Executive Presence—Guest Blogger

Leadership-1

EXECUTIVE PRESENCE—YOUR LEADERSHIP “IT” FACTOR

George Washington had it.

As did Lincoln.

Vince Lombardi too.

So also have countless leaders over the centuries.

It’s the elusive secret of successful leadership: leaders with presence radiate a magnetic effect that comes from being authentic and inspires people to trust them.

Leaders with presence have the intellectual and emotional depth, psychological strength, and interpersonal credibility to get their point across, inspire confidence, generate teamwork, and create results when the going gets tough.

And, if you have “it” your executive presence opens the door to greater leadership responsibilities.

Projecting Presence

Leaders with presence continually inspire. They make you feel like your contribution is important and valued. They lift people’s spirits every time they walk in the room.

In the short term, presence involves perceptions of status, reputation, poise, physical appearance, calm demeanor, and confidence. Initially, these qualities cause you to sit up and take notice that there is something different about that person.

Over the long term, presence reveals itself as more than simply appearances. You recognize the way in which the leader makes you and others feel significant, how their actions align with their values, their exceptional expertise and track record of results, and the skillful way in which they use their power and influence. These leaders generate an unmistakable gravitas that is both inspirational and motivational.

Presence is not the same as charisma. Although leaders with presence can be charismatic, leaders with charisma often lack presence. To be sure, leaders with charisma can deliver results, but what you see is leader’s superficial outer shell—someone who “acts a part.” Often, their behavior is founded on their insecurities.

In contrast, presence is about inner wholeness. It’s deep and authentic based as it is on high self-esteem and genuineness.

The Foundation of Presence: Self-Awareness 

As the Greek philosopher Socrates once observed, “The unexamined life is not worth living.” For leaders, this means that you must make the effort to understand who you are, what your purpose is, and why you think and act in the way you do. As you increase your self-awareness, you uncover new layers of personal insight that allows you to free yourself from irrational fears and pave the way for inner wholeness.

Most importantly, your newfound awareness sets the stage for true self-mastery. Achieving deep, comprehensive self-awareness is not an overnight process, but the effort is well worth the reward. In my coaching practice, I use a self-awareness framework that involves fourteen elements. Each contributes an aspect of understanding that allows further growth, development, and progress toward self-mastery:

  1. Innate personality: The characteristic patterns of your thinking, feeling, and behaving.
  1. Motivators: The psychological drives that impel you to action.
  1. Cognitive intelligence (IQ): ability to reason, to build logical arguments from sensory evidence, to solve puzzles and problems, to “make sense” of the universe.
  1. Emotional intelligence (EQ): The aspect of ourselves that enables us to make our way successfully in the world in terms of our relationships with others.
  1. Blind spots: Aspects of your personality or your behavior—usually negative—in which you remain stubbornly rigid in your attitudes, views, and actions.
  1. Biases: Built-in problem-solving routines that inhibit judgment and decision making.
  1. Dominant patterns: Filters you use to process information and make decisions.
  1. Moral beliefs and ethical code: What you stand for in terms of right and wrong (morality) and how you enact those beliefs in your daily leadership walk (ethics).
  1. Passions: Those feelings that give you effortless energy, enthusiasm, and enjoyment.
  1. Limiting distortions: Automatic thought patterns that distort your view of yourself or the situation you face.
  1. Professional skills: The sum of your education, training, and experience that you apply to your leadership role.
  1. Resilience: Your ability to sustain high-level performance under stress.
  1. Capacity for service: The degree to which you place your talents

and skills, whether large or small, in the service of others.

  1. Personal mission statement: Captures your purpose, your vision, who you want to become, and what you intend to accomplish. 

Building Your Executive Presence 

Once you achieve greater self-awareness, there are three key components to increasing your executive presence: achieving self-mastery, communicating well, and presenting yourself professionally. 

Achieve Self-Mastery 

Aristotle once said, “I count him braver who overcomes his desires than him who conquers his enemies; for the hardest victory is over self.” His wisdom still holds true today. How many leaders have you worked for that lacked self-mastery? How about you?

For those willing to take up the challenge, self-mastery requires a commitment to growth—and the discomfort—that comes with change. You can facilitate your journey by enlisting the support of others such as coaches, mentors, and advisors. The objective is to replace habits that limit growth and instead create new habits that support your mission.

