Have you ever noticed in a crowded room that a few people “just stand out” above the others? You know, they just have “that something” that makes others “defer to them” or that others look to them for answers? Or have you sometimes experienced someone walk into the room and everyone seems to notice? They appear somehow to be a “somebody”, don’t they?
This is also called presence, which can be defined as someone exhibiting a noteworthy or dignified appearance, projecting a confident self assurance, an air of poise and a compelling or engaging personality.
Are we born with presence or is it learned and developed?
Whilst it has a lot to do with our conditioning and our confidence and healthy belief in ourselves, it is my belief that it can be developed the same way we develop confidence and that it is indeed a “soft skill” worth developing. For me it is a choice of choosing subtle self assured behaviour, body language, voice projection and attitude that commands and expects attention that can be practiced over time, but without that behaviour being seen as arrogant. (For example, does actor Pierce Brosnan have presence or is he arrogant? Or which is it for Sean Connery, do you think?)
There is a strong link to the concept of Confidence, Certainty and Doubt.
How you develop your own presence is really something very personal and whilst most of the self leadership concepts we have already covered are relevant, they really do need to be made applicable to you in your very own personal way, which is far better achieved in one on one coaching. Wouldn’t that be something you might want to develop as a strength and become known for so you are sought out by others? I would be delighted to guide you through that.
However, whatever position you take towards developing presence, there is something I coach all my clients to be on the lookout for in their work or in doing business. Something I wish to share with you today:
Recognizing and harnessing presence
Recognizing and harnessing presence is akin to working smart versus working hard. If people with “presence” are the ones with the enhanced ability to persuade and hold influence over others, then surely they are the ones we want to develop a strong relationship with, and in turn influence with your agenda, right?
I suggest to my corporate clients that influencing those that matter goes way beyond the formal reporting lines, feedback mechanisms and activities. In any project or endeavour we are responsible for driving, we need to know who the stakeholders are that have the capacity to influence our outcomes. These are the ones we need to keep informed and to “keep on side”, aren’t they?
But there is another kind of “hidden” stakeholder that is not always included in the formal channels. They are often without rank or seniority. They just seem to own and exude a “power”, a presence that makes others take notice. Through careful observation you can notice others turning to them for their opinions or guidance or looking to them for answers. They just seem to “have that something”, don’t they? And they are found all over the organisation, not just within your own Division.
These are the ones I teach my clients to also look out for. They are the ones that can further your “agenda”, no matter where in the organisation they sit. I teach my clients to subtly ask around and to observe to find them.
And then?
So whenever you are in a “function” involving lots of people in your or any other organisation, be on the lookout. That is where you can observe them. Make a point of finding out who they are and where they fit. Then find or engineer ways to get introduced to them – whatever it takes. They need to know who you are, and what you are doing. You need to find a way to get them to ask you. My recommendation then is to give them enough to help them understand the importance to the organisation and to them (if in any way possible). If you were able to suggest having a coffee with them that would always be the best way to go. That way you can do more “homework on them” as well as prepare yourself for that conversation.
Your web of supporters
The end picture I’m helping you shoot for here is that you have developed a “web” of supporters across an organisation so they know what you are driving, and that will “fly your flag”. By that I mean that over and above the formal reporting lines which report your progress or success, there are other “informal” communication lines that do the same. You have to work to find and develop these. The best of these by far is the category of “power wielders” I’m talking about. Appropriately “won over”, their “putting in a good word” for you in “circles that count”, often without you being present is what really can make all the difference for you, your endeavour and your career.
