Future business success depends on having leaders who can drive change. If you observe any of these signs, your top team is probably under-performing and it’s time to take action.

Executive presence is the hallmark of every successful leader. The ability to think, act and communicate like a leader is grounded in polished communication skills. Executives with presence deliver higher performance. They are vital to the leadership team. People want to work with them. Through enrolling and engaging the best resources, they deliver superior results time and again. Consider successful executives such as John Chambers, CEO of CISCO since 1995. Chambers overcame childhood dyslexia and today his enthusiastic communication style, which conveys can-do optimism, has helped lead CISCO to the top of a tough, fast-changing industry and Chambers was selected in Harvard Business Review’s Top 5 most valuable CEOs in January 2010.

Executives without presence fall short as leaders. Their low-energy performances display a lack of confidence and cause audiences to tune out within minutes. They can’t think on their feet or compose clear, compelling and motivating messages. Their communication style frustrates senior managers, so their ideas are ignored and resisted.

Without executive presence their credibility suffers. They are less effective in their role as they struggle to get buy-in from important stakeholders. They must work harder to make change happen. Doubt, frustration and insecurity creep in.

Look for these 10 warning signs. When leaders lack executive presence, they:

1. Are nervous and shaky in front of senior managers

People judge you when you speak. They make assumptions about your capabilities based on how effectively you express yourself.

While this may not seem fair, it’s a fact of life – even more so at the executive level. Executives who seem nervous are labeled less effective. How many times have you seen someone with superior communication skills promoted ahead of a peer who has better technical knowledge? Giving halting and uncertain answers to senior managers impacts credibility, while confident executives who rise to the occasion of a high-pressure meeting are marked as future leaders.

A recently-promoted general manager of a technology firm found it difficult to hold his own with overseas managers in management review meetings. The managers started to question his promotion. By arming him with several quick-thinking tools, we enabled the executive to become better prepared, thus increasing his confidence.

2. Speak without a clear message

Executives from technical disciplines, such as finance or engineering, often have a misconception that technical ability is more important than communicating effectively. The very skills that make technical experts successful actually prevent them from being promoted to senior management. They focus too heavily on process and small details when the situation requires something more concise. Unlike junior managers, a senior executive’s main role is to communicate a clear and compelling message.

Executives with presence understand how to tell the story behind the numbers, correctly balancing big-picture with small details. The best executives, such as Steve Jobs, communicate effectively using simple and concise language that conveys powerful and memorable messages. Jobs has honed this skill over the years and his product launches contain such gems as, “Today, Apple reinvents the phone” from the 2007 iPhone launch. This ability to express a situation in its simplest terms is often overlooked by technical executives. However, all effective executive communicators have mastered this art.

3. Put audiences to sleep

Voice makes or breaks a presentation. A monotone voice puts people to sleep and a whispering voice is a liability when attempting to persuade senior managers. Great presenters have honed their vocal variety. They are able to attract an audience’s attention and keep it with a full range that combines pace, tone, resonance, rhythm, emphasis and pause to add impact to their messages.

Many senior executives are introverted and reluctant to speak out, like a recent banking client who had a limited vocal range. After working through a range of exercises, her vocal range expanded and she began to make a better impression on conference calls and in presentations.

4. Dump data rather than connecting

Facts are interesting, but they don’t motivate anyone to change. But many executives still think data wins the day. Despite almost one hundred years of research into what motivates people, many executives still blast their audiences with data-heavy presentations. Then they are surprised by the lack of engagement and change that results. Executives with presence are able to connect and engage people on multiple levels by understanding why people are motivated to act.

A CEO of a fast-growing retailer was missing opportunities to get buy-in on strategy from his more than 500 senior managers at quarterly meetings. Using a three-step process, we helped him identify the underlying message beneath all those facts and figures and he delivered a memorable talk that stuck with the management team long after his speech. This was a great improvement from his previous approach of reading statistics from index cards.

5. Think presenting is PowerPoint

Many executives waste time making weighty slide-decks instead of the one preparation tool that’s truly effective: rehearsal.

Executives who rehearse by making and reading slides at their computer deliver dull, mundane and forgettable presentations. The best executives combine whole-brain thinking in their presentations with story-line, flow and anecdotes along with appropriate facts, figures and slides.

A general manager with a strong technical background realized he needed to break bad habits built up over decades. He stopped using slides for three months- a major leap of faith. Then he focused on his message and got comfortable speaking with just a few well designed slides that were visual and memorable. The change was dramatic and he became a role-model for other managers.

6. Appear evasive and uncertain when asked questions

Some executives tend to ramble around a topic before expressing their opinion. This propensity gets worse when faced with a very direct, aggressive questioning style designed to intimidate the executives, who are often answering in their second language. Executives who cannot handle this pressure suffer from stress, anxiety and a breakdown in confidence. Executives with presence are able to handle difficult questions and deliver sharp, concise and punchy answers to even the toughest questions.

