Leadership is in large measure about creating followership, building trust, establishing credibility and competence, and engaging in productive relationships across your spheres of influence. As coaches, we often work with clients who are emerging leaders in their organizations, or seeking Board positions, or in transitions of various kinds, to help them develop “executive presence.” It’s a term which can be difficult to define, and can become even more nuanced as it relates to women executives.

Pitch and Pace

The influence of voice and its broad spectrum of expression should not be overlooked in developing executive presence. At a fundamental level, the flat, monotone delivery is a sure-fired way to lose a room, or the conference table. In contrast, a high-pitched, frenetic pace can have a similar affect…people stop listening.

Varying pitch, volume, and speed can significantly alter how your audience receives and perceives you. In U.S. culture, and some others, a low pitch is usually associated with authority and self-confidence; practicing a lower register (if your natural tendency is a higher pitch), can have positive effect. Volume, either loud or soft, can punctuate a point and keep the energy and attention of the listener high. For some people, speech speed tends to increase under stress, so be self-aware and mindful to keep a controlled cadence. Rushing, or speaking faster than what most people can absorb, can diminish your power and impact. Listeners can receive it as “it’s not important enough” to take the time.

Finally, a part of cadence is using silence, pauses can be particularly effective, in terms of emphasizing a point or allowing others time for reflection. Most people are uncomfortable with silence, so get comfortable with it, and notice the impact of this technique in holding the attention and command of the room.

And, should you experience the “hijacking” or “derailing” of your intended message when other voices attempt to fill a purposeful silence, smoothly bringing the conversation back on topic demonstrates executive presence: “That is an interesting point/topic we can table for “X.” In order to advance our discussion/decision making/next steps as it relates to “Y” I suggest…”

Inquiry and Insight

One particularly tough CEO used to set his expectations at the start of a conversation or meeting, by saying “tell me something I don’t already know.” He wanted insight. Not just data, or opinion. He wasn’t alone in that regard. While we focus to a great degree on what we will say, making powerful statements or building a case, how about focusing on what we ask? The use of inquiry is a powerful tool, it is the ability to ask a provocative question that inspires thought and offers a new lens through which to see challenges and opportunities. Truly listening and being fully present for the response, brings not only insight to others, but adds value to the relationship and builds your executive presence. You’ve invited and allowed room for the other person(s), but it’s you who led the way. So, think about pivotal opportunities for inquiry and “asking,” as much as you think about “telling.”

Stillness

Often overlooked in our fast-paced world, physical stillness is a powerful way to communicate a sense of confidence, effectiveness and control. Regardless of the inner churn or chaos of a particular situation, an unflappable external persona is a valued executive characteristic. It may seem counter intuitive that in order to be perceived as more commanding, an executive should develop the ability to be contained and still. However, in the words of Serge Benhayon, “Once you know yourself in your living stillness, there is nothing in this world that is greater than you.”

Build your awareness of self-soothing behaviors which may be habitual and get them under control. Touching one’s hair or face, kneading neck muscles, or tapping a pen and foot during a meeting are often unconscious behaviors associated with stress, or may signal hesitancy or lack of certainty.

Understanding the subtleties and “small stuff” of communication is important for all leaders, and particularly for emerging women leaders, as they develop their authentic leadership style. Use of voice, inquiry, and stillness are three tools that can be flexed to enhance effectiveness, and modified as situations warrant. Delivering a strong message, through both verbal and non-verbal communication, is a powerful way to exude confidence and competence, and by extension, executive presence and leadership.

Communicate Your Value

Being able to articulate your value proposition and personal brand is of critical importance in seeking a board role. Communicating crisply and clearly your unique experiences and skills which are relevant to boards is necessary in spoken, written and digital form. These experiences may include operating leadership, strategy, functional or governance expertise and need to be communicated differently than if one was seeking a corporate role; e.g., your capabilities vs. your accomplishments, your experiences vs. your companies, your value vs. your titles.

Spoken — Prepare and rehearse a short statement intended to appeal to the particular needs of a board/company, with your value proposition focused on “how I can help this company and its board.” Pay attention to the interpersonal aspect of your conversation. Don’t talk too much, listen well, show business and board acumen and demonstrate your personality. Board work involves many hours of working together. Your emotional intelligence, personality and communication style will be evaluated against the question “do I want to spend time in the board room with this person.”

Written — Prepare a board resume and bio. Adapt your executive resume “profile” section to reflect attributes of your brand that address a board role. Review your resume to emphasize “board-relevant” experiences. Prepare a one-page board bio, again with a lens towards board competencies, and include a photo.

Digital — Review your digital footprint and ensure consistency between your spoken, written and digital messaging.

Use Your Network

Make sure others are aware of your interest in and available time for board service. Target industries and companies that are a match with your experiences, increasing your chances of being considered. Connect with centers of influence for each company and try to get introductions, and ideally, endorsers, to put your name forward.

Keep in mind that 67% of public company directors report that the directors are nominated through personal networks compared to 52% who report using executive recruiters. While a warm introduction to an executive recruiter who specializes in board search can be valuable, it can be difficult to get face-to-face time. A short cover email with your board resume to the appropriate board consultant, and registering on the firm’s website, will ensure that you are in the firm’s database to the extent there is a relevant search in process.

Increase Your Visibility

Make yourself and your credentials visible. Sell yourself as an expert. Serve on panels. Get published and quoted. Blog. Consult. Ensure that you are taking advantage of LinkedIn and other forms of social media that you are comfortable with in order to expand your digital reach.

Be imaginative, Inventive and Opportunistic

While taking deliberate action is important, serendipity can often come into play in obtaining a board role. For example, one should not join a not-for-profit board with the intention of using it as a stepping stone to a corporate board, however influencers often sit on not-for-profit boards and will “see you in action” in the boardroom, broadening your network of potential endorsers. Consulting to a company may lead to a board seat, and certainly investing in a company in a meaningful way is a path to the boardroom. Demonstrating that you can raise capital or being an interim or part-time CEO are other alternative routes. Finally, make your friends and family part of your team. Ask them to speak up for you and leverage their networks.

Due Diligence and the Offer

Once you are offered a board seat, make sure that you do your due diligence. Consider the following three basic questions:

.Can it hurt me?
.Is it worth doing?
.Will it be fun?

Before saying yes, make sure that you understand the company’s business, are comfortable with the management team, and have met the board chair and other members. Ask the single most revealing question – “tell me about your board?” and listen carefully to the response. Dig for public information and ask the company for board agendas and materials. Talk to competitors. Review the D&O insurance and make sure you understand and can meet the time commitment.

Looking for a board seat takes time and energy but, once landed, can be incredibly stimulating and rewarding work. For executives considering board director positions, Essex Partners, a division of Keystone Partners, offers a unique Board Essentials program. This program provides the education and strategic approach to identify the right board opportunities and develop a deeper understanding of boards and corporate governance. Personalized consulting is also available to assist clients with personal branding, messaging, targeting, networking, interviewing and recruiter strategies specifically for board positions.

Visit Essex Board Essentials