Tag Leading

Leading Difficult People

Steve Keating Leave a comment

If leadership was easy then everybody would be doing it. The fact is, leadership is not easy. It’s not easy because leadership is about people. People come in all shapes and sizes. They bring with them all kinds of backgrounds and upbringings. They carry with them past experiences, good and bad. Sometimes they even bring with them a chip, one they carry on their shoulder. Those “chips” can make them a unique challenge to lead.

But leading difficult people is part of the package a leader accepts. Leading difficult people can be a challenging but essential skill for effective leadership. Whether you’re leading a team or working on a project, dealing with difficult individuals is a not an uncommon occurrence.

But nearly everyone can be led to success if the leader is willing to hang in there with them. Here are some ideas to help you hang.

• Start by trying to understand the difficult person’s point of view. Ask questions and actively listen to their concerns and motivations. Often, people become difficult when they feel unheard or undervalued. Empathy is a powerful tool for building rapport.

• When dealing with difficult people, it’s important to maintain your composure. Don’t let their behavior provoke you into a reaction that you might regret. Take a deep breath, stay patient, and remain level-headed.

• Clearly communicate your expectations for their behavior and performance. Make sure they understand their role and responsibilities, as well as the consequences of not meeting those expectations.

• Consistency in your actions and responses is key. Make sure you treat all team members fairly and equally. This helps prevent any perceived favoritism or bias that can lead to conflict.

• If a difficult person’s behavior is disruptive or problematic, address the issues in private rather than in a public setting. This allows them to save face and reduces the chances of escalation.

• Provide feedback that is specific, objective, and focused on behavior or actions rather than personal characteristics. Use the “I” statements approach to express your feelings and concerns. For example, say, “I felt frustrated when you missed the deadline” rather than, “You’re always late.”

• Clearly define the boundaries for acceptable behavior within the team or organization. Enforce those boundaries consistently and fairly.

• Look for areas of common interest or shared goals and use them to build rapport. Finding common ground can help bridge gaps between difficult individuals and the team.

• Encourage difficult individuals to develop their skills and work on self-improvement. Offer training, coaching, or resources to help them grow and address their problem areas. Make their faults seem easy to correct.

• If necessary, involve HR or a higher-level manager to help mediate or address more serious issues. They can provide guidance, support, or disciplinary action if required.

• Keep records of problematic behavior and interactions, including dates, times, and descriptions. This documentation can be helpful if you need to escalate the issue or if it becomes a pattern of behavior.

• Sometimes, a person may be difficult due to external factors such as personal problems, stress, or health issues. Consider the context and be open to offering support or accommodations when appropriate.

• Changing behavior or attitudes can take time. Be patient, but also be persistent in your efforts to lead and difficult individuals effectively.

The sad reality is that not all difficult people can be transformed, and some may need to be led differently. In extreme cases, they may need to be removed from the team or organization to maintain a healthy working environment. Your approach should depend on the specific situation and the impact of the individual’s behavior on the team’s overall performance and well-being.

Redirecting someone to another organization or another role is not the most rewarding part of leadership but it is a mighty important one. Ignoring a difficult team member and hoping they will improve or simply “go away” is not leading.

If you’ve accepted a leadership position then it is imperative that you Lead…Today!

How Good Companies Lose Their Way

Steve Keating Leave a comment

History is rife with examples of good companies, even great ones, that were excellent right up until they were bad. At least it seems that way. The truth is, they were good right up until the point they slowly began turning away from the principles and practices that made them good. Companies rarely turn from good to bad overnight. It’s a decision here and a tough break there that add up over time. It seems common that when the slide begins it picks up speed until the momentum towards bad becomes hard to stop.

But great companies with great leadership can and do stop that negative momentum. They turn it around and use it to become what they once were or even better.

Good companies can decline for a wide variety of reasons, and the path to failure is often a complex interplay of internal and external factors. Though responsibility most often falls to top leadership it is rarely one person’s fault. Here are some common reasons why otherwise successful or “good” companies lose their way.

• Poor Leadership: Leadership is crucial for the success of any company. Ineffective or unethical leadership can lead to poor decision-making, mismanagement, and a toxic work culture that erodes a company’s foundation. Make no mistake about this fact…company culture begins and ends at the top of an organization. It cannot be delegated to teams or committees. Everything, absolutely everything a top leader says and does has an effect on the culture of an organization. People are always watching and listening. When the words and the actions of leadership are not in sync the people notice. And culture suffers mightily.