A finance director at a leading specialty chemicals firm, despite being an expert in his function and industry, was overwhelmed when global executives fired questions at him. Using media techniques, we helped him stay calm and composed while in the spotlight.

7. Choke during important presentations

Executives are expected to step up and perform during important meetings. Unfortunately, many executives let stage-fright drag them down. They forget their message, hesitate and stutter through their presentation, and freeze while answering questions. In the eyes of their senior-level audience, they come across as unprepared, unconvincing and uncertain.

A CEO recently used one of our rehearsal techniques, which shifted him away from what could go wrong and allowed him to focus on his key purpose. This enabled him to better cope in high-pressure meetings and stay on track.

8. Blame culture and language too often

Even successful executives make excuses. Common excuses among China-based multinational executives are that cultural differences and language ability cause ineffective communication. Without doubt, culture plays an important role in communication. However, it is often overused as the cause for misunderstandings among senior managers. Executives with presence are able to weigh the cultural aspects before a presentation and allow for them without diluting their message or tone.

As China-based specialists, we frequently support executives, such as country managers, in getting out of this rut. Many of them humbly believe that their language ability or lack of overseas study is the main reason why they cannot get their message across to senior managers, but often have similar issues in their native language. We then focus on the underlying communication skill that can help the executive become more vocal and proactive.

9. Are unaware of their communication impact

When executives are unaware of their communication style, they are deaf to the world. They come across as rigid because they stick to one style for all settings. This causes friction among the leadership team and delays important decision-making. Executives need to be versatile to the subtleties of each occasion.

A CEO for a manufacturing multinational used to turn his back to the audience during important presentations while he read his slides. This lowered the executive’s credibility among senior managers. Intense feedback and video work helped the CEO become more aware and adopt more effective speaking postures.

10. Are low-key to the point of invisibility

Senior executives can underestimate the power of meetings to enhance their credentials. Executives’ days are full of meetings; regular weekly calls with line managers, monthly conference calls with senior management, and quarterly business reviews. These are often missed opportunities to showcase their potential as a high-performing executive with the capabilities to drive the business forward. Successful executives take every chance to enhance their reputation in the eyes of their peers and superiors.

A senior partner in a professional services firm needed to increase his visibility in important meetings with the global management team. His qualities were not coming across clearly during these meetings and, although a capable executive, he was unable to project his opinions with confidence. We helped him adopt a more assertive role which improved his reputation. His ideas got more air time and his recommendations were more quickly accepted.

If you have read these warning signs and thought “that sounds like an executive on my team”, then it is time to contact us. We specialize in supporting senior executives in overcoming these and many other challenges as they learn to speak with executive presence. Give us a call so we can help you find the best way forward.

I support senior executives working for multinationals in Greater China who lack the executive presence to effectively influence key stakeholders. While these executives are very smart, very knowledgeable and highly capable, a key piece missing. Their executive communication skills need polishing.

I help executives build a strong foundation in executive communication so that they are able to better think, speak and act like a leader to set and implement strategy.

Warwick John Fahy

Download the Speak with Executive Presence Program which systematically helps executives think, act and communicate like a leader.

To see if this program is for you, call Warwick to book a complimentary Executive Presence Strategy Session on +86 21 6101 0486. The purpose of this session is to help you gain more clarity on where you want to go and challenges you are having getting there. We’ll also discuss the services I have to offer and determine if what I do can help you get you where you want to go.

Dr. Gerald Bell teaches us that we all have 100 problems every day. I can tell you first hand that the 100 problems theory is tested everyday by our not-quite-two-year-old, as she expresses her displeasure and seems to have several hundred problems.

But nonetheless, her problems are right there, although very basic. From hunger, to sleep, to change of diapers, to frustration over getting a toy to work – she has her problems. We all do, and they seem to just get more complicated as our lives get more complicated.

And you never get a day off. On the weekends, your business problems are shelved for problems at home. Some problems are quick fixes like doing laundry, cutting the grass or getting to the soccer game on time. Some are more difficult like remodeling or fixing a household item or dealing with an unruly teenager.

In work and in life, the problems keep coming. Their importance and difficulty of mastery may vary, but the problems keep coming.

And if you are a leader, well, I don’t have to tell you that most problems roll up to you at the workplace. You may chuckle at the thought of only 100, given that you may have dealt with that many problems by lunch on a slow day.

The key to your own sanity and productivity is how you handle them. Nothing earth shattering there. But how does your team see you handling those problems? I heard another parent say this at a t-ball practice: “As a person, my boss is a great guy, very understanding and empathetic. But he is an awful leader.” When asked why, he stated “he can’t make a decision, big or small, without trying to get everyone’s blessing, and THEN he still procrastinates.” Ouch.

Maybe you are like me and make decisions quickly on everything that doesn’t feel like life and death. Sometimes in a team environment, I would find others bringing me their problems since I was such a good decision maker. Hey, I have my own problems to solve!

