More often than not, executive carriage is the centerpiece of my coaching assignments. Typically someone is being groomed for a more senior role or has just been promoted to a higher level. Leaders realize quickly that commanding leadership respect is half the battle in getting things done.
Don’t be surprised though if your search engine entry for Executive Carriage brings you to limousine rental companies, not enough has been written about this important subject.
Senior leaders must not only work under unusually stressful conditions, but also remain high performing while exuding an aura of calm. Heightened visibility at the executive level means that self-awareness is critical. Others are watching you constantly – how you react in a crisis, present an opportunity, respond to others’ presentations, etc. Intentionally or not, they’ll be following your lead to guide their own behaviour.
Leaders who are strong in personal gravitas (love that word!) are passionate yet deliberate, engaged yet objective, confident but never ego driven. I have noticed that the most successful ones come to the table with a strong foundation of being adaptable, politically adept and self-confident.
Here are some common mistakes:
• Thinking that there is only one effective way to demonstrate executive carriage. Some people think they have to change who they are to fit the mould of a stereotypical executive. On the contrary, executive carriage can look very diverse.
• Overdoing it. If you display too much emotion, you might come across as volatile or erratic; if you put on a more formal air, you seem aloof and disengaged.
• Confusing the external trappings of being an executive with what gives you executive presence. It’s the internal qualities you possess – not the status symbols you acquire.
• Being transparent. If others feel you are manufacturing a demeanour, you’ll lose credibility.
• Not relying on third-party professional assessment of your executive disposition.
Finally, there is something I have seen in my work with emerging leaders, younger managers going into the lions’ dens of senior people with much more experience. I couldn’t make them older than what they really are but they can be equipped with stronger confidence, self-worth and poise to handle meetings…a gift of personal gravitas for your leaders of tomorrow.
Pierre Robitaille