Over the past decade, as a result of the pandemic, political and economic instability, social movements such as Black Lives Matter, and changing workplace technologies, what people expect from leaders has changed. Executive presence (EP) is typically perceived as consisting of three elements in descending order of importance: gravitas, skillful communication, and the “right” appearance. The author’s new research shows that while confidence and decisiveness are still paramount for gravitas, pedigree has become less central, and new weight is given to inclusiveness and respect for others. On the communication front, superior speaking skills and the ability to command a room still lead the list of desirable attributes, but comfort on Zoom, a “listen to learn” orientation, and authenticity are on the rise. Projecting authenticity is also key to the appearance component of EP; so are dressing for the “new normal,” having an online image, and showing up in person. This article offers a playbook for developing six attributes that increasingly factor into executive presence, citing the examples of a dozen leaders who have cracked the code.

With a little structure, you can impress audiences with your ad-libbing all day.

Wanting to command rooms with her voice, a team leader turned to her coach for exercises. She learned the secrets of “RVP.” Listen now.

Decisions formed from a diversity of opinions usually lead to better long-term outcomes. So, when you believe that your team or organization is missing something important, moving in the wrong direction, or taking too much risk, you need to speak up. Done effectively, dissent challenges groupthink, reminds those in the majority that there are alternatives paths, and prompts everyone to get creative about solutions. Six decades of scientific research point to strategies those without formal power can use to make sure their dissenting ideas are heard. First, pass the in-group test by showing how you fit in. Then pass the group threat test by showing how you have your team’s best interest at heart. Make sure your message is consistent but creative tailored for different people, lean on objective information, address obstacles and risks, and encourage collaboration. Finally, make sure to get support. Dissent isn’t easy but it can be extremely worthwhile.

You may take pride in wearing your heart on your sleeve when interacting with your team, feeling it comes across as transparent and honest. The trouble is even though you may have the best intentions, your impact could be leaving team members feeling…

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