Top leaders must also pay close attention to the “sub cultures” within the different departments of their organization. The overall culture within the larger organization may be good but these “sub cultures” can sink an organization too. Culture eats strategy, tactics, and planning for breakfast. If a top leader messes up the culture they have messed up the company. Nothing matters more!

• Market Changes: External factors, such as changes in the competitive landscape, shifts in consumer preferences, or disruptive technologies, can rapidly undermine a company’s position in the market. Failing to adapt to these changes can lead to failure. A common mistake of companies that go from good to bad is an assumption that because they are good they will always be good. It’s an assumption that because they are market leaders they will always be market leaders. You know what they say about assuming and assumptions are a huge factor in companies that lose their way.

• Financial Mismanagement: Poor financial decisions, including excessive debt, overexpansion, or misallocation of resources, can drain a company’s financial health and lead to insolvency. Once again assumptions play a critical role in financial decisions.

• Lack of Strategic Vision: A clear and well-defined strategic vision is essential for long-term success. Without a direction for the future, a company may make ad-hoc decisions that are not aligned with its overall goals. Even big decisions become easy decisions when they are made within the context of an organization’s strategic vision.

• Short-Term Focus: Companies that prioritize short-term profits at the expense of long-term sustainability may make decisions that harm their future prospects. This can include cost-cutting measures that compromise an organization’s talent pool, product quality or investments in research and development. But…profits matter and balancing the need for profits today versus long-term profit down the road is one of top leadership’s biggest challenges. I do not envy them that responsibility.

• Competitive Pressure: Aggressive competition can put pressure on a company’s market share and profit margins. Failing to respond effectively to competition can lead to market share erosion and financial instability. I think this is especially challenging for companies that are market leaders. It’s tempting to say “who cares what the other guys are doing, we’re the market leaders.” While tempting, the fact is that it does matter. It all matters and failing to respond to market conditions has sunk more than one company. If you don’t believe that then think about this one company that we’ll allow to remain nameless…their chief marketing officer once said to me, and I quote, “people will always need film for their cameras.”

• Economic Downturns: Economic recessions and downturns can impact a company’s revenue, access to credit, and consumer spending. Companies without a strong financial cushion or contingency plans may struggle to survive during such times. Economic downturns can be torturous for senior leaders because it may mean letting some of their people go. If you ever find yourself in the role of someone who has been “rightsized” or “downsized” then know that as brutal as it is for you it’s likely been a brutal experience for your senior leaders as well. Put simply, it just sucks, for everybody.

There are a host of other factors that can also come into play. Keeping a business going has always been been a dicey proposition. Lately it’s been a little more dicey than usual. In many cases, it’s not a single factor but a combination of these issues that leads to a company’s decline. Successful companies must remain agile, forward-thinking, and responsive to internal and external changes to mitigate the risk of becoming a “formerly” good company.

How to Retain Key Employees

Steve Keating 2 Comments

Turnover is a fact of life for any business or organization. Some level of turnover is even good. With new team members comes fresh perspectives and new ideas. But turnover is also expensive. Depending on your business it can take up to and even over 12 months to bring new team members up to full speed. If you can’t keep them on the team for at least a few years your business will always struggle.

That’s even more true if the people you’re losing are considered “key” employees. These are people in leadership positions who you rely on to help you chart the future course of the company. Key employees may also be those who possess unique skills or expertise that is not easily replaced. When you lose a key employee the “sting” is worse. Losing several key employees in a short period of time can signal serious issues within the organization.

It can be tempting to say that it is mere coincidence that more than one key leader left in the same time frame. It may even be true. But as a leader you better know exactly why you’ve lost a key employee and what you can do to prevent it from happening again.

Retaining your key employees is crucial for maintaining stability and ensuring that your company continues to thrive. If you’ve lost a key leader or employee lately here some areas to focus on as possible reasons.

• Ensure that your employees are fairly compensated for their skills and contributions. Conduct regular salary reviews to stay competitive in the market.

• Provide comprehensive benefits packages, including health insurance, retirement plans, and other perks like flexible work arrangements, wellness programs, and professional development opportunities.

