As we examine our executive presence, we study how we are being perceived, how we may be more visible in the organisation and build brand value.
Shifting the focus from ourselves, we here ask ourselves what impact our presence has on our teams.
Do our teams work well together? How is the team’s morale? What values do the teams demonstrate? How well do they handle change or pressure? Do they feel a connection with the organisation, a sense of belonging? Are our teams delivering results?
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The ripple effect our presence creates
How we conduct ourselves, interact and tackle problems leads to either a thriving culture resulting in high productivity, or an unhealthy one that causes stagnation.
A heightened awareness and a close watch on the kind of influence we are and how that might be affecting team effectiveness and dynamics is necessary.
1. Thriving teams have a sense of belonging
Take the time to understand how others feel about a policy or a decision. Share your concerns and those of the organisation with your teams, bringing them on board. They will be more engaged, supportive, and work with better understanding. Sharing the softer side of yourself encourages others to relate with you and open up.
They will be more inclined to share important information that you might well need to hear in good time. Allow your teams to truly become part of the mission and vision of the organisation to project your executive presence, and they will work energetically towards it.
2. Appreciation lights the way to productivity
Good work that is acknowledged is so embedded in the performer’s mind that it is likely they would repeat it increasingly. Any appreciation that is communicated gives people a clear understanding of what is expected of them and on what level and also increase your strong presence.
In order to do better, one needs to know what one is already doing well. Positive feedback is far more forward-moving than negative reviews. Focus on what is working over what is wrong and the wrong then usually sorts itself out, while the good gets better.
3. Clear direction for desired outcome
Today’s generation wants to be involved. They want to live through their work, and determine how they resonate with its purpose. With your conviction and decisiveness, you are able to give your people a sense of direction. A manager I know sat down with his employee whose job it was to stick metal plates onto mobile phones.
Simply by explaining to her the point of that metal sheet and how it improves the look and safety of the product got the employee energised about the work they did. Their work made a difference. Their work mattered.
4. Teams look for stability in uncertain times
Navigating a crisis with courage and control gives your people confidence anf trust in you. They see you as resolute, steadfast and composed. If you panic, they will too, lowering their productivity, not to mention their morale. Having the skill to diffuse any tension or conflict in the organisation results in a calmer environment.
As you stand up with tenacity, it gives your people hope and the resilience to do so too. As you demonstrate your willingness to adapt to change, people are much more comfortable to follow suit, letting go of any hesitation or resistance.
5. You perform and your teams perform
Taking action to words builds trust among team members. You are seen as credible as they recognize your strength of character and integrity. As you deliver results you set a precedent, motivating others to follow making you an effective leader. Consistency in how you show up in different situations over time establishes your personal brand, and your team knows then that they can rely on you. This gives them a sense of stability and comfort.
6. Doing kind promotes healthier teams
Show care and concern and then take action on it. What do people need? What are their concerns? Listen so that they feel heard, so that you understand, and so that you can then take appropriate action on it. People work as well as they feel. People collaborate effectively when there is light heartedness and cheeriness.
No energy is wasted on what does not serve. Keep communication open and reason with your people in different situations. Ask after their families and personal interests. Build the necessary social skills to interact with warmth, empathy and respect. Be willing to understand how they feel.
7. Receive feedback constructively
Seek feedback and apply it back. Your teams will see that you took note, and have taken action on it. It encourages others to take feedback in the same spirit and feel a connection towards you. To hear from others gives you another perspective, viewpoints that are likely to be immensely valuable to your growth and success. It further builds your self-awareness and there may be things that come to light that are important for you to recognize.
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8. Your attitude is infectious
Your attitude is unashamedly visible. Your energy speaks more emphatically than your words. Are you showing up with enthusiasm and positivity, or do you have an air of being pessimistic, disorderly and overwhelmed? Your teams pick up on your disposition loud and clear.
To have teams that are optimistic, forward looking and innovative, they need to be in a state of mind that supports these characteristics.
9. Proactive interest in the team’s growth
Your people have a dream and aspire to achieve their personal and professional goals. Take an interest in their growth journey, helping them identify what may be coming in the way and how they may need to overcome those challenges. Play the role of a coach and mentor, offering them the respectful space to share what is blocking them from excelling.
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Knowing that you watch out for them gives them the belief and confidence to strive. Be available and approachable as you form a productive connection with your people. Give them the support they need by instilling confidence in them
10. Invite your teams to be part of the culture
Communicate the values of the organisation and your own conviction that is aligned with the company’s goals. To become part of a culture teams, need to be clear on what the organisation stands for and what their leader is committed to. When you demonstrate conviction, you demonstrate firmness and certainty of principles, paving the way for your teams to be an esteemed part of the organisation.
Your overall conduct, communicative style and demeanour has a profound impact on your teams. Being aware of the influence you are, you adjust and refine behaviours that contribute positively to the team’s morale, performance and collaborative traits.
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