After exploring various approaches to executive presence, M-J settled on the one proposed by Bates & Weighart. This coherent and relevant framework aligns with her approach to developing a leader’s emotional intelligence and takes into account the executive’s professional and personal growth. It identifies fifteen behaviors and qualities that can be used to assess executive presence.

According to M-J's approach, executive presence is actually made up of fifteen (15) different sets of observable behaviors, grouped into three (3) categories: character, substance and style. Each of these categories is then broken down into 5 (five) behaviors:

1. Character is built through: authenticity, integrity, concern, restraint and humility;qualities that we learn early in life and that are essential for building trust.
2. The substance required: practical knowledge, confidence, composure, resonance and vision; qualities that leaders develop in adulthood and that are important for credibility
3. Style involves: appearance, intentionality, inclusiveness, interactivity and assertiveness; the qualities used in two-way communication - which aligns and stimulates execution.

M-J has chosen to use this grid to measure and guide the leader in the development of EP, considering that it is not only a scientific tool but also a continuum consistent with his method for developing emotional quotient (based on transactional analysis, ego states, transactions with self and others).

M-J chose to use a four (4) phase development framework, developed by a researcher (Kerns), in order not to lose sight of the whole development process, even if it is spread over several months.

The four phases are :

1. Define and evaluate,
2. Affirm and understand,
3. Optimize and integrate,
4. Measure and evaluate.

We must not overlook the negative aspects of executive presence. Given the alarming rates of managerial inefficiency, it would be naive to think that, in practice, executive presence serves only a positive purpose.  This is why M-J makes sure to highlight what can lead a developing leader to act negatively toward themselves and others, or positively toward themselves but negatively toward others. This work will have already been initiated during the QE assessment phase and will be refined during this program.

Depending on the organization and its ability or willingness to operationalize the definition of executive presence and its measurement, there are two (2) alternatives:

1. Use a scientifically recognized 360° data collection process for which the leader determines his or her evaluators. In addition to answering the survey themselves, typical respondent groups include their manager, direct reports, peers, other key internal stakeholders and even customers. 

2. Use of several scientifically recognized tests that measure some of the elements contained in the grid and completed using a questionnaire developed by M-J.

The first measurement alternative requires more prior preparation on a global scale, while the other option is more of an individual approach. M-J prefers the second option, as it enables perceptions to be reframed and the contexts behind these perceptions to be validated, making development more effective.

Using the results obtained, M-J must detect the dichotomies in perceptions between the leader's self-evaluation and what is perceived by her peers, subordinates, customers and herself.

• MJ will conduct interviews with people identified jointly with the leader, optimizing the confidentiality of these interviews and managing or reframing perceptions to ensure that the leader can evolve with impunity.

• MJ will providelive observation during presentations, team leadership and other events. Terms and conditions are to be agreed with the leader and his organization to ensure confidentiality.

Leadership development in this new era must evolve by making it easy and affordable to obtain personalized, socialized, contextualized and traceable learning experiences.

Business schools and other traditional educators are not always able to teach the soft skills essential to success today, and too often leaders are unable to apply the lessons learned to their work.

M-J takes this reality into account and will adjust development needs according to the results obtained. Other resources will also be identified to meet the specific development needs of the executive presence, as follows:

• M-J transmits its own field of expertise (IE and Leadership training) while accompanying leaders in their work environment (coaching & mentoring),
• M-J offers external resources (videos, readings, coaching) to meet any other specific needs identified. M-J ensures follow-up.