• Recognize and reward your key employees (well actually all employees) for their hard work and accomplishments. This can include bonuses, promotions, or public recognition within the organization.

• Show appreciation through regular feedback and simple gestures like thank-you notes or verbal recognition.

So here is the thing about these first two points. Most key leaders don’t leave for more money. Some do and some always will but most simply don’t. But many of them do leave if they don’t feel recognized and appreciated. You MUST be intentional in providing that recognition and appreciation. If you think your people “just know” how much they mean to you then frankly you deserve to lose them.

• Offer opportunities for growth and advancement within the company. Ensure that employees have a clear path for career progression.

• Provide access to training, mentoring, and skill development programs to help employees enhance their skills and advance their careers.

• Support a healthy work-life balance by encouraging reasonable working hours and providing flexible scheduling options.

• Promote a culture of respecting personal time and vacation days.

• Cultivate a positive work environment with a strong company culture that aligns with your employees’ values and goals.

• Foster a sense of belonging and camaraderie within the organization.

• Maintain open and honest communication with your employees. Encourage them to share their concerns, ideas, and feedback.

• Address issues promptly and transparently, so employees feel valued and heard.

You’ll likely be surprised how many issues can be resolved through truly open communication. Never assume people know what’s going on just because you do. When in doubt communicate. Then communicate some more.

• Involve employees in decision-making processes when possible. Seek their input on matters that affect their work and the organization.

• Give employees a sense of ownership in their roles and the company’s success.

• Establish mentorship programs to connect key employees with experienced leaders in the organization.

• Invest in leadership development programs to prepare potential future leaders within your organization.

• Conduct regular employee engagement surveys to understand their needs and concerns.

• Act on the feedback received to make improvements and create a better work environment.

• Offer non-monetary incentives like additional vacation days, opportunities to work on exciting projects, or the ability to work remotely.

• Create a fun and engaging workplace through team-building activities and social events.

• Consider offering retention bonuses or stock options to key employees as incentives to stay with the company for a defined period.

• Stay competitive in terms of perks and benefits. Things like on-site daycare, gym memberships, or commuter benefits, can attract and retain top talent.

• Conduct exit interviews with employees who choose to leave. Use this feedback to identify areas for improvement and address any concerns.

Different employees have different motivations. It’s essential to tailor your retention strategies to individual needs and preferences. Continuously monitor your retention efforts, adapt as necessary, and make employee satisfaction a priority to keep your key employees engaged and loyal to your organization.

Above all know this; if you’re losing multiple key employees you’ll continue to lose key employees until something changes. You may change something and miss the mark but that’s better than standing pat and allowing your losses to mount. Keep changing until you get it right.

How to Boost the Morale of Your Team

Steve Keating 7 Comments

High morale is often the little recognized secret to success. Organizations and leaders that work to ensure the morale and engagement level of their people remain high, outperform those who don’t. Boosting the morale of your team is essential for maintaining productivity, job satisfaction, and overall team cohesion. High morale can lead to increased motivation, creativity, and a more positive work environment. High morale means lower turnover and far fewer personal issues, even in turbulent times. Here are some strategies to intentionally boost your team’s morale on a regular basis.

• Effective Communication:

• Keep an open line of communication with your team members. Regularly check in with them to see how they are doing both personally and professionally.

• Provide clear and transparent information about company goals, expectations, and changes. It is virtually impossible to over communicate.

• Recognize and Appreciate:

• Acknowledge and appreciate the hard work and contributions of your team members. Publicly praise their achievements, either in team meetings or through company-wide channels.

• Consider implementing a rewards and recognition program to formally acknowledge outstanding performance. People tend to do what’s required of them for pay, they do more than required for the recognition.

• Provide Opportunities for Growth:

• Offer opportunities for skill development and career advancement within the organization.

• Help team members set and achieve professional goals. Provide resources and support for their growth. If your people are not aware of their career path within your organization then they have no career path within your organization.

• Empower and Delegate:

• Trust your team members with responsibility and delegate tasks that align with their skills and interests.

• Empower them to make decisions within their areas of expertise, fostering a sense of ownership and autonomy. There is very little that can boost morale more than being trusted by the people above you in the organization.

