO and senior leaders of PricewaterhouseCoopers. Part of the discussion was the conscious shift away from promoting people who are good at business but not so good with people. I think this trend will grow—the folks at PwC tend to be thought leaders that way. However, this advice has a condition: Nobody is not going to promote a person who doesn’t have his or her business completely squared away. One of the most aggressive CEOs on business that I know is George Chavel at Sodexo. You won’t find a nicer or more thoughtful leader, but he’s very focused on business—and on winning. Of all the senior leaders I’ve met, I’ve been struck by how most of them are very kind, thoughtful people, even in fields where you might not think you’d find kindness rewarded.

5. Be a community organizer.

I’ve learned more in my nonprofit board meetings about business and people than anywhere else. It’s not enough to write a check, you must do some work. Try to get on local boards and with that experience work your way up to larger boards. Try to join organizations that don’t help your people directly. I spent 10 years as a trustee of Bennett College—a wonderful experience, but you’ll note I’m neither Black nor a woman. Aside from the experience that you’ll gain, if you work for a company that values philanthropy, your philanthropic board experience will be a plus on your job qualifications. If you don’t work for a company that values philanthropy, take a look on our job board. A deep connection with human beings makes people successful on a sustainable basis. Sharp-elbowed selfishness is bad form and not sustainable.

6. Become an expert in your field.

It’s never been easier to be recognized: You can start a blog or a Twitter feed, you can write for Huffington Post, you can make comments on the journal of your profession. People will notice that you’re a thought leader. Be careful, however, to make sure your online presence does not look like you’re fishing for a job—especially if you use LinkedIn. People promote people who are reliable.

7. Learn how to socialize.

I grew up modestly and went to a state university; I didn’t know that at dinner parties you alternate speaking to the person on your left and on your right, by course. But I observed and learned. I also learned that people prepare for dinner parties by knowing something about the people they are going to be sitting with. This helps you be more comfortable when you meet senior people in a social setting—you can ask them questions about themselves.

Interestingly, these things are taught in wealthier households as a matter of course. The wealthy are different; they are prepared to be successful. It’s stressful. I learned that there are almost no casual conversations—everything is assessed and evaluated, but once you get used to it, it’s kind of fun to ask an intelligent question that makes someone senior raise his or her eyebrows in a good way. Successful people enjoy the company of prepared people, even if they’re not successful yet. I found that if you can hold your own in a conversation, successful people will bend over backward to help you get where you need to go. Why? Because successful people like to have friends everywhere.

Another part of socialization is traveling. Make it a point to go to places you’ve never been before and learn the local customs. You can do this right in the United States. For example, while living in the South during flight school, I learned that someone saying ”Bless your heart” isn’t a good thing.

Of all of these tips, I think being observant is probably the most useful. If you’re observant, the rest of the observations I’ve given you become self-evident.

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12 comments


  • Carolynn Johnson

    Some comments…..

    1. Do not appear lightweight – think this is important. Can you elaborate on what that looks like?
    2. 5-inch high heels are actually a huge part of my life since I am 4’10”. Me in flats vs. me in heels is major. They are STILL part of the uniform.
    3. Re the expensive blazer, it is more about good quality? I know when I left my father’s house three weeks after graduating high school, I had to start consignment shopping because I couldn’t even afford Macy’s department store prices

    • Luke Visconti

      1. Lightweight would be being frivolous at times when it’s not welcome. One of the things I find to be a hallmark of lightweight people is spending time on things that are simply beside the point, such as weather. Lightweight people also don’t know when to cut out of the “nice” talk and get to business. It is important to establish some sociability, but if you have a 30-minute meeting then that timeframe is five minutes, not a minute more. I’ve seen people suck up half of the allotted meeting time with discussions of nonsense.
      2. In your case you can get away with five-inch heels, if you know how to walk in them. It is sad to see a young woman destroy her credibility by wobbling around in heels that she is not used to.
      3. You’re much better off in a high-quality consignment store than a lower-end department store. I don’t know about women’s blazers, but for men, if you can find a well-cared-for Hickey Freeman or even Canali used blazer—one that does not have fused (glued) construction—you’re better off than buying something cheaply made. However, you will also need to find a good tailor, which you probably won’t find at the dry cleaner. A point which I did not make is to avoid overly stylish clothes. For men, this would be the crazy tight suits with little narrow lapels. If you’re thin enough, you may want to have one of them around to wear to nightclubs; they don’t belong in the office.

      • Appropriate attire is equivalent to a uniform. It’s a substitute for organizational “fit” – is the aspirant observant; do s/he “get it”? Does s/he “belong” here? Does s/he have “our” kind of presence?

        As a consultant, I was invited to audition for a high level training program for upper and mid level managers in a Fortune 50 company. The feedback after the 1st and 2nd auditions was “We like you but the contents need improvements.” I had noticed that most male top execs wore button down white shirts-which is what I wore on the 3rd and successful try.