As you conduct yourself in your leadership responsibilities, it’s critical to tap into your core values that motivate you most and move you toward the vision of who you want to be. Those values also enable you to refuse to identify with the thoughts that undermine your self-concept. Even as you exercise self-control, realize that you don’t control the reactions and behavior of others.

From self-mastery flows a certain confidence, authenticity, and “grace under pressure” that generates the qualities that make you attractive as a leader.

Communicate Well 

Part and parcel of executive presence is the ability to communicate well. Think of great leaders like Abraham Lincoln, Winston Churchill, and Martin Luther King and the ability they had to move millions with their words. Now it’s not likely that you’ll achieve that same virtuosity, but you can improve your ability to communicate well.

First and foremost, listen “in the moment” and without judgment. Equally as important, remember that as leader, you’re always communicating, whether or not you’re speaking. Ensure your words align with your actions and your values. Seek to communicate empathetically by understanding and appreciating the other person’s situation or feelings then communicate that understanding back to the person in a meaningful way. Remember to monitor body language—both yours and theirs—in order to help you establish and maintain rapport.

From an organizational standpoint, champion open dialogue within your team and your organization. When speaking or writing, connect with your audience, and tell them stories that elicit emotions, including yours. Communicate in a language everyone can easily understand and deliver the message with sincerity and conviction. 

Dress Professionally

In this day and age of business casual and comfort dressing, few realize that it only take a quarter of a second for someone to size you up in terms of your competence, likability, and trustworthiness. This occurs before words are spoken. Like it or not, people judge you automatically on your appearance and consequently. Therefore, your appearance is a central component of your executive presence.

This doesn’t mean that you need to pursue the latest fashion or dress like a movie star. In fact, that would be detrimental to your executive presence. The overall objective is to dress in a way that enhances your professional appearance and—most importantly—aligns with the authentic you.

The essence of dressing well means that your individuality is expressed in a way that communicates confidence and congruence. Thus, your appearance shows other that you’re comfortable in your own skin—and clothes. As a result, people will be more disposed to make a positive initial judgment about your competence and respond positively to you because they recognize your authenticity.

Executive Presence—Your Leadership “It” Factor

With executive presence, your chances of arriving at (and staying in) the C-suite are enhanced. Such presence demonstrates to others that you’re the real deal, someone who telegraphs the qualities need to be in charge. As a precondition of extended success, it signals to other that you have what it takes and are capable of taking on the tough job of senior leadership. Once there, the results you achieve and how you handle setbacks only add to your executive presence.

Although building your executive presence is not an overnight process, you can increase it. Commit to deepening your self-awareness, achieving self-mastery, communicating well, and dressing professionally and you’ll be well on your way.

So here’s the challenge for you: What is one thing you can do today—right now—to build your executive presence?

 

ABOUT THE BLOGGER

Scherrer Photo 15 Cropped

2.13.2015–University College students in the Danforth University Center. Photo by James Byard/WUSTL Photos

Joe Scherrer is president of the Leadership Crucible. He is a strategic advisor, executive coach, leadership developer, speaker, and author. For more information,  visit him at http://www.theleadershipcrucible.com/.

“My mission is to inspire hope everywhere by forging heroic leaders who impact the world for the good.”

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34 thoughts on “Executive Presence—Guest Blogger

  1. Mr. Scherrer, first and fore most I want to think you for your time in writing this blog and providing each of us that read it your insight in how to better prepare oneself for what might be our future. With that said, identifying the one thing that should be accomplished, “right now” to build executive presence; I would say is to simply get yourself prepared. Now that seems simple enough; I know, but I believe with the many examples you provided in your blog it will take time to fully understand how to prepare yourself to get the elusive “it” factor.

    Understanding, the art (my term) of projecting presence, self-awareness, self- mastery, and communications if accomplished could result in achieving executive presence which in turn could lead to reaching self-made goals to becoming a business entrepreneur and leader. Unfortunately, skill sets as those mentioned are not always attained by most; intentionally or unintentionally. I believe and maybe it is because of my education or military service, I whole heartily believe it takes internal and external skill sets to achieve those characteristics described in your blog to enable mastery of the art of executive presence. In addition, I am not for sure every individual has the required skill sets for attaining “it”. I could probably write a paper on that topic alone. Mr. Scherrer I want to think you again for your inspiring words and thank you for your time in writing this blog it was insightful.