• Work-Life Balance:

• Encourage a healthy work-life balance. Avoid overloading your team with excessive work or unrealistic deadlines.

• Promote flexible working arrangements when possible, such as remote work or flexible hours.

• Team Building:

• Organize team-building activities and events to strengthen team bonds.

• Create a sense of camaraderie and shared purpose through team projects and collaborative efforts. Remember, the deepest relationships are typically built “off the clock” so provide opportunities for those relationships to grow.

• Provide Constructive Feedback:

• Offer regular, constructive feedback to help team members improve their skills and performance.

• Focus on specific behaviors and outcomes, and provide guidance on how to make positive changes. Your people NEED to know how they are doing, without direct input from their leaders their imaginations take over and that’s usually not helpful for morale.

• Lead by Example:

• Demonstrate a positive attitude, strong work ethic, and professionalism.

• Be a role model for the behaviors and values you want to see in your team.

• Address Issues Promptly:

• Address conflicts and issues within the team promptly and professionally.

• Show that you are committed to resolving problems and maintaining a positive work environment.

• Celebrate Achievements:

• Celebrate team and individual achievements, whether they are big or small. This can include milestones, project completions, or personal accomplishments.

• Use celebrations as an opportunity to build team spirit and show your appreciation.

• Provide Support During Challenges:

• During difficult times, such as tight deadlines or challenging projects, offer your support and help your team manage stress.

• Show empathy and understanding for their concerns and provide resources if needed.

Leadership is not a part-time job. Authentic Leaders know that like creating a solid culture, boosting morale is an ongoing process. It requires consistent effort, adaptability, and a genuine commitment to the well-being and success of your team members. By implementing these strategies, you can create a positive work environment that fosters high morale and team satisfaction.

That will make your life as a leader much more rewarding and much less stressful. But as always, the amount of effort you put into the morale building process is completely up to you. I hope for your people’s sake, you choose to put in a whole lot of effort.

How to be More Confident

Steve Keating 1 Comment

Confidence is often an overlooked characteristic of successful people. That may be because many people believe that confidence comes after you’re successful. The reality is that confidence often comes before success. You would even be safe in saying that success happens because of confidence.

Self-confidence, truly believing in yourself, is a valuable trait that can positively impact every area of your life. Building confidence is a gradual process that varies from person to person. Here are some steps that anyone can take to become more confident today.

• Self-awareness: Understand your strengths, weaknesses, and areas where you lack confidence. Being aware of your capabilities and limitations allows you to set realistic goals and work towards them.

• Positive self-talk: Challenge negative thoughts and replace them with positive affirmations. Instead of dwelling on what you can’t do, focus on what you can achieve. Be your own biggest supporter rather than your harshest critic. Some people think that the whole positive self-talk stuff is for wimps but here’s the deal…it actually works…bigly.

• Set achievable goals: Start with small, attainable goals that you can consistently accomplish. As you achieve these goals, you’ll gradually build a sense of accomplishment and boost your self-esteem. Your want some goals that stretch you too but not every goal can or should be a stretch goal.

• Preparation: Knowledge and preparation are key to feeling confident. Whether it’s a presentation, interview, or any other task, being well-prepared reduces uncertainty and boosts your confidence. Research and practice extensively beforehand.

• Body language: Your body language can influence how you feel and how others perceive you. Stand tall, maintain good posture, make eye contact, and use open gestures. These nonverbal cues can convey confidence even when you might not feel it internally.

• Dress the part: Wearing clothes that make you feel comfortable and confident can have a positive impact on your self-image. When you feel good about how you look, it often translates into increased self-assurance. This matters in your virtual life as well. Even if you’re doing a Zoom call dress as if you’re live and in person. Others may not see the difference but you will feel it.

• Face your fears: Often, lack of confidence is tied to fear of failure or rejection. By gradually facing your fears and taking calculated risks, you’ll learn that setbacks are a normal part of growth and development. Understand that the only place fear actually exists is in our minds. The fastest way to overcome the illusion of fear is to take action, do something. You’ll forget about your fear soon enough.

• Learn from mistakes: Instead of dwelling on failures, view them as opportunities for growth. Analyze what went wrong, identify lessons learned, and apply those lessons to future endeavors.

