Category: Human Resource Management

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– 2 years ago **files (3)** – ## Module1Overview.docx – ## Module1SLP.docx – ## Module1Resource.docx **## Module1Overview.docx** **Module 1 – Overview** **Intro to Human Resource Management; HRM’s Role; Strategic HRM** **Module Objectives** Upon successful completion of this module, the student will…

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Assignment Prompt & Instructions

– 2 years ago

**files (3)**

– ## Module1Overview.docx

– ## Module1SLP.docx

– ## Module1Resource.docx

**## Module1Overview.docx**

**Module 1 – Overview**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Module Objectives**

Upon successful completion of this module, the student will be able to satisfy the following objectives:

· Module

· Analyze and assess the strategic role of human resource professionals in organizations.

· Case

· Design solutions to strengthen the link between organizational strategy and human resource activities.

· SLP

· Evaluate an article in
_HR Magazine_ related to a topic in this module.

· Discussion

· Analyze and assess the role of human resource management in an organization.

**Module Overview**

Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
_HR Magazine_ produced by the Society of Human Resource Management (SHRM).

In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

**## Module1SLP.docx**

**Module 1 – SLP**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
_HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

You have a choice for the format of your submission, either submit:

a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

or

b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

**SLP Assignment Expectations**

_Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

·
**Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

·
**Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

·
**Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
_Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
_References_ page?

·
**Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

**## Module1Resource.docx**

**Module 1 – Resources**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Introduction to HRM**

Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

**What are some of the functions of HRM?**

**Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

**Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

**Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

**Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

**HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

[_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

Also, read the following on putting the “human” back into strategic HRM:

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting 'human' back into strategic human resource management.
_Human Resource Management Journal, 21_(2), 93-104. Retrieved from EBSCOhost in the Trident Online Library.

Today, the following now contribute in large part to the completion of many traditional HR activities:

**Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

**Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

**Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

**Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

**Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

**Optional Sources:**

The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

Wienot Films. (2011, May 9).
[_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

**Also**

Society for Human Resource Management. Browse SHRM’s monthly publication, HR Magazine (available though ProQuest in the Trident Online Library) for pertinent HR topics. Also visit the SHRM website,
[_www.SHRM.org_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

**## Module1Resource.docx**

**Module 1 – Resources**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Introduction to HRM**

Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

**What are some of the functions of HRM?**

**Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

**Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

**Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

**Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

**HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

[_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

Also, read the following on putting the “human” back into strategic HRM:

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting 'human' back into strategic human resource management.
_Human Resource Management Journal, 21_(2), 93-104. Retrieved from EBSCOhost in the Trident Online Library.

Today, the following now contribute in large part to the completion of many traditional HR activities:

**Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

**Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

**Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

**Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

**Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

**Optional Sources:**

The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

Wienot Films. (2011, May 9).
[_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

**Also**

Society for Human Resource Management. Browse SHRM’s monthly publication, HR Magazine (available though ProQuest in the Trident Online Library) for pertinent HR topics. Also visit the SHRM website,
[_www.SHRM.org_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

**## Module1Overview.docx**

**Module 1 – Overview**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Module Objectives**

Upon successful completion of this module, the student will be able to satisfy the following objectives:

· Module

· Analyze and assess the strategic role of human resource professionals in organizations.

· Case

· Design solutions to strengthen the link between organizational strategy and human resource activities.

· SLP

· Evaluate an article in
_HR Magazine_ related to a topic in this module.

· Discussion

· Analyze and assess the role of human resource management in an organization.

**Module Overview**

Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
_HR Magazine_ produced by the Society of Human Resource Management (SHRM).

In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

**## Module1SLP.docx**

**Module 1 – SLP**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
_HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

You have a choice for the format of your submission, either submit:

a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

or

b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

**SLP Assignment Expectations**

_Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

·
**Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

·
**Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

·
**Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
_Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
_References_ page?

·
**Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

**## Module1Resource.docx**

**Module 1 – Resources**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Introduction to HRM**

Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

**What are some of the functions of HRM?**

**Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

**Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

**Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

**Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

**HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

[_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

Also, read the following on putting the “human” back into strategic HRM:

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting 'human' back into strategic human resource management.
_Human Resource Management Journal, 21_(2), 93-104. Retrieved from EBSCOhost in the Trident Online Library.

Today, the following now contribute in large part to the completion of many traditional HR activities:

**Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

**Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

**Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

**Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

**Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

**Optional Sources:**

The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

Wienot Films. (2011, May 9).
[_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

**Also**

Society for Human Resource Management. Browse SHRM’s monthly publication, HR Magazine (available though ProQuest in the Trident Online Library) for pertinent HR topics. Also visit the SHRM website,
[_www.SHRM.org_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

**## Module1Overview.docx**

**Module 1 – Overview**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Module Objectives**

Upon successful completion of this module, the student will be able to satisfy the following objectives:

· Module

· Analyze and assess the strategic role of human resource professionals in organizations.

· Case

· Design solutions to strengthen the link between organizational strategy and human resource activities.

· SLP

· Evaluate an article in
_HR Magazine_ related to a topic in this module.

· Discussion

· Analyze and assess the role of human resource management in an organization.

**Module Overview**

Module 1 is an introduction to human resource management and a close-up look at HR’s role in an organization with a specific focus on strategic planning.

The Case Assignment is our first look at The King Company organization. You will see as you examine the Company that HR activities are entwined with nearly all other functions in running a business.

The SLP in Module 1 provides an opportunity for you to become familiar with a popular publication written for HRM professionals. The publication examined in this Module is
_HR Magazine_ produced by the Society of Human Resource Management (SHRM).

In the Discussion forum for Module 1, you and your classmates will be examining actual HR activities in the HRM field.

**## Module1SLP.docx**

**Module 1 – SLP**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

It is important for HRM professionals to keep up on the HRM field. In the SLP assignment in this class, you will be investigating an HRM practitioner publication,
_HR Magazine_ (found in ProQuest from the Trident Online Library). It is the main publication of the Society of Human Resource Management (SHRM)—the largest professional association dedicated to HR professionals.

Select an article of your choice, published within the past three years, related to a topic in this module. Discuss the following:

What main points does the author (or authors) make? Do you agree? Why or why not? What would make this article stronger? Bring in at least one other author viewpoint on the topic (from your background readings or library research), comparing or contrasting it to the article that you read.

You have a choice for the format of your submission, either submit:

a. An essay (2–3 pages, not counting the cover page or the Reference page) which includes an introduction and conclusion

or

b. A PowerPoint presentation with speaker notes on each slide. Not counting the cover slide or the Reference slide, your slide presentation should be 3–5 slides.

**SLP Assignment Expectations**

_Your submission will be evaluated using the criteria as stated in the SLP rubric. The following is a review of the rubric criteria:_

·
**Assignment-Driven:** Does the submission fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the submission meet minimum length requirements?

·
**Critical Thinking:** Does the submission demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the submission address the topic with sufficient depth of discussion and analysis?

·
**Business Writing:** Is the submission logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?

·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall submission?

·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the
_Background_ page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the submission been included on the
_References_ page?

·
**Timeliness**: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?