    • To your point aboutf some people having/not having the required skill sets to attain “it” (executive presence). Certainly, everyone is endowed with different gifts, potential, and dispositions and thus some will emerge over time more suited for leadership roles. For those who aspire to leadership, that’s where self-awareness comes in to take an honest look at yourself–with a strong dose of humility–and assess whether you think you’ve got what it takes.

      For instance, I like to race bicycles at the master’s level. I’d love to be the guy who dominates all the races, but the fact is that I lack the genetics to get the highest echelons of competition. That said, there is nothing stopping me from achieving my own potential and being pretty darn good…or at least the best I can be.

      Also, smart organizations have a means to assess and develop leadership potential. Such a process is very effective in setting the conditions for presence to grow and mature.

    • I agree with you completely Paul and I even wrote in my comments that leadership isn’t for everyone. Self-awareness is so important for many reasons. It takes that to be able to understand that you can be a good leader or maybe even that you cannot.

    • Paul, I agree with you on the statement that not everyone has the required skills for attaining “it.” Everyone is unique and created differently. There will always be followers and leaders based on the characteristics of a specific individual. It doesn’t matter if the individual has the “it” factor or not, that person can always achieve self-awareness. Self-awareness is the key to success no matter what attributes a person may or may not have. Showry and Manasa says, “truly self-aware managers express who they really are and are open to objective feedback that increases their integrity and effectiveness” (pg. 18). Integrity and effectiveness are leadership traits that anyone can display.

      Showry, Mendemu; Manasa, K. V. L. IUP Journal of Soft Skills. Mar2014, Vol. 8 Issue 1, p15-26. 12p

  2. Hello Joe,

    Thanks for such a profound topic…Executive Presence!

    You note that ‘presence involves perceptions of status, reputation, poise, physical appearance, calm demeanor, and confidence. Initially, these qualities cause you to sit up and take notice that there is something different about that person.’

    Thus, Executive Presence is not superficial in nature. We need more authentic leaders in these turbulent times.

    Thanks again!

    Dr. D. Green

    • Mr. Sherrer,
      Thank you very much for your post and the excellent advice you have for developing an executive presence.

  3. I agree with a lot of what you said Joe, especially as you were describing the presence needed to be a good leader. Your presence truly has to be authentic or else your employees can see right through you. Your motivation ultimately determines how you are perceived. If you are only in it for the money, your employees will be able to recognize it very quickly. You have to identify your motivation and use it in your favor. In order to do this, a leader must possess self awareness. In order for a leader to optimize maximum production from employees, the leader must possess a servant mentality. Searle and Barbuto (2011) states, “employees function at optimal levels under servant leadership because their leadership style centers on optimizing individual’s strengths rather than critical evaluation” (pg. 107). Having the self awareness and a servant mentality will ultimately build the necessary relationship between the leader and the employee to maximize productivity.

    Searle, Travis P., and John E. Barbuto Jr. 2011. “Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact.” Journal of Leadership & Organizational Studies 18 (1): Pg. 107.

    • Vi I agree, employees can see through any leader who is not authentic. Unfortunately, many leaders are in it for the money. Maybe at first they are anyway, but in time reaching self-actualization; I believe the love of money becomes less important to many great leaders and that’s when they begin to standout. Even great leaders have to learn self-awareness and as mentioned become a servant. Being a leader is not always about being the boss but understanding qualities in your employees and reaching into the core values that you were raised with. Reaching that elusive “it” can drive many leaders to the point they no longer remember what their initial goals or visions were. Good or bad, each leader will achieve the “it” factor but to each leader the “it” factor will not be the same. Is it really possible each great leader will be striving for the same goal?

    • Vi,

      Your statement could not be any more correct. I have witnessed many types of leadership styles and I think servant leadership is one of the most effective. Employees are more willing to complete a task when told if they know the manager would be just as willing to complete it. No one wants to feel like they are doing the “crappy” job that no one wants to do.