• Focus on your strengths: Celebrate your successes and remind yourself of your past achievements. Reflecting on your abilities and accomplishments can help you maintain a positive self-perception.

• Step out of your comfort zone: Growth occurs outside of your comfort zone. By trying new things and challenging yourself, you’ll develop a sense of adaptability and resilience that contributes to confidence.

A couple more thoughts on confidence. Be careful when projecting confidence around others. Less confident people may mistake your confidence for arrogance. It’s even possible that you could allow your new found confidence to turn into arrogance. Neither of those situations is helpful to you or the people around you. So don’t let them happen.

Remember that building confidence is an ongoing journey. It’s normal to have moments of self-doubt, but with consistent effort and a positive mindset, you can develop a strong foundation of self-assurance over time.

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month.

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success.

Here’s the link to my Twitter… https://twitter.com/leadtoday

How to Truly Earn a Leadership Position

Steve Keating Leave a comment

Have you ever wondered how some people “found” their way into a leadership position? Some people “earn” the position simply by being around for a long time. Some are pals with someone higher up in the company. Some are suck ups who will say or do anything to gain a little power. 

But some truly earn the right to lead. Truly earning a leadership position requires a combination of skills, qualities, and actions that demonstrate your ability to effectively lead and inspire others. If your goal is to lead others in such a way as to make a positive difference in their lives then here are a few development areas to consider. 

  • Self-Development:
    • Continuous Learning: Invest in your personal and professional development. Seek new skills, knowledge, and certifications relevant to your field. This shows your commitment to growth and improvement.
    • Self-Awareness: Understand your strengths, weaknesses, values, and leadership style. Being self-aware allows you to leverage your strengths and work on areas that need improvement.
  • Demonstrate Leadership Qualities:
    • Communication: Develop strong communication skills, both verbal and written. A good leader can convey ideas clearly, listen actively, and foster open dialogue.
    • Decision-Making: Show your ability to make informed and timely decisions. Be sure to consider both short-term and long-term impacts.
    • Problem-Solving: Demonstrate your aptitude for analyzing complex situations, identifying root causes, and proposing effective solutions.
    • Emotional Intelligence: Display empathy, understanding, and the ability to manage emotions. Both your own and those of others.
    • Resilience: Leaders often face challenges and setbacks. Demonstrating resilience and a positive attitude in the face of adversity is crucial.
  • Show Initiative and Responsibility:
    • Proactive Attitude: Take the initiative to go above and beyond your current role. Identify opportunities for improvement and take action.
    • Accountability: Hold yourself accountable for your actions and decisions. Admit mistakes and learn from them rather than placing blame on others.
  • Build Relationships:
    • Networking: Cultivate a strong professional network both within and outside your organization. Networking can expose you to new opportunities and provide valuable insights.
    • Mentorship and Collaboration: Seek guidance from experienced leaders and collaborate effectively with colleagues. Being a team player and supporting others can make you a respected figure within your organization.
  • Lead by Example:
    • Work Ethic: Exhibit a strong work ethic and dedication to your role. Be punctual, reliable, and willing to put in extra effort when needed.
    • Integrity: Uphold high ethical standards in your interactions and decisions. Consistently act with honesty and transparency.
  • Take on Leadership Roles:
    • Volunteer for Projects: Seek out opportunities to lead projects or teams. Even if they are outside your immediate responsibilities. This demonstrates your willingness to take on additional responsibilities.
    • Demonstrate Results: Deliver measurable results in your current role and any leadership roles you take on. Tangible achievements showcase your ability to drive success.
  • Seek Feedback and Improve:
    • Feedback: Actively solicit feedback from colleagues, supervisors, and mentors. Use this feedback to identify areas for improvement and adjust your approach.
    • Adaptability: Be open to change and willing to adapt your leadership style based on feedback and evolving circumstances.
  • Express Interest and Ambition:
    • Express Your Intentions: Let your supervisors or higher-ups know about your interest in taking on leadership roles. This demonstrates your ambition and commitment to the organization’s success.
  • Continuous Improvement:
    • Reflect and Learn: Regularly reflect on your leadership journey, identifying areas where you’ve grown and areas that still need development. Be committed to continuous improvement.