**## Module1Resource.docx**

**Module 1 – Resources**

**Intro to Human Resource Management; HRM’s Role; Strategic HRM**

**Introduction to HRM**

Human Resource Management (HRM or simply HR) is one of the most exciting fields to study in business. It is the utilization of people to help the organization achieve its goals and objectives. Executives, managers, supervisors, and other employees are all in the organization because there is work to be done. People who work in HR departments work with constant change and challenges—staffing needs, legal compliance, special compensation issues, and technological changes, for instance.

**What are some of the functions of HRM?**

**Staffing:** ensuring that the organization has the proper number of employees with the right skills and behaviors to get the jobs done. Some of the major areas often grouped closely with the staffing function are job analysis, human resource planning, recruitment, selection, and on-boarding/new employee orientation. We will look at the staffing function in Module 2.

**Talent Development:** training and developing employees as well as career planning, organizational development, performance management, and performance appraisal. Talent development, along with performance management, and organizational development are the topics for Module 3.

**Total Rewards:** what people receive in return for performing work in an organization. This is a concern for employees and employers alike. The total of all rewards include pay (direct financial compensation), benefits (indirect financial compensation) and non-financial compensation (satisfaction from the job itself or from the psychological environment and/or the work environment itself). Employee compensation with a strong motivational component (referred to as “total rewards”) is discussed in Module 4.

**Employee and Labor Relations:** “Labor relations” (sometimes called “industrial relations”) pertains to the employer-union-employee relationship when a union is present. The term “employee relations” normally represents the broader scope of workplace relationships—including employee morale, corrective action, terminations, and resignations. Module 4 pertains to total rewards, employee and labor relations, and also global HRM.

Keep in mind this course is an overview course—not a how-to course. The more advanced courses in the MSHRM degree program (MGT511, MGT516, HRM520, HRM522, and HRM599) go into more detail of the how-to of these and other HRM functional areas.

**HR’s Role in Organizations:** The role of HR professionals is under constant change. Many changes have been made so that HR professionals play a more strategic role. Because of this strategic emphasis, the question becomes, Who will perform the usual administrative roles associated with the many HR functions listed above? Many employers have turned to outside vendors or the use of HR technology systems in-house. Some HR duties have disappeared. The focus has switched to one of cost cutting—lean budgets in a global environment. HR staffs have been reduced and operating budgets are smaller. The most efficient organizations typically spend nearly 30% less per employee on HR and operate with 25% fewer HR employees (Controller’s Report, 2011).

Please note that the following links will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.

[_Human Resources: Leadership and Strategic Impact_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505569&srcou=104372) – LinkedIn Learning

[_Human resources basics_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505570&srcou=104372) – LinkedIn Learning

Also, read the following on putting the “human” back into strategic HRM:

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting 'human' back into strategic human resource management.
_Human Resource Management Journal, 21_(2), 93-104. Retrieved from EBSCOhost in the Trident Online Library.

Today, the following now contribute in large part to the completion of many traditional HR activities:

**Line managers:** Line managers using technology are performing HR processes that require approvals, record-keeping, or input. They are working on recruiting, selection, and performance appraisals through the use of automated systems, without HR’s continuous input in the process.

**Outsourcing organizations:** This is the process of organizations hiring external HR professionals to perform HR work that was previously performed in-house. Organizations decide what competencies they want to keep in-house and assign other activities to externals to perform. This allows HR professionals to focus on strategic initiatives.

**Shared service centers:** A shared service takes routine, transaction-based duties dispersed throughout an organization and consolidates them in one place. For example, a company with 15 locations might consolidate their benefits and pension administration, payroll, relocation assistance, recruitment, and training and development into one center.

**Professional employer organizations (PEOs):** This is a company that leases employees to other businesses. The PEO continues to be the employer (issuing pay and benefits to its leased-out employees for performing HR work for an external organization). This frees up the external organization’s HR employees to work on HR strategic plans.

So, we see that the goal today is for HR to be more focused on strategic HR—on the bottom line of the organization, leaving the administrative tasks to technology and others (Schein, 2010).

**Sources used to prepare this section:** Despite Recession, World-Class HR Organizations Reduce Costs by 13 Percent. Controller’s Report 2011 (August 2011). 1-19.
Mondy, R. W. (2014). Human resource management. Upper Saddle River, NJ: Pearson.
Schein, E. H. (Fall 2010). The role of organization development in the human resource function. OD Practitioner (42) 6-11.

**Optional Sources:**

The following two sources may be helpful if you choose to prepare a slide presentation for your SLP 1:

Wienot Films. (2011, May 9).
[_How to give an awesome PowerPoint presentation [Video file]_](https://www.youtube.com/watch?v=i68a6M5FFBc). Retrieved from https://www.youtube.com/watch?v=i68a6M5FFBc

**Also**

Society for Human Resource Management. Browse SHRM’s monthly publication, HR Magazine (available though ProQuest in the Trident Online Library) for pertinent HR topics. Also visit the SHRM website,
[_www.SHRM.org_](https://www.shrm.org/), for membership information as well as for information on HR topics (some do not require paid membership for access, others do).

November 5, 2026
[Solved] field notes (568)

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– 2 years ago **files (6)** – ## Module4Practicingfieldnotes.docx – PowerPosing.pdf – Decoding_of_inconsistent_commu.pdf – UnconsciousDesireforHierarchy.pdf – PowerApproachandInhibition.pdf – The_contingent_smile_A_meta-a.pdf **## Module4Practicingfieldnotes.docx** Module 4: Practicing with F…

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– 2 years ago

**files (6)**

– ## Module4Practicingfieldnotes.docx

– PowerPosing.pdf
– Decoding_of_inconsistent_commu.pdf
– UnconsciousDesireforHierarchy.pdf
– PowerApproachandInhibition.pdf
– The_contingent_smile_A_meta-a.pdf

**## Module4Practicingfieldnotes.docx**

Module 4: Practicing with Field Notes & Photography

·
**Due** Friday by 11:59pm

·
**Submitting** a text entry box or a file upload

**This week, you will combine your observations from the world around you (Field Notes) with photographs (2-3) and your Critical Thinking Prompts into the template provided.**

Field Notes

Refers to notes created by the researcher (you) during the act of conducting a field study to remember and record the behaviors, activities, events, and other features of an observation. Field notes are intended to be read by the researcher (you) as evidence to produce meaning and an understanding of the culture, social situation, or phenomenon being studied. The notes may constitute the whole data collected for a research study [e.g., an observational project] or contribute to it, such as when field notes supplement conventional interview data or other techniques of data gathering. For this class, your Field Notes will supplement a larger data set.

Observations

**First: Each student will document 3 observations each week, using the guidelines for descriptive and reflective content**. These observations should include a date, time, and location of the observed event
**and should be included with your critical thinking and application prompts submission.** As you observe your environment and notice interactions or events, think about what you are witnessing and how it applies to the material we are studying in this class. Additionally, ask yourself what this observation has to do with women and leadership.