      Not only do authentic leaders gain respect, which can “increase employee morale, but they can inevitably improve overall production in the workforce” (Lawler & Porter, 1976). Unfortunately, as you mentioned in your post unauthentic leaders can create a reverse effect! Great post.

      Lawler III, E. E., & Porter, L. W. (1976). The effect of performance on job satisfaction. In Job satisfaction—A reader (pp. 207-217). Palgrave Macmillan UK.

    • Vi

      I completely agree. It is much easier to go to work and perform your job duties with enthusiasm when you enjoy the people that you work for. Being content with your job just isn’t enough, in order to get employee’s really excited about their duties and motivate them to want to achieve for you and themselves you have to be a servant leader to them. If a leader can demonstrate pride in their work and professionalism employee’s will respond in a positive manner with their motivation to achieve highly. According to Blasingame (2015) “This is the aggregation of proper business, ethical and interpersonal behavior, and it’s critical to successful employee motivation.  Professionalism fosters pride and employee loyalty. Demonstrate your professionalism first and then help employees achieve and value their own professionalism. And don’t forget to recognize their progress.

      Blasingame, J. (2015). Motivating Employees Is Good For Business. Forbes.
      Retrieved from http://www.forbes.com/sites/jimblasingame/2015/08/07/motivating-employees-is-good-business/#52147adf1bb1

    • Note that, according to Gallup’s employee engagement study, when it’s said and done that leaders are responsible for 70% of employee engagement (the willingness to go above and beyond one’s “job description”). Also, nearly 2/3 of people who decide to leave a company do so because their boss.

      For my part, I prefer to work for a leader who has the self-awareness to get out of his/her own way and truly serves others.

  4. Wow, this blog post is one of the most inspirational calls to action I have read in a long time. Reflection of one’s self is critical when trying to build an executive presence inside the professional realm. While looking within myself to find areas of improvement I decided to start at the very basics and examine my foundation of self-awareness. My father is a carpenter so it’s only fair that I grew up believing that one must have a solid foundation before trying to build upon an unstable base.

    With this being said, I feel that I have accomplished many core foundational components but have been lacking what may be one of the most important, my own personal mission statement. To build an executive presence my “leadership philosophy needs to be consistent and clear with my personal mission statement because if not then my role as a leader will not be clear” (Benson, 2015). When I set goals and standards in line with my purpose, vision, who I want to become, and what I want to accomplish then my actions are no longer without purpose.

    Wonderful Post!

    Benson, D. (2015). Creating your personal leadership philosophy. Physician Leadership Journal, 2(6), 64-66.

    • I appreciate your discussion of a personal mission statement. It is noted, “visionary leaders speak to the hearts of employees, letting them be part of something bigger than themselves” (Daft, 2012, p.438). The use of a mission statement is like creating a personal brand. A well-defined statement is one that differentiates the leader from other executives (Daft, 2012). It provides a compass for a leader’s decision-making in times of stress or adversity.
      In order to provide a successful vision for others to want to follow, a leader has to have clear goals, reflect strong values, and exhibit authenticity. As part of self-knowledge, and as business students, development of a mission statement is valuable to clarify our own purpose. With that foundation, we can better define our career goals, evaluate opportunities, and inspire others to join us. I also need to create a personal mission statement and appreciate your encouragement in that direction.

      Daft, R. L. (2012). Management (10th ed.). Mason, OH: South-Western, Cengage Learning.

      • Mr. Scherrer,

        Thank you so much for the advice on starting my personal mission statement. I always write personal goals down and put them on my refrigerator. This will be a great addition to that!

        Thank you for your professional input!

  5. Very inspiring post, the one thing which I would like to focus is on Achieve self-mastery. Leader can learn to dress well, speak well but to achieve self mastery is not an easy task. It takes ages or sometimes the whole life time to achieve self mastery and even after learning it there can be several moments where you will have the urge to forget it. Just one unethical task, who will know, who will see and at that moment we lose it. We forget that its us who will be affected at many deeper levels. Leonardo da Vinci quotes “One can have no smaller or greater mastery than mastery of oneself.”
    Rodenburg, explains the executive presence by three different energy circles. The first energy circle is about inward energy; the third energy circle is about others but the executive presence is defined by second energy circle. During that you focus on give and take of energy and this exchange creates a harmony and exemplifies your ‘It’ factor.

