Executive Presence Program
Executive presence influences business growth
REQUIRED SKILLS
The leaders who succeed in increasing the growth of their organizations are also those who have the ability to facilitate a process enabling the team to discover together the best solution or implementation strategy. This leader must demonstrate :
expertise trust calm vision inclusiveness authenticity integrity humility assertiveness
Definition of EP
According to Bates & Weighart
"Executive presence is the ability to influence, engage, align, mobilize and inspire people to action."
Your executive succession plan is completed
Here are your next two steps:
You've identified the candidates who have the technical skills, know-how and desire to become your organization's future visionaries. Now it's time to measure, identify and develop these champions so that they can discern your organization's real needs and ensure its sustainability and success. M-J offers a two-stage development plan and an innovative approach that keeps your leaders engaged during the coaching process, and ready to apply the tactics and knowledge they've learned as soon as they're promoted.
STEP 1
DEVELOPING THE LEADER'S EMOTIONAL QUOTIENT
STEP 2
DEVELOPING THE LEADER'S EXECUTIVE PRESENCE
Why two stages?
There are different definitions and approaches to executive presence. M-J chooses the one by Bates & Weighart because it is the only one scientifically founded and because it takes into account the dimensions relevant to an individual's evolution in the different phases of his or her life, while considering how an individual transacts and is perceived by others at work. According to these authors, executive presence is made up of behaviors observable by oneself and others.
For a leader to be able to constructively receive the perception of his peers, and to evaluate himself effectively, it is vital that he first develops the ability to differentiate his own emotions from those of others, and that he is also able to identify his own needs. With the help of these new emotional skills acquired through the Awakened Leadership program, he can then plunge effectively into the development of a well-defined and measurable executive presence.
STEP 1 - DEVELOPING A LEADER'S EMOTIONAL QUOTIENT
Awakened Leadership Program
It's not enough to be a visionary leader, to know how to reason well or analyze ideas and trends in order to bring them to fruition. You need to possess the moral and personal qualities to mobilize and influence those who will work towards the organization's success. This requires openness to new things, originality, sensitivity, empathy, non-conformism and self-confidence*. Dimensions that are reflected in a competent EQ .
General intelligence (IQ) is important for problem-solving, but is most beneficial when combined with emotional intelligence (EQ). This combination results in better judgment and decision-making. Since 2020, the bar has been raised, and as an executive, you need to understand not only the new objectives, but also the human dimension in all its dimensions. It's crucial that you know how to contribute to the development of exceptional teams that grasp the common objective.
Scientific tools, adapted and tested in different countries, to measure the following items in leaders :
First, the Emotional Quotient (EQ) with a tool developed to assess the level of emotional intelligence, as defined by Peter Salovey and John Mayer. This includes the ability to perceive, understand and manage one's own emotions, as well as those of others. EQ is assessed across 15 dimensions of interpersonal and intrapersonal emotional intelligence. A certain level of emotional intelligence is crucial in situations where people have to work together towards a common goal, particularly in the corporate world. In addition, emotional intelligence is necessary for effective adaptation to change, such as in crisis situations.
This isfollowed by an assessment of managerial performance using a questionnaire. questionnaire to measure 19 dimensions organized into 4 groups: people management, perception mode, self-management and change management. This questionnaire enables the manager's managerial profile to be precisely defined, identifying his or her strengths and limitations in both project and people management. The self-knowledge provided by taking this test will also enrich the EQ development process as proposed by M-J
Understanding your own paradigm is essential to developing your EQ. It's impossible to remain globally successful if you don't understand how your beliefs influence your decisions, and your ability to develop solutions that contribute to the organization. Over 80% of our beliefs have been unconsciously imposed on us, so they risk being both maladaptive and outdated. Let's make sure they're in line with current reality, so you can access your full leadership potential.
There are those behaviors that you judge. You need to know that these are motivated by beliefs and emotions. If you don't know the techniques for separating beliefs and emotions from behaviors, in order to understand what drives the latter, you won't be able to develop the resilience or empathy needed to target the appropriate action; the one that creates a bridge between the reality of each individual and that of the organization. (Program based on transactional analysis, ego states, transactions with self and others).
MJ has chosen to combine mentoring with coaching techniques. As a leader herself for over 20 years, she has experienced how sharing relevant experience can become a valuable resource for the executives she coaches. The aim is to create a climate of respect for oneself, others and the organization, while striving to find ethical solutions for all.
TYPES OF COMPANIES: SME, ETI, GE
FOR: The aspiring executive who is part of an organization's succession plan, and anyone else who wants to exercise contemporary leadership.
Entrepreneur, CEO, Vice President, Executive Director, Director
A total of 30 hours spread over a period of 3 to 6 months.
The sessions are completely confidential and the program will not be used to determine the leader's competence within the organization. The aim is to provide a space in which the leader can develop with impunity. The leader will then decide whether to continue with the program, and the organization will be invited to sign a confidentiality agreement to this effect.
An EQ measurement during, and one year later, will serve to validate how the program has contributed to development.
*Pleasenote that this program is a prerequisite for the Executive Presence program.
*Yannick Farmer, full professor in communication ethics at UQAM, research published in 2022, Prudence, Ethics and Anticipation in Visionary Leaders.
STEP 2 - DEVELOPING THE LEADER'S EXECUTIVE PRESENCE
Executive Presence Program
Executive presence is much more than gravitas, image or presentation skills. It is made up of behaviors that can be observed by oneself and others. The aim is to help leaders understand how they are perceived by the people they work with and influence. M-J supports your talent in projecting the image of a leader who is honest, confident, calm when facing a storm, authentic, empathetic and inspiring.
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:
- Character is built through: authenticity, integrity, concern, restraint and humility;qualities that we learn early in life and that are essential for building trust.
- The substance required: practical knowledge, confidence, composure, resonance and vision; qualities that leaders develop in adulthood and that are important for credibility
- 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 :
- Define and evaluate,
- Affirm and understand,
- Optimize and integrate,
- Measure and evaluate.
We must not forget to consider the negative aspect of executive presence. With alarming rates of managerial ineffectiveness, it would be naive to think that, in practice, executive presence serves only a positive gain. This is why M-J makes sure to highlight what can lead the developing leader to act negatively towards self and others, or positively towards self but negatively towards others. This work will have already been initiated during Step-1 and will be perfected 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:
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.
- 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 preparation on a global scale, while the other option is more of an individual approach.
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 available 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 will ensure follow-up.
TYPES OF COMPANIES: SME, ETI, GE
FOR: Talents identified in the succession plan and any other person wishing to exercise contemporary leadership.
Entrepreneur, CEO, Vice President, Executive Director, Director
*Please note that the Awakened Leadership program is a prerequisite.
Normally spread over a period of 8 to 15 months, but may vary according to the leader's development needs and operational schedule.
The main objective is to get that long-awaited promotion and make it a success over time. Who doesn't know a leader who, a year later, resigns or is dismissed? Let's work together to ensure that this scenario doesn't become reality, and that success is the order of the day!
The sessions are completely confidential and the program will not be used to determine the leader's competence within the organization. The aim is to provide a space in which the leader can develop with impunity. The leader will then decide whether to continue with the program, and the organization will be invited to sign a confidentiality agreement to this effect.
EQ and EP are measured during the program, and one year later, to validate how the program has contributed to talent development.