Telling a Story with a Photograph

Photography is a great way to tell a story about a particular theme. This is particularly relevant for PhotoVoice where participants are encouraged to use their photographs to tell a story and convey a particular message. Sometimes it may be possible for a participant to accidently stumble across a scene that they feel encompasses the message that they want to tell and to photograph it, but this is not often the case. This lack of planning could cause participants to search for hours for something to photograph.

For this week, think through some simple questions beforehand to help you decide what story it is that you want to tell and consequently, what types of photographs you want to take. You might consider the topics we are already discussing in this class. As you document your observations in your field notes, consider how a photograph might further illustrate the story you are telling about these topics, themes, ideas, and experiences.

**NEXT:** **Please take 2-3 photographs from the world around you to represent your learning this week**. Include the images with your Field Notes along with an explanation of how the images relate to the course material.

Think about what themes stand out to you and look at the world around you for examples of these themes.

Critical Thinking Prompts

Each week, you will be presented with a series of critical thinking prompts and application prompts related to the content of the course. These questions will steer the focus of the field notes you will take throughout the course. Field notes capture your observations of your landscape and connect those observations back to the material we are discussing in class.

Each question is generally worthy of at least 150 words (1-2 well-written paragraphs) in response. Connect with
**_(and cite in-text)_** the applicable readings/videos from the module's learning materials.

**_A note on in-text citing and connecting with the learning materials:_**  As a graduate student, you must offer perspectives and arguments that are grounded in the literature –
_NOT personal opinion or anecdotal evidence._ I don't want a works cited page, but I do want you to cite your sources in-text for the various connections you'll be making between the learning materials and your application thereof. For example, one might write,
_"While I marveled at the uncanny ability of the psychic to tap into my true personality, the Barnum Effect (Aronson, 2012)could have well explained my feelings…"_ Be sure to use these in-text citations to make your arguments and to support your perspectives.

**FINALLY, tie your field notes to your response to the following prompts and include citations for 3 of the articles read this week:**

**_Critical Thinking Prompt 1:_ How does power and influence affect women in the workplace?**

**_Application Prompt 1:  REFLECT_- write about your experience. Self Assessment: think about a relationship or situation where you would like to be seen as either more authoritative or more approachable• What is your goal for the relationship or situation?•What role are you expected to play in this relationship or situation?•What is the current power dynamic of the relationship or situation?•How do you act?•How do others act?**

**_Application Prompt 2:_ Share one key discovery or reflection from this education module. What resonated with you (or not) based on your personal background and identity?**

Pick One Action you will do after the this module. Imagine who, what, where, and when it will happen. Document your Plan in this prompt and plan to share with the class.

**Reflection Prompt: What does power and influence have to do with leadership?**

**Use the template below and upload your completed paper here. This paper is worth 20 points.**

**Resources (PDF attached) Template attached**

Resources for module 4

[https://www.youtube.com/watch?v=YLXswrLKkuE](https://www.youtube.com/watch?v=YLXswrLKkuE)

[https://www.youtube.com/watch?v=KdQHAeAnHmw](https://www.youtube.com/watch?v=KdQHAeAnHmw)

**PowerPosing.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerposing-pdf-10257509)

**Decoding_of_inconsistent_commu.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/decoding-of-inconsistent-commu-pdf)

**UnconsciousDesireforHierarchy.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unconsciousdesireforhierarchy-pdf)

**PowerApproachandInhibition.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerapproachandinhibition-pdf)

**The_contingent_smile_A_meta-a.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-contingent-smile-a-meta-a-pdf)

**The_contingent_smile_A_meta-a.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-contingent-smile-a-meta-a-pdf)

**## Module4Practicingfieldnotes.docx**

Module 4: Practicing with Field Notes & Photography

·
**Due** Friday by 11:59pm

·
**Submitting** a text entry box or a file upload

**This week, you will combine your observations from the world around you (Field Notes) with photographs (2-3) and your Critical Thinking Prompts into the template provided.**

Field Notes

Refers to notes created by the researcher (you) during the act of conducting a field study to remember and record the behaviors, activities, events, and other features of an observation. Field notes are intended to be read by the researcher (you) as evidence to produce meaning and an understanding of the culture, social situation, or phenomenon being studied. The notes may constitute the whole data collected for a research study [e.g., an observational project] or contribute to it, such as when field notes supplement conventional interview data or other techniques of data gathering. For this class, your Field Notes will supplement a larger data set.

Observations

**First: Each student will document 3 observations each week, using the guidelines for descriptive and reflective content**. These observations should include a date, time, and location of the observed event
**and should be included with your critical thinking and application prompts submission.** As you observe your environment and notice interactions or events, think about what you are witnessing and how it applies to the material we are studying in this class. Additionally, ask yourself what this observation has to do with women and leadership.

Telling a Story with a Photograph

Photography is a great way to tell a story about a particular theme. This is particularly relevant for PhotoVoice where participants are encouraged to use their photographs to tell a story and convey a particular message. Sometimes it may be possible for a participant to accidently stumble across a scene that they feel encompasses the message that they want to tell and to photograph it, but this is not often the case. This lack of planning could cause participants to search for hours for something to photograph.

For this week, think through some simple questions beforehand to help you decide what story it is that you want to tell and consequently, what types of photographs you want to take. You might consider the topics we are already discussing in this class. As you document your observations in your field notes, consider how a photograph might further illustrate the story you are telling about these topics, themes, ideas, and experiences.

**NEXT:** **Please take 2-3 photographs from the world around you to represent your learning this week**. Include the images with your Field Notes along with an explanation of how the images relate to the course material.

Think about what themes stand out to you and look at the world around you for examples of these themes.

Critical Thinking Prompts

Each week, you will be presented with a series of critical thinking prompts and application prompts related to the content of the course. These questions will steer the focus of the field notes you will take throughout the course. Field notes capture your observations of your landscape and connect those observations back to the material we are discussing in class.

Each question is generally worthy of at least 150 words (1-2 well-written paragraphs) in response. Connect with
**_(and cite in-text)_** the applicable readings/videos from the module's learning materials.

**_A note on in-text citing and connecting with the learning materials:_**  As a graduate student, you must offer perspectives and arguments that are grounded in the literature –
_NOT personal opinion or anecdotal evidence._ I don't want a works cited page, but I do want you to cite your sources in-text for the various connections you'll be making between the learning materials and your application thereof. For example, one might write,
_"While I marveled at the uncanny ability of the psychic to tap into my true personality, the Barnum Effect (Aronson, 2012)could have well explained my feelings…"_ Be sure to use these in-text citations to make your arguments and to support your perspectives.

**FINALLY, tie your field notes to your response to the following prompts and include citations for 3 of the articles read this week:**

**_Critical Thinking Prompt 1:_ How does power and influence affect women in the workplace?**

**_Application Prompt 1:  REFLECT_- write about your experience. Self Assessment: think about a relationship or situation where you would like to be seen as either more authoritative or more approachable• What is your goal for the relationship or situation?•What role are you expected to play in this relationship or situation?•What is the current power dynamic of the relationship or situation?•How do you act?•How do others act?**

**_Application Prompt 2:_ Share one key discovery or reflection from this education module. What resonated with you (or not) based on your personal background and identity?**

Pick One Action you will do after the this module. Imagine who, what, where, and when it will happen. Document your Plan in this prompt and plan to share with the class.