    Rodenburg, P. (2008). The second circle: How to use positive energy for success in every situation: This book will transform your life, minute to minute.

    • Taran,

      Very informative review! The positive energy described is an awesome phenome. I consider it to be similar if not the same as locus of control. However, the third energy is the energy circle I believe we all struggle with. Whether we are inward energy driven or outward energy drive, the concept and need to balance is where we must strive for mastery. There is only so much we can take or give before there is a great imbalance.

  6. First I would like to say thank you Joe for taking the time to write this article and bring some of your wisdom and experience to our program. This article has some great insight and expresses well some of the ideas that we all think about on a daily basis, but maybe have some trouble in putting these items into action. For me personally in an effort to better my executive presence I have to do a more proficient job at motivating myself to perform some of the job duties and team projects that I sometimes lack the motivation or positive attitude to want to perform. That type of behavior as you said can really show through in your team. As you stated a positive outlook and attitude is essential to becoming the servant leader that everyone looks up too. It isn’t just enough to have a good education and know how to manage, but we have to know how to lead in order to be truly successful. According to Hunter (2004) “Sadly, I have observed many hotshot MBA’s entering organization fresh off our nation’s best campuses trying to impress everyone with how much they know, seemingly oblivious to the simple truth that people do not care what you know until they know that you care” (p.15).

    Hunter, J. C. (2004). The world’s most powerful leadership principle: How to become a servant leader. Crown Business.

  7. Thank you Mr. Scherrer for taking the time to share with us. Your blog is very inspiring and offers a great deal of informative thoughts. Leadership is a tricky business and not everyone is cut out for it. I personally think that leadership starts from deep within a person. You must be confident and sure of your talents. A person must recognize their core competencies and run with it. A good leader is developed over time but as you stated in your blog, communication is key. Leaders must be concise and empathetic in their expressions. Leaders have to start somewhere also and it is most likely at the bottom much like the people he or she is leading. Employees will be much more motivated if they know you have done their assigned tasks and are not afraid to do it again. A little compassion, humility and diplomacy will go a long way. It is very obvious if a person does not care or take pride in their abilities; being in it for the paycheck is an instant observation. An executive presence is definitely will take you far in your career. As Maya Angelou once said “Nothing will work unless you do.” That is the best example a leader can offer.

    Gallo, P. (March 16, 2016) Leadership: This is why relationships matter at work. Retrieved from
    http://www.forbes.com/sites/worldeconomicforum/2016/03/16/this-is-why-relationships-
    matter-at-work/#1203455483a2

  8. Author Joe Scherrer identifies three factors important to define an executive presence: self-mastery, communication, and a professional appearance (2016, para. 15). Of these factors, I plan to continue on my path of self-mastery. A leader must work on this skill one step at a time, continuing on a journey of self-knowledge and discipline. Nelson Mandela, the renowned leader, studied Mahatma Ghandi’s teachings and quoted the Indian leader’s entreaty, “Be the change that you seek” (Pietersen, 2015).
    During his 27 years of imprisonment, Mandela studied and focused on his personal vision for South Africa. “He realized that anger and resentment could easily ignite a bloody civil war” (Pietersen, 2015, p.62). Mandela was disciplined and courageous as Africa’s first black president. His accomplishments in bringing together the polarized factions within society were due to the preparation he performed well in advance. Mandela’s personal transformation from prisoner to peace negotiator was possible due to his self-mastery and courage to be a change agent.

    Pietersen, W. (2015, Spring). What Nelson Mandela Taught the World About Leadership. Leader to Leader, 2015(76), 60-66.
    Scherrer, J. [nuleadership]. (2016, Spring). Executive Presence – Your Leadership “IT” Factor [Blog post]. Retrieved from https://nuleadership.com/2016/03/14/executive-presence-guest-blogger/

  9. Mr. Scherrer,

    Thank you for taking the time to share some of your expertise with us at LMU. We greatly appreciate the time you spent in discussing executive presence. I would also like to commend you regarding this discussion. You have created a robust commentary and have defined what it takes to have a strong executive presence. One part I would add to your commentary is to become a subject matter expert. In her article, Brody defined leadership presence as Authentic, Trustworthy, Confident, Engaging, Knowledgeable , Credible, an Inspirational (