Program
Executive Presence
Executive Presence
Influence
Employer Brand
After exploring different approaches and definitions of executive presence, M-J chose those of Bates & Weighart. This approach proposes a coherent and relevant continuum, in harmony with the strategy developed by M-J to strengthen the leader's emotional quotient. It also takes into account the leader's professional and personal development throughout his or her career, as one inevitably influences the other. Fifteen behaviors or qualities that define executive presence are clearly established and can therefore be assessed.
Authenticity Integrity Caring Control humility expertise confiance Calm resonance vision appearance intentionality inclusiveness interactivity affirmative
DEFINITION OF EXECUTIVE PRESENCE
According to Bates & Weigharts, "Executive presence is the ability to influence, engage, align, mobilize and inspire people to action." The authors describe these capabilities in three dimensions: the individual's character, substance and style. Each of these dimensions is broken down into 5 (five) behaviors.
BEHAVIORS ASSESSED IN EXECUTIVE PRESENCE
Authenticity, integrity, concern, restraint, humility, practical wisdom, confidence, composure, resonance, vision, demeanor, intentionality, inclusiveness, interactivity and assertiveness.
5 BEHAVIORS THAT DISTINGUISH EXCEPTIONAL LEADERS
According to a study carried out by the authors, the five behaviors demonstrated by top executives who have contributed to strong growth in their organizations are vision, practical knowledge, composure, authenticity and integrity.
Developing an Executive Presence involves two steps
Step 1
(Duration 6 to 12 months)
Step 2
(Duration: 8 to 15 months)
STEP 1. Awakened Leadership Program
Research shows that emotional quotient (EQ) plays a crucial role in the success of leaders. We must first understand our own emotions in order to cultivate empathy and compassion for others. Cultivating an attitude of openness and frankness towards oneself is the first step towards becoming that exceptional leader.
General intelligence (IQ) is essential for problem solving, but it becomes even more valuable when combined with emotional intelligence (EQ). This combination improves judgment and decision-making. Since 2020, the demands are high due to constantly changing parameters. As a senior manager, it's crucial to understand not only the new objectives, but also the human aspects as a whole. It is essential that you contribute to the development of outstanding teams sharing a common goal.
Scientific tools, adapted and tested in different countries, to measure the following items in leaders :
The Emotional Quotient is assessed through 15 dimensions of emotional intelligence according to Salovey and Mayer, including the recognition, understanding and management of emotions. The dimensions measured are essential for professional collaboration and adaptation to change, particularly in times of crisis.
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 values and beliefs is crucial to improving your emotional quotient (EQ). Over 80% of our beliefs are unconscious and may be obsolete. It is essential to review them to optimize performance and fully exploit leadership potential, taking into account your cognitive biases.
Our behaviors are influenced by beliefs, perceptions and emotions. It's important to recognize what influences these behaviors so we can develop the empathy, compassion and resilience needed to grasp first, our reality and then, that of the other and that of the organization.
Note: Program based on transactional analysis, ego states, transactions with self and others and applied neuroscience.
MJ has chosen to combine mentoring and coaching. With over 20 years' experience as a leader, she has observed how sharing relevant experiences can bring valuable expertise to the executives she coaches. The aim is to promote an environment of respect for self, others and the organization, while seeking ethical solutions for all.
TYPES OF COMPANIES: SME, ETI, GE
FOR: The aspiring executive leader 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 6 to 12 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.
*Please note that this program is a prerequisite for the Executive Presence program.
STEP 2. Executive Presence Program
Executive presence goes beyond charisma and presentation skills. It manifests itself through visible and influential behaviors. This program aims to help the executive become, and be perceived as, a leader capable of clearly communicating his or her vision, while at the same time displaying integrity, confidence, authenticity, empathy and motivation.
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 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.
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.
Currently or soon to be in gradual return
what do I need to master, and can I have a career afterwards?
Leadership Strategist and Executive Coach,
Occupational Health Specialist, Speaker and Author