**Reflection Prompt: What does power and influence have to do with leadership?**

**Use the template below and upload your completed paper here. This paper is worth 20 points.**

**Resources (PDF attached) Template attached**

Resources for module 4

[https://www.youtube.com/watch?v=YLXswrLKkuE](https://www.youtube.com/watch?v=YLXswrLKkuE)

[https://www.youtube.com/watch?v=KdQHAeAnHmw](https://www.youtube.com/watch?v=KdQHAeAnHmw)

**PowerPosing.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerposing-pdf-10257509)

**Decoding_of_inconsistent_commu.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/decoding-of-inconsistent-commu-pdf)

**UnconsciousDesireforHierarchy.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unconsciousdesireforhierarchy-pdf)

**PowerApproachandInhibition.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerapproachandinhibition-pdf)

**The_contingent_smile_A_meta-a.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-contingent-smile-a-meta-a-pdf)

**## Module4Practicingfieldnotes.docx**

Module 4: Practicing with Field Notes & Photography

·
**Due** Friday by 11:59pm

·
**Submitting** a text entry box or a file upload

**This week, you will combine your observations from the world around you (Field Notes) with photographs (2-3) and your Critical Thinking Prompts into the template provided.**

Field Notes

Refers to notes created by the researcher (you) during the act of conducting a field study to remember and record the behaviors, activities, events, and other features of an observation. Field notes are intended to be read by the researcher (you) as evidence to produce meaning and an understanding of the culture, social situation, or phenomenon being studied. The notes may constitute the whole data collected for a research study [e.g., an observational project] or contribute to it, such as when field notes supplement conventional interview data or other techniques of data gathering. For this class, your Field Notes will supplement a larger data set.

Observations

**First: Each student will document 3 observations each week, using the guidelines for descriptive and reflective content**. These observations should include a date, time, and location of the observed event
**and should be included with your critical thinking and application prompts submission.** As you observe your environment and notice interactions or events, think about what you are witnessing and how it applies to the material we are studying in this class. Additionally, ask yourself what this observation has to do with women and leadership.

Telling a Story with a Photograph

Photography is a great way to tell a story about a particular theme. This is particularly relevant for PhotoVoice where participants are encouraged to use their photographs to tell a story and convey a particular message. Sometimes it may be possible for a participant to accidently stumble across a scene that they feel encompasses the message that they want to tell and to photograph it, but this is not often the case. This lack of planning could cause participants to search for hours for something to photograph.

For this week, think through some simple questions beforehand to help you decide what story it is that you want to tell and consequently, what types of photographs you want to take. You might consider the topics we are already discussing in this class. As you document your observations in your field notes, consider how a photograph might further illustrate the story you are telling about these topics, themes, ideas, and experiences.

**NEXT:** **Please take 2-3 photographs from the world around you to represent your learning this week**. Include the images with your Field Notes along with an explanation of how the images relate to the course material.

Think about what themes stand out to you and look at the world around you for examples of these themes.

Critical Thinking Prompts

Each week, you will be presented with a series of critical thinking prompts and application prompts related to the content of the course. These questions will steer the focus of the field notes you will take throughout the course. Field notes capture your observations of your landscape and connect those observations back to the material we are discussing in class.

Each question is generally worthy of at least 150 words (1-2 well-written paragraphs) in response. Connect with
**_(and cite in-text)_** the applicable readings/videos from the module's learning materials.

**_A note on in-text citing and connecting with the learning materials:_**  As a graduate student, you must offer perspectives and arguments that are grounded in the literature –
_NOT personal opinion or anecdotal evidence._ I don't want a works cited page, but I do want you to cite your sources in-text for the various connections you'll be making between the learning materials and your application thereof. For example, one might write,
_"While I marveled at the uncanny ability of the psychic to tap into my true personality, the Barnum Effect (Aronson, 2012)could have well explained my feelings…"_ Be sure to use these in-text citations to make your arguments and to support your perspectives.

**FINALLY, tie your field notes to your response to the following prompts and include citations for 3 of the articles read this week:**

**_Critical Thinking Prompt 1:_ How does power and influence affect women in the workplace?**

**_Application Prompt 1:  REFLECT_- write about your experience. Self Assessment: think about a relationship or situation where you would like to be seen as either more authoritative or more approachable• What is your goal for the relationship or situation?•What role are you expected to play in this relationship or situation?•What is the current power dynamic of the relationship or situation?•How do you act?•How do others act?**

**_Application Prompt 2:_ Share one key discovery or reflection from this education module. What resonated with you (or not) based on your personal background and identity?**

Pick One Action you will do after the this module. Imagine who, what, where, and when it will happen. Document your Plan in this prompt and plan to share with the class.

**Reflection Prompt: What does power and influence have to do with leadership?**

**Use the template below and upload your completed paper here. This paper is worth 20 points.**

**Resources (PDF attached) Template attached**

Resources for module 4

[https://www.youtube.com/watch?v=YLXswrLKkuE](https://www.youtube.com/watch?v=YLXswrLKkuE)

[https://www.youtube.com/watch?v=KdQHAeAnHmw](https://www.youtube.com/watch?v=KdQHAeAnHmw)

**PowerPosing.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerposing-pdf-10257509)

**Decoding_of_inconsistent_commu.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/decoding-of-inconsistent-commu-pdf)

**UnconsciousDesireforHierarchy.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unconsciousdesireforhierarchy-pdf)

**PowerApproachandInhibition.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/powerapproachandinhibition-pdf)

**The_contingent_smile_A_meta-a.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-contingent-smile-a-meta-a-pdf)

November 5, 2026
[Solved] Human Resource

✓ Verified Academic Solution Available

Executive Solution Overview

I need your help – [\ \ Screenshot_11-4-2025_161855_canvas.strayer.edu.jpeg](https://www.sweetstudy.com/files/screenshot-11-4-2025-161855-canvas-strayer-edu-jpeg "Screenshot_11-4-2025_161855_canvas.strayer.edu.jpeg") – 2 years ago

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– [\
\
Screenshot_11-4-2025_161855_canvas.strayer.edu.jpeg](https://www.sweetstudy.com/files/screenshot-11-4-2025-161855-canvas-strayer-edu-jpeg "Screenshot_11-4-2025_161855_canvas.strayer.edu.jpeg")

– 2 years ago

November 5, 2026
[Solved] Business Communication

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I need your Help – 2 years ago **files (2)** – ## JWI505Week1LectureNotes.pdf – BusinessCommunication.jpeg **## JWI505Week1LectureNotes.pdf** JWI 505: Business Communications and Executive Presence Week 1 Lecture Notes © Strayer University. All Rights Reserved. This document contains Strayer Univers…

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**## JWI505Week1LectureNotes.pdf**

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg)

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg)

**## JWI505Week1LectureNotes.pdf**

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg)

**## JWI505Week1LectureNotes.pdf**

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

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November 5, 2026
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Report and PPT ON – **Christian response to diversity. This Report should examine and discuss various avenues of diversity such as gender orientation, race, sexual preference and the way most of the fundamental Christian churches guide their followers on these hot bed topics. Additionally how does this guidance affect individual perceptions of diversity in the workplace.**

– 2 years ago

November 5, 2026
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see attached – 2 years ago **files (1)** – ## Week5RESDiscussionCAP.docx **## Week5RESDiscussionCAP.docx** Please response to the 2 peer response: Review, Cite two academic/scholarly sources and the course text. **1A** Walmart’s performance management system fulfills a variety of important purposes,…

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see attached

– 2 years ago

**files (1)**

– ## Week5RESDiscussionCAP.docx

**## Week5RESDiscussionCAP.docx**

Please response to the 2 peer response: Review, Cite two academic/scholarly sources and the course text.