Truly earning a leadership position is a gradual process. It requires consistent effort, dedication, and a willingness to learn from your experiences. It’s about demonstrating your ability to lead effectively, inspire others, and contribute positively to your organization’s goals. It’s a process that never ends because even after you’ve been promoted to a leadership position you must continually earn the right to stay there.

Want more of LeadToday? I’ve changed things up on my Twitter feed for subscribers. I recently began publishing two or three videos each week focusing on an element of Authentic Leadership. I’ll post these videos each Tuesday and Thursday morning. Sometimes a bonus video pops up at other times during the week. They will be about 10 minutes long so we can get into the topic in a more meaningful way. The investment for subscribers in still only $4.99 a month. That’s for at least 80 MINUTES of quality video content on leadership a month.

If you’re interested in taking a look, head on over to my Twitter profile page. If you’re not a follower yet just hit the follow button. It will change to a subscribe button and once you hit that you’re on your way. You can cancel at any time you’ve decided you have nothing left to learn about leading the people who you count on for your success.

Here’s the link to my Twitter… https://twitter.com/leadtoday

How to Improve Your Executive Presence

Steve Keating Leave a comment

I have, unfortunately, actually seen people promoted into leadership positions because they “looked like a leader.” When I have asked what about those people’s look qualified them for a leadership position I was told, “that’s hard to define but look at them, they are obviously a leader.” 

So that’s obviously, at least to me, completely ridiculous. There is no leadership “look.” Leaders come in all shapes and sizes. They come in all colors and ages. They come from incredibly diverse backgrounds and levels of education. You can no more tell if someone will be a good leader by looking at them than you can judge a book by it’s cover. 

But….there are solid reasons for making at least some effort to “look the part” of a leader. There are people you notice almost immediately when you walk into a room and there are people who seem to almost disappear in a room. Those you notice right away are said to possess a certain “presence.” Or in the case of leadership, an executive presence. 

Improving your executive presence can be crucial when you need to project confidence, credibility, and leadership moxie. If you’re interested in projecting a more professional presence, be it in a leadership role or not, here are some things to keep in mind. 

  • Understand your strengths, weaknesses, values, and communication style. This self-awareness will allow you to align your behaviors and actions with your authentic self. I have always been honest with myself about my strengths and weaknesses. I’ve not always chosen to work on my weaknesses, instead I’ve tried to play to my strengths. But I’ve never tried to hide those weaknesses, especially from myself. If you’re going to lead, you had better be honest with yourself about what you can and can’t do. That’s vital because if you can’t be honest with yourself you won’t be honest with anyone. 
  • Effective communication is essential for executive presence. Improve both your verbal and non-verbal communication skills. Things like articulating ideas clearly, active listening, and maintaining eye contact matter.  I sold the Dale Carnegie Public Speaking course for years. I can tell you nothing, absolutely nothing, projects a more powerful executive presence than being an effective communicator in front of a group. And anyone can improve their public speaking skills.
  • Dress appropriately for your industry and the occasion, ensuring that your appearance reflects competence and professionalism. Dress codes have certainly changed and loosened over time but they have not completely gone away. When in doubt, “overdress” for the occasion. I’d much rather have someone sneering at me saying “who are you trying to impress” than have people looking at me wondering if I slept in my clothes. 
  • Confidence is a key element of executive presence. Build your confidence by acknowledging your accomplishments, seeking continuous learning, and challenging yourself. Practice positive self-talk and maintain a confident posture.
  • Strong interpersonal skills are crucial for building relationships and influencing others. Develop your ability to connect with people, actively listen, empathize, and adapt your communication style to different individuals and situations. But, and this is a big but, always be yourself. Adapt your communication style but don’t try to “fake” your way to executive presence. You will be found out!
  • Executives are expected to make well-informed decisions. Hone your critical thinking, problem-solving, and analytical skills.  Use those skills to demonstrate your ability to make sound judgments and strategic decisions.
  • Build relationships with colleagues, industry peers, mentors, and leaders. A robust network provides support, guidance, and opportunities for growth, while also expanding your visibility and influence.
  • Seek feedback from trusted mentors, colleagues, or coaches who can provide constructive criticism and suggestions for improvement. Actively work on refining your skills and areas of development.

Executive presence is a journey that requires ongoing effort and self-reflection. By focusing on these areas and continuously striving for growth, you can enhance your executive presence and make a lasting impact in your professional career.