Trying to balance a way to collaborate on issues, while handling those smaller items isn’t particularly easy. Communication is critical. I think you have to give your direct reports the ability to make a decision, right or wrong, so long as it answers the question “is this in line with what we do, who we are, and what we want to achieve?” Being true to yourself and your core values are critical to any decision.

And be done with those problems, because there are at least 100 more in the hopper.

How many problems do YOU have today?

Blair Ingle

“Innovative leader; man of action, influence and service everyday.”

You can read more at his website BlairIngle.com

Twitter Profile
LinkedIn Profile
Facebook Profile

Jeffrey Gitomer has written a lot of these little pocket sized books on sales and networking to help professionals in their own business. He has now adds to his Little Book series a book called “The Little Book of Leadership: The 12.5 Strengths of Responsible, Reliable, Remarkable Leaders That Create Results, Rewards, and Resilience” to be another quick source of valuable leadership information.

There are many different philosophies and strategies on what makes a good leader and what leadership is, and there are dozens of “leadership rules to follow“, “leaderhsip do’s and don’ts, and even how to “spot great leaders in or outside your own organization.

Just like his other books, there aren’t any mind-blowing new strategies or ideas presented, but the presentation and short readings can be kept on the bookshelf next to the desk for a quick reference or inspirational message.

I’ve always enjoyed reading Gitomer’s books because they are short and to the point. They’re a great way to start off the day and it can give you ideas for reflection as you enhance your own leadership skills. You’ll look at some parts what leadership is in a new way and might even find areas that you’ve overlooked in your own leadership.

Quality leaders are essential to business success. Make sure you always be enhancing your own leadership skills and abilities!

A leader possesses many different attributes to effectively lead himself, his team, and his company or organization. Depending on the culture, there may be a slight variance in the style the leader manages these attributes but an effective leader is able to lead those around him. The three most critical attributes of a leader are effective communication, a strong vision, and a high level of confidence.

Effective Communication

Communication skills are the utmost importance of these attributes. A leader must be able to articulate his wants and needs for the company in a manner that others around him understand what the objectives are and what needs to be completed to accomplish these goals. An important aspect to communication is listening to those around you. The leader must be humble enough to listen to those around him that provide valuable insight and feedback so the leader can make the best decision possible.

Ineffective or miscommunication cause many problems such as wasting time, resources, and frustration among all those involved and this can have a cumulative indirect failure on the rest of the organization. Once miscommunication has been identified, the leader must reassert his original desires and reset expectations on when accomplishments will happen. Most of the time, the failure in communication is one party either not having enough information or not understanding the language the other one is using because of their individual definitions of certain words.

Strong Vision

A strong vision on where the group is going, and effectively communicating that vision, is critical for a leader. The vision does not need to change the world, but it does have to have an impact, no matter the significance. People not only want, but need, to be inspired that they are making a difference. Otherwise, what are they living for? Great leaders are able to articulate how the group is making a difference in their own life, and the lives of others either on a group level and when necessary and individual level. A strong vision not only inspires those around the leader, but it motivates them to do better.

No vision or a weak vision by a leader eventually leads to despair. Those following the leader will not be as motivated to do well and it will begin to show in their work. The downward spiral begins and the people will begin to look elsewhere for inspiration and motivation or they will just continue the grind which will eventually lead to failure.

High Level of Confidence

A leader needs to have a high level of confidence. Confidence in himself and his ability to lead, confidence in the vision and that it will work, confidence in the people around him and that they will have the ability to accomplish the goals so the vision is achieved. When the leader has experiences from the past that worked well, it can increase their confidence that they can accomplish the task at hand and more difficult ones in the future. The leader must have confidence in the vision so he can stay motivated and inspired to lead others to that vision. Finally, a leader needs to have the confidence in those around him that their skill sets will be able to accomplish the goals of the organization.

Not having confidence in these areas leads to doubt. Doubts can destroy a leader’s ability to lead. If the leader starts to doubt himself, the vision, or those around him, things start to unravel. Goals don’t get accomplished, people aren’t motivated to finish their tasks, and the vision quickly turns into a dream.

A leader’s job is difficult; he must have many different attributes to effectively lead his team through the objectives to accomplish goals that fulfill the vision. Even though there are some attributes that are more important than others, the three most critical attributes of a leader are effective communication, a strong vision, and a high level of confidence.

It’s now 2010 and if you haven’t already, it’s time to refocus your companies growth and maturity for the coming year.

There are probably dozens of projects left over from last year. It’s time to dump the projects that aren’t going to pan out and put those resources into other projects that will meet company goals.

Too often, leaders will hold on to old projects because they’ve become attached too them and believe that they can succeed. However, this keeps valuable resources on the project and can hurt moral and profits down the road.

Successful leaders are the ones that can eliminate dead projects and focus on new ones by reorganizing resources.