**1A**

Walmart’s performance management system fulfills a variety of important purposes, including identifying training and development requirements, boosting productivity, identifying top performers for succession planning, and coordinating employee performance with organizational goals (MindTap, 2025). Walmart, one of the biggest employers in the world, needs a well-organized system that encourages employees and encourages ongoing development.

Walmart’s has different strengths and weaknesses in relation to traits, behaviors, and outcomes measurement for the company outcomes. Walmart may find that traits-based measurement such as dependability and attitude helps evaluate long-term potential and cultural fit, but it is subjective by design and not necessarily supported by the law (Moran, 2018). Although behavior-based assessment enables actionable feedback and is consistent with Walmart's focus on service, it may miss results if actions don't provide the intended company consequences (The Top 5). While outcome-based measurement like sales goals and inventory accuracy gives measurable outcomes related to Walmart's company strategy, it can also result in unhealthy competitiveness or disregard for compliance and teamwork (RethinkFirst, 2022).

“Graphic rating scales are one of the most widely used assessment and feedback devices…they involve a scale that gives the evaluator the performance measures for traits, behaviors, or results (MindTap, 2025)” This approach is affordable and simple to use, particularly for Walmart's many employees. It enables managers to swiftly assess several aspects of performance. But it lacks thorough feedback, is prone to bias, and might not accurately represent the impact on the job (Jay, 2021). Management by objective, is the….“process involves having the employee meet with his or her immediate supervisor prior to the time period for which performance is to be assessed. The two parties jointly agree on the employee’s work objectives for the forthcoming time period (MindTap, 2025).” By including employees in goal setting, this method increases motivation and aligns employee goals with business strategy (Hayes, 2024). MBO enables personal accountability and offers a strong sense of direction. It can take a lot of time, though, and if objectives aren't clear or quantifiable, it may result in misunderstandings or efforts that aren't in line.

Management by objective is likely the best strategic fit for Walmart’s management-level roles because it places a strong emphasis on responsibility and goal alignment with company strategy (Thompson, 2024). At the hourly employee level, when uniformity and usability are essential, graphic rating systems may continue to be useful. The system can be improved by combining the two approaches, MBO promotes leadership performance, and graphic scales ensure uniformity and efficiency by streamlining assessments across stores (Thompson, 2024).

References:

Hayes, A. (2024, June 14). Management by Objectives (MBO) Definition. Retrieved from Investopedia website: https://www.investopedia.com/terms/m/management-by-objectives.asp

https://www.facebook.com/RethinkFirst. (2022, July 15). Outcome Measures: The Pros, The Cons and The Solution. Retrieved April 11, 2025, from RethinkFirst website: https://www.rethinkfirst.com/resources/outcome-measures-the-pros-the-cons-and-the-solution/

Jay, S. (2021, September 5). Graphic Rating Scale: Pros, Cons, Examples, and Best Practices. Retrieved from AIHR website:
[https://www.aihr.com/blog/graphic-rating-scale/](https://www.aihr.com/blog/graphic-rating-scale/)

MindTap – Cengage Learning. (2025). Retrieved April 10, 2025, from Cengage.com website: https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=58365422285611448961751221876&eISBN=9781337619936&id=2371067870&snapshotId=4474627&

Moran, B. (2018, October 24). Pros and Cons to Personality Assessments. Retrieved from www.nnsc.org website: https://www.nnsc.org/insights/pros-and-cons-to-personality-assessments/

The Top 5: Pros and Cons to Behavioral Assessments – Copier Careers. (n.d.). Retrieved from https://copiercareers.com/ website: https://copiercareers.com/employers/hiring/the-top-5-pros-and-cons-to-interview-behavioral-assessments/

Thompson, A. (2024, June 4). Walmart’s HRM: Training, Performance Management. Retrieved from Panmore Institute website: https://panmore.com/walmart-human-resource-management-training-performance-management

2B

The purpose of performance management systems is to provide an organization with data collected on an employee to facilitate their development progress within the organization (Mello, 2019). The evaluation of the individual or team permits the organization to identify the weakness and strengths, which can be utilized to establish a development plan that meets the organization's objectives. Another major purpose for the use of performance management systems is to utilize the data collected to determine what will be the appropriate compensation, promotion, or bonus for each employee (Mello, 2019).

Performance management can also be utilized to motivate the employees and teams to enhance their performance for the recognition and compensation benefits. That is the result of employees meeting or exceeding the expectations of the organization’s metrics and expectations in performance. This is a major strengthen with the implementation of performance systems, as employees are highly motivated by recognition, promotion, and compensation. Another strength is that the performance data gathered in these performance management systems provides HR with more information to facilitate its planning process.

There are some identified weaknesses in performance management systems, which can limit the employee's succession and development. It is nearly impossible to list all an employee's achievements at times, as too much data can lead to more significant information about the employee’s performance being left out of the evaluation. Another weakness identified in performance management systems is the halo effect, in which one positive or negative trait influences other performance measurements. Which is the residuum of a bias or stereotype of the employee based on characteristics instead of their performance (Mello, 2019).

The multirater system also known as 360-degree feedback system is a method of evaluation, which gives employees the opportunity to receive multiple perspectives and insights of their performance (Mello, 2019). This has become a popular evaluation method among many organizations, such as Walmart that are in a fast-paced business environment. Walmart has implemented the 360-degree feedback system, as a performance evaluation system to gather feedback from employees at all levels (Pisco-Smart, 2024). By utilizing this evaluation method Walmart has been able to influence more employees to engage in performance evaluations. This evaluation method has made it feasible for Walmart to make data-driven decisions to address any identified operational inefficiencies (Pisco-Smart, 2024). Additionally, this evaluation approach has also helped Walmart foster an inclusive culture by being more transparent across the organization, which also increases employee morale.

The traditional form of performance evaluation is performed by the employee’s direct leader, which can have some deficiencies due to the limited interaction and observation opportunity of the employee’s day to day performance (Mello, 2019). Walmart uses both direct and indirect methods of evaluations to ensure that each employees’ performance fits their current job and the organization culture (Thompson, 2024). Walmart used the direct method of evaluation by gathering data on the employee's perception of the company and level performance in their current jobs (Thompson, 2024). Walmart utilizes the direct method of evaluation mostly in its retail stores, in which the direct leaders evaluate the performance of their employees. Walmart’s HR implements the indirect evaluation method to determine if the overall person-organization fits throughout the global organization (Thompson, 2024).

