In a recent study published by Harvard Business Review, it emerges that, over the last 10 years, inspiring trust and decisiveness are still important traits, however inclusiveness has entered the list of the most appreciated components compared to the 3 components listed previously. This shift reflects the new weight of diversity, equity and inclusion in corporate strategy. The old ideal – modeled and embodied by successful white male leaders who ruled the US and European corporate world at the beginning of this century – has long since faded, leaving room for examples of leaders who are, yes, confident, decisive, clear-headed. and authoritative, but also empathetic, open to feedback, emotionally aware and allies in all aspects of Diversity, Equity & Inclusion.
The new features of executive presence
Even in the executive presence, the valuable characteristics of this new leadership must be expressed and clearly visible, thus overcoming old teachings on “what is good to reveal and not to reveal too much about yourself”. In addition to Kamala Harris, many business and organizational leaders have begun speaking openly about their modest backgrounds to demonstrate executive presence. For example, Bill Hornbucke, CEO of MGM Resort, to hire his people in the post-pandemic, has repeatedly said how at the beginning of his career he was a room service waiter for a well-known chain; It goes without saying that none of his employees questioned whether he knew what it was like to work in a hotel.
Similarly, Laura Garza, Dyson’s Chief People Officer, said in a recent interview: “I’m Mexican and I’m gay. I think this also puts me in a position to “grasp” the complexity of the global market.” And what about Ginni Rometty, CEO of IBM from 2012 to 2020? When questioned about her well-known innovative and visionary ability, she has repeatedly stated: “My mother with 4 children and no education after high school had to figure out how to earn a living when her husband – my father – abandoned us. It was tough. But I always saw how she managed to reinvent herself with great difficulty because she didn’t have access to many things. This has been in my mind forever and ever. Finding access to the future.”
I applaud, I don’t know about you. Authenticity and uniqueness, which were not particularly valued 10 years ago, are now required of leaders and are expected to reveal who they really are and not imitate an outdated and idealized model. Let’s think, for example, about how dress codes have changed in recent years. Even in the most formal environments, a certain interpretation of a look is now allowed which at times seemed more like an “uncomfortable” uniform than a comfortable suit suitable for one’s work; for example, ties and shoes that are slim as musts, and I’ll stop here.
A distinctive trait of executive presence is therefore communicating one’s authenticity, of being who one is, with one’s personal and work experiences. In short, having this quality does not mean pretending, copying or reciting a script for which you are not suited just to make a good impression. On the contrary, executive presence is born and develops from truthfulness, from the very essence of our being, from the traits that distinguish us and that make third parties perceive our hidden talents on which our entire reputation rests. Important experiences of real and professional life that make us the only “experts” in the field.