        You made no mention of being clean and well-pressed; perhaps you took it for granted.

  • Luke,

    This is just the type of article I have been looking for and all the points you make are outstanding ones, but I have a question; as someone who is LGBT in a company that talks a big game on diversity, but does not really deliver much, where can I go or who can coach me on these skills?

    I have wanted and very much do want to get better at presence and presentation, but when I look for direction, I mostly see a day long class at a community college. There must be some outlets for this kind of skill building.

    • Luke Visconti

      If you’re involved (or you get involved) with a local nonprofit that attracts executives—and in your town, there are a few—you’ll meet potential mentors. You don’t need the same gender or orientation, just someone sharp. I know your company; it’s more traditional in style. Polish your shoes. Luke Visconti, CEO, DiversityInc

  • Wellbuiltstyle

    Hey Luke,

    Thanks for the plug! You’ve got some great tips here.

    Manny

  • Thank you Luke. Great advice. A lot of it seems so obvious when you think about it. How you present yourself can make all the difference. Wearing a jacket isn’t enough, wearing the right jacket for you makes a statement about who you are. These little nuances can really make a difference in a career. They are subtle however; they speak volumes about the person you are, your credibility and professionalism. Employers look at you as a representative of themselves and they want to know that you reflect them well. Thanks for your insights.

  • Why is Bless Your Heart not a good thing? I hear it is some settings and have used it!

  • Great tips, Luke! As an Executive for many years, and as a consultant for human resources, management and diversity, I agree with you, and add that your dress style also embraces choice of colors (is IBM white button downs the preferred choice, vs. lavender, ecru or other colors?), is that vibrant red lipstick and prominent black eye shadow wore by the higher ups, hair styles, male earring studs seldom play well outside of Silicone Valley, flamboyant print ties vs more classic club, stripe and solid ones. Individual style touches should be more subtle, not shocking!

  • Hi Luke,

    I really like your tips; I think they’re steeped in your real life experience which is obviously extensive. My additional thoughts are while you’re right Executive Presence is very important, I’m hoping we encourage each other to push beyond just having a “presence” and work on becoming a leader that we would want to work for and with. Just want to boost a couple of your tips; hope that’s OK:

    Your No 2. Have intellectual curiosity first and foremost about your own organization. Understand the business model meaning how value gets created and the competitive landscape, what products or services are doing well in the marketplace and where change is headed. I’m guessing you may say – “Well of course, that’s a given” but you might be surprised how many of us don’t understand the business makes money or delivers value beyond our area of responsibility.

    Your No. 3 Understand how power shows up in your work environment and impacts your organization’s culture. What are the norms, including but beyond how you dress? What behaviors and contributions garner recognition and reward; who sets those norms and what’s been their career path? Can I challenge you a bit on talking to the 30-year veteran. Absolutely agree that should not be your key or by any means your only advisor but undoubtedly that person knows something how the organizational relationships work and how things really get done aka the cultural evolution even though they may be stuck in the old school way of doing things. Just saying don’t sleep on those folks because often they are a treasure chest of inside information about who’s connected to whom that would never be apparent otherwise. They know the secrets :-) and we need all the information we can get.

    No. 7 is especially hard for some of us. The social business settings can be awkward and isolating. You’re right the more homework you do, the more confident you feel. But I have a question for you that you may not see given the timing of these comments and when you wrote the article. What’s your advice about when you’re in a social setting and no one is talking to you and no one looks like they want to talk with you. Yikes! What do you do?

    Again, great tips just wanted to buttress your advice with some additional thoughts.

    Thanks

  • I’m really concerned about giving advice regarding the notion of “Executive Prescence” especially as it relates to Diversity and Inclusion. The notion of “Executive Prescence” is loaded with biases and our work should not be around teaching folks how to assimilate. A large part of D&I work is about having people being able to be their authentic selves within the work context. Moreoever, it is about those in power being able to see and use diversity as an asset. Also, we should be working to identify how our own individual biases (such as the biases that go into “executive prescence”) serve as a barrier for incredible people being able to move forward in the professional world. If we continue to focus on Executive Presence we are unintentionally (or maybe intentionally) continuing to send a message that their is only way way to fit in and be a leader. It continues the message that we will only see people as “leaders” or “exeuctive” if they fit a particular mold. That is the opposite of inclusion.

    • I understand your concern, but I disagree. Business will take “authentic selves” and “inclusion” only to the point where benefit to the organization is maximized – and not one step further. Becoming a leader requires people to see one as a leader. Many people come to the table ignorant of the true extent of what that means.

      Where the individual has some choice is where they choose to work – our Top 50 list measures the results of managerial effort in inclusion, there is a vast difference in how well companies are run and what will be accepted as “executive presence”.

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