References:

Mello, J. (2019). Strategic Human Resource Managment (5th ed.). Cengage Learning Inc. Mindtap.

Thompson, A. (2024, June 5). Walmart’s HRM: Compensation, Career Development. Business Management. Panmore Institute. Retrieved from;
[https://panmore.com/walmart-human-resource-management-compensation-career-development](https://panmore.com/walmart-human-resource-management-compensation-career-development)

Pisco-Smart Editorial Team. (2024, August 28). How can 360 degree evaluations enhance decisionmaking and leadership skills amount executives? Vorecol. Retrieved from;
[https://psico-smart.com/en/blogs/blog-how-can-360degree-evaluations-enhance-decisionmaking-and-leadership-skills-among-executives-15902#:~:text=By%20incorporating%20insights%20from%20frontline,and%20fostering%20strong%20leadership%20skills.](https://psico-smart.com/en/blogs/blog-how-can-360degree-evaluations-enhance-decisionmaking-and-leadership-skills-among-executives-15902)

less

**## Week5RESDiscussionCAP.docx**

Please response to the 2 peer response: Review, Cite two academic/scholarly sources and the course text.

**1A**

Walmart’s performance management system fulfills a variety of important purposes, including identifying training and development requirements, boosting productivity, identifying top performers for succession planning, and coordinating employee performance with organizational goals (MindTap, 2025). Walmart, one of the biggest employers in the world, needs a well-organized system that encourages employees and encourages ongoing development.

Walmart’s has different strengths and weaknesses in relation to traits, behaviors, and outcomes measurement for the company outcomes. Walmart may find that traits-based measurement such as dependability and attitude helps evaluate long-term potential and cultural fit, but it is subjective by design and not necessarily supported by the law (Moran, 2018). Although behavior-based assessment enables actionable feedback and is consistent with Walmart's focus on service, it may miss results if actions don't provide the intended company consequences (The Top 5). While outcome-based measurement like sales goals and inventory accuracy gives measurable outcomes related to Walmart's company strategy, it can also result in unhealthy competitiveness or disregard for compliance and teamwork (RethinkFirst, 2022).

“Graphic rating scales are one of the most widely used assessment and feedback devices…they involve a scale that gives the evaluator the performance measures for traits, behaviors, or results (MindTap, 2025)” This approach is affordable and simple to use, particularly for Walmart's many employees. It enables managers to swiftly assess several aspects of performance. But it lacks thorough feedback, is prone to bias, and might not accurately represent the impact on the job (Jay, 2021). Management by objective, is the….“process involves having the employee meet with his or her immediate supervisor prior to the time period for which performance is to be assessed. The two parties jointly agree on the employee’s work objectives for the forthcoming time period (MindTap, 2025).” By including employees in goal setting, this method increases motivation and aligns employee goals with business strategy (Hayes, 2024). MBO enables personal accountability and offers a strong sense of direction. It can take a lot of time, though, and if objectives aren't clear or quantifiable, it may result in misunderstandings or efforts that aren't in line.

Management by objective is likely the best strategic fit for Walmart’s management-level roles because it places a strong emphasis on responsibility and goal alignment with company strategy (Thompson, 2024). At the hourly employee level, when uniformity and usability are essential, graphic rating systems may continue to be useful. The system can be improved by combining the two approaches, MBO promotes leadership performance, and graphic scales ensure uniformity and efficiency by streamlining assessments across stores (Thompson, 2024).

References:

Hayes, A. (2024, June 14). Management by Objectives (MBO) Definition. Retrieved from Investopedia website: https://www.investopedia.com/terms/m/management-by-objectives.asp

https://www.facebook.com/RethinkFirst. (2022, July 15). Outcome Measures: The Pros, The Cons and The Solution. Retrieved April 11, 2025, from RethinkFirst website: https://www.rethinkfirst.com/resources/outcome-measures-the-pros-the-cons-and-the-solution/

Jay, S. (2021, September 5). Graphic Rating Scale: Pros, Cons, Examples, and Best Practices. Retrieved from AIHR website:
[https://www.aihr.com/blog/graphic-rating-scale/](https://www.aihr.com/blog/graphic-rating-scale/)

MindTap – Cengage Learning. (2025). Retrieved April 10, 2025, from Cengage.com website: https://ng.cengage.com/static/nb/ui/evo/index.html?deploymentId=58365422285611448961751221876&eISBN=9781337619936&id=2371067870&snapshotId=4474627&

Moran, B. (2018, October 24). Pros and Cons to Personality Assessments. Retrieved from www.nnsc.org website: https://www.nnsc.org/insights/pros-and-cons-to-personality-assessments/

The Top 5: Pros and Cons to Behavioral Assessments – Copier Careers. (n.d.). Retrieved from https://copiercareers.com/ website: https://copiercareers.com/employers/hiring/the-top-5-pros-and-cons-to-interview-behavioral-assessments/

Thompson, A. (2024, June 4). Walmart’s HRM: Training, Performance Management. Retrieved from Panmore Institute website: https://panmore.com/walmart-human-resource-management-training-performance-management

2B

The purpose of performance management systems is to provide an organization with data collected on an employee to facilitate their development progress within the organization (Mello, 2019). The evaluation of the individual or team permits the organization to identify the weakness and strengths, which can be utilized to establish a development plan that meets the organization's objectives. Another major purpose for the use of performance management systems is to utilize the data collected to determine what will be the appropriate compensation, promotion, or bonus for each employee (Mello, 2019).

Performance management can also be utilized to motivate the employees and teams to enhance their performance for the recognition and compensation benefits. That is the result of employees meeting or exceeding the expectations of the organization’s metrics and expectations in performance. This is a major strengthen with the implementation of performance systems, as employees are highly motivated by recognition, promotion, and compensation. Another strength is that the performance data gathered in these performance management systems provides HR with more information to facilitate its planning process.

There are some identified weaknesses in performance management systems, which can limit the employee's succession and development. It is nearly impossible to list all an employee's achievements at times, as too much data can lead to more significant information about the employee’s performance being left out of the evaluation. Another weakness identified in performance management systems is the halo effect, in which one positive or negative trait influences other performance measurements. Which is the residuum of a bias or stereotype of the employee based on characteristics instead of their performance (Mello, 2019).

The multirater system also known as 360-degree feedback system is a method of evaluation, which gives employees the opportunity to receive multiple perspectives and insights of their performance (Mello, 2019). This has become a popular evaluation method among many organizations, such as Walmart that are in a fast-paced business environment. Walmart has implemented the 360-degree feedback system, as a performance evaluation system to gather feedback from employees at all levels (Pisco-Smart, 2024). By utilizing this evaluation method Walmart has been able to influence more employees to engage in performance evaluations. This evaluation method has made it feasible for Walmart to make data-driven decisions to address any identified operational inefficiencies (Pisco-Smart, 2024). Additionally, this evaluation approach has also helped Walmart foster an inclusive culture by being more transparent across the organization, which also increases employee morale.

