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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)
**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
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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
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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 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…
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