The traditional form of performance evaluation is performed by the employee’s direct leader, which can have some deficiencies due to the limited interaction and observation opportunity of the employee’s day to day performance (Mello, 2019). Walmart uses both direct and indirect methods of evaluations to ensure that each employees’ performance fits their current job and the organization culture (Thompson, 2024). Walmart used the direct method of evaluation by gathering data on the employee's perception of the company and level performance in their current jobs (Thompson, 2024). Walmart utilizes the direct method of evaluation mostly in its retail stores, in which the direct leaders evaluate the performance of their employees. Walmart’s HR implements the indirect evaluation method to determine if the overall person-organization fits throughout the global organization (Thompson, 2024).

References:

Mello, J. (2019). Strategic Human Resource Managment (5th ed.). Cengage Learning Inc. Mindtap.

Thompson, A. (2024, June 5). Walmart’s HRM: Compensation, Career Development. Business Management. Panmore Institute. Retrieved from;
[https://panmore.com/walmart-human-resource-management-compensation-career-development](https://panmore.com/walmart-human-resource-management-compensation-career-development)

Pisco-Smart Editorial Team. (2024, August 28). How can 360 degree evaluations enhance decisionmaking and leadership skills amount executives? Vorecol. Retrieved from;
[https://psico-smart.com/en/blogs/blog-how-can-360degree-evaluations-enhance-decisionmaking-and-leadership-skills-among-executives-15902#:~:text=By%20incorporating%20insights%20from%20frontline,and%20fostering%20strong%20leadership%20skills.](https://psico-smart.com/en/blogs/blog-how-can-360degree-evaluations-enhance-decisionmaking-and-leadership-skills-among-executives-15902)

less

November 5, 2026
[Solved] Business

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JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

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copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg-10259079)

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg-10259079)

**## JWI505Week1LectureNotes.pdf**

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/businesscommunication-jpeg-10259079)

**## JWI505Week1LectureNotes.pdf**

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 1 of 6

Executive Presence (Part I)

What It Means

In JWI 510: Leadership in the 21st Century, you learned that leaders aren’t just born. Some
traits, like energy and passion, are innate qualities for natural-born leaders. But if you can
master the ability to make tough calls and execute, you can become a great leader. The same
principle holds true for communicators: you do not have to be a brilliant orator or a literary
genius. You can be a terrific communicator if you hone the skills and tools you need.

Superb writing skills and natural charisma are obviously useful assets. But when it comes to
business communications, perhaps no quality is as important as a strong executive presence.
Everyone you interact with must feel that they can trust you, that you know what you are
talking about, and that you will excel at your job. You have likely heard countless bosses and
CEOs talk about how important executive presence is for success as a leader. However, how
many times have you heard someone tell you just what exactly executive presence is?

In this lecture, we will define it, identify the key elements and characteristics of a strong
executive presence, and understand its role in business leadership.

Why It Matters

• An understanding of executive presence lays the foundation for you to develop your
own leadership persona.

• Executive presence plays a major role in determining levels of responsibility in a
company.

• A strong executive presence at work helps shape your conduct in your daily life.

“The opportunities you gain access to depend on the confidence you’ve inspired in the
decision makers.”

Gerry Valentine

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 2 of 6

What Is Executive Presence?

Jack once said that, at its core, executive presence is “being able to express yourself clearly
and concisely, self-confidently.”1 Executive coach Gerry Valentine defines executive presence
as “your ability to inspire confidence.”2 Sylvia Ann Hewlett, the founder of the Center for
Talent Innovation, calls it a blend of gravitas, communication, and appearance.3 Not
surprisingly, there is no single, universally agreed-upon definition. People can generally agree
on what executive presence entails, but not necessarily what it is. It can be an abstract
concept that does not lend itself to an easy definition. To paraphrase former United States
Supreme Court Justice Potter Stewart, people just “know it when they see it.”

For our purposes, we can combine all of these viewpoints and ideas into one coherent
definition. Executive presence is your ability to project confidence, communicate clearly, and
convince others that you have authority. To use Jack’s expression, it is a key component of
your fingerprint. Your ability to express yourself straightforwardly and persuasively is critical to
your effectiveness in your career.

At the core of our definition of executive presence are four elements. For the sake of
simplicity, we will call these the two As and two Cs:

• Authenticity
• Attentiveness
• Credibility
• Confidence

1 “Importance of Executive Presence,” winning., September 4, 2019,
https://jackwelch.strayer.edu/winning/importance-of-executive-presence/.
2 Gerry Valentine, “Executive Presence: What Is It, Why You Need It and How to Get It,” Forbes, July 31, 2018,
https://www.forbes.com/sites/forbescoachescouncil/2018/07/31/executive-presence-what-is-it-why-you-need-it-and-
how-to-get-it/#7ca1dc456bc7.
3 “Sylvia Ann Hewlett’s ‘Executive Presence’ Demystifies the Overlooked Trait That’s Essential to Climbing the
Career Ladder,” Center for Talent Innovation, n.d., https://www.talentinnovation.org/_private/assets/EP-book-
pressrelease-final.pdf.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 3 of 6

Authenticity

Have you ever heard a speech or talk from an authority figure, and felt the sneaking suspicion
that they were withholding something from you? Many would-be business leaders operate
within layers of pretense. They say what they think people want to hear instead of what they
really think. Consciously or subconsciously, they refrain from being forthright and honest;
doing so is messy and can make them uncomfortable. This mindset demonstrates a complete
lack of authenticity.

Authenticity is how earnest, honest, and genuine you seem to others. It is shedding pretense
to be realistically yourself when you communicate. It means being candid and truthful with
everyone you interact with, whether they are your boss, your customer, or your direct report.
Only when you do that can you inspire trust and confidence from your audience.

What authenticity is not is copying the mannerisms and conduct of other people. Other
leaders make great role models, but you cannot copy someone else and be authentic.
Authenticity is also not about having all of the answers to a problem. Effective leaders
acknowledge their shortcomings or knowledge gaps. As Jack said, you should be comfortable
not being the smartest person in the room. If you do not know something, admitting that is
sincere, dignified, and professional.

Attentiveness

Have you ever had a boss or coworker you dreaded talking to, someone who always made
you feel as if you were inconveniencing them? What about a boss or coworker who always
seemed to be busy with other tasks and assignments when you really needed help with
yours? Working with such people is difficult because they are impatient and unwilling to share
their time. Their attitude hinders their communication skills and, as a result, undermines their
leadership skills.

Being attentive in your interactions at work seems like a straightforward task, but it is
surprisingly difficult in practice. We think being productive means multitasking and juggling all
of our assignments at the same time. Think about how many times you have been having a
face-to-face conversation with someone, and one of you takes out their phone to read an
email or a text message. This dynamic makes it hard to be attentive to your colleagues and

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 4 of 6

customers, and it prevents you from being truly present. It demonstrates that you are not
engaged with your listener.

Being present with someone means giving them your undivided attention. You have to treat
them as if they are the most important person in the world at that moment. Also, make sure
you pick up on their nonverbal cues. If you are in a meeting and one of your colleagues
seems uneasy, they may be anxious about how their input will be received. Find a way to
elicit information from them in a manner that makes them feel comfortable and heard.

When he was named CEO of United Parcel Services (UPS) in 2014, David Abney had been
working at the company for four decades. He understood the insights that employees can
make, regardless of their job title. So, in one of his first acts as CEO, Abney went on a global
listening tour where he asked both customers and employees about the company’s future and
priorities. Whenever he tours company facilities, Abney purposely seeks out and talks to
those employees who are not smiling. Even though he has a qualified leadership team, Abney
listens to employees and gives them voice and dignity.

Credibility

Being credible means convincing your audience – the recipients of your communication – that
your message is worth listening to. When you begin delivering a message, your listeners will
always have a series of unstated questions in the back of their minds. Do you know what you
are talking about? How much research have you done? Do you take this subject seriously?
Do you care about your message? Do you care about us? Perhaps most importantly, why
should we trust you?

It is easy for people like David Abney to assert their credibility; they have been with their
organizations for decades and are considered experts in their fields. If you are starting at a
new job, on the other hand, your colleagues will not know much about you; they cannot draw
from a shared history with you. To establish your credibility, you need to take a good look at
how you present yourself. Appearance plays a big role in demonstrating that you take your
listeners seriously. There is a reason nobody wears a tuxedo to a job interview. In your verbal
communication, you obviously cannot list your credentials in every conversation you have.
Instead, take the time to think through your message. Do not make broad claims if you cannot
readily support them. Above all else, do not say something that is not true.

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 5 of 6

When she took over operations for The Washington Post in 1963, Katharine Graham faced
daunting hurdles. Even though she had years of experience in newspaper publishing, few of
her predominantly male colleagues seemed to take her seriously. Graham built up her
credibility in two ways. First, she surrounded herself with experts. She frequently talked to
Warren Buffett for financial insights, and she hired seasoned journalist Ben Bradlee as the
paper’s executive editor. Second, she made principled judgments, such as the decision to
publish the Pentagon Papers. Her sense of journalistic integrity bolstered her credibility. She
was the first woman to be CEO of a Fortune 500 company, and she demonstrated her right to
be taken seriously.

Confidence

Countless studies have shown that public speaking terrifies many people. It can be
intimidating to stand in front of your colleagues or your boss, wondering how they will respond
to your ideas. And you know that listening to a poor presentation is just as challenging. If the
speaker goes off on tangents, or mumbles, it is nearly impossible for you to connect with
them. In the end, the speaker does not deliver an effective message and the audience feels
isolated. More often than not, this can be attributed to the speaker’s lack of confidence.

Of all of the attributes of executive presence, confidence is the easiest one to just “know it
when you see it.” In concrete terms, it means making eye contact with your listeners. It means
speaking loudly and clearly, all while sticking to the point. When it comes to writing, it means
avoiding phrases like “it could be” or “I wonder if,” which suggest that you are unsure of your
message. To paraphrase Gerry Valentine, when you exhibit confidence, your subordinates
should know you are the leader they want to follow. Your peers should know that you are
capable and reliable. And your senior leaders should know you have the potential for great
achievements.4

To be clear, being confident does not mean you never second-guess yourself. You should be
open to new information and opinions. Jeff Bezos, for instance, felt very confident about
launching Amazon Auctions, which was meant to compete with eBay. But when early data
showed the venture would not be too successful, he abandoned it. Confidence also does not
mean being the loudest voice in the room. Often, people who dominate conversations do not

4 Valentine, “Executive Presence.”

JWI 505: Business Communications and Executive Presence
Week 1 Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 505 – Lecture Notes (1242) Page 6 of 6

listen to those around them. If you are not listening, you are not being present.

In 1975, MITS unveiled the Altair 8800, billed as the world’s first commercial personal
computer. When they read about the computer, two college students reached out to MITS,
claiming they had created a programming language that could run on the Altair. In actuality,
the students had no such language, but their assertiveness and certainty grabbed the
attention of MITS founder Ed Roberts. Through a letter and a phone call, the students
convinced Roberts they had the talent and creativity to benefit his company. In a few weeks,
they developed that programming language, demonstrated it to Roberts, and were offered
jobs at the company shortly thereafter. Those students were Paul Allen and Bill Gates, and
the rest, as they say, is history.

Looking Ahead

In this lecture, we explored what executive presence means. We learned what its main
elements are, and we explored how leaders manifest it. Bear in mind, though, that executive
presence is not something you can just say you have. The people you interact with must
experience it for themselves. As you work to develop your own leadership style, remember that
executive presence is not an innate personality trait. It is a skill that you have the power to grow.

In the next lecture, we will explore the fundamentals of interpersonal communication. We will
understand the skills you need to develop strong ties with others, such as displaying empathy
and asking the right questions. We will also delineate how to interact with different groups of
colleagues and how to make lasting connections with people in your organization.

– In this lecture, we explored what executive presence means. We learned what its main elements are, and we explored how leaders manifest it. Bear in mind, though, that executive presence is not something you can just say you have. The people you inter…
– In the next lecture, we will explore the fundamentals of interpersonal communication. We will understand the skills you need to develop strong ties with others, such as displaying empathy and asking the right questions. We will also delineate how to i…

**BusinessCommunication.jpeg**

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November 5, 2026
[Solved] Business

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November 5, 2026
[Solved] Human resource

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**Imagine** a small manufacturing company that is shifting its direction in light of changes in the competitive environment in which it operates. Training will be deployed to ensure that employees have required skills that align with the new strategic direction. Change management is critical to ensu…

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**Imagine** a small manufacturing company that is shifting its direction in light of changes in the competitive environment in which it operates. Training will be deployed to ensure that employees have required skills that align with the new strategic direction.

Change management is critical to ensure organizational alignment. However, the company has experienced twofold resistance to the new direction. First, employees are unclear on the need for change; and second, the training department has shown resistance to using organizational development skills to resolve employee resistance issues.

**Part 2: Change Management**

In this part of the assignment, you will put your critical thinking skills to work as you include your findings on change management measures and its effectiveness to the report.

350 words that includes the following components:

– Legal considerations related to organizational development and change management that should be considered during this transition
– A summary of how employee resistance and change management effectiveness will be assessed during the transition

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November 5, 2026
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Research the initiative you select and the business. What is at issue here is how to affect large scale organizational change. What is the company you selected doing in this regard? – [\ \ HRM335Unit7AssignmentJune2021.pdf](https://www.sweetstudy.com/files/hrm335unit7assignmentjune2021-pdf "HRM335…

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Research the initiative you select and the business. What is at issue here is how to affect large scale organizational change. What is the company you selected doing in this regard?

– [\
\
HRM335Unit7AssignmentJune2021.pdf](https://www.sweetstudy.com/files/hrm335unit7assignmentjune2021-pdf "HRM335Unit7AssignmentJune2021.pdf")

– 2 years ago

November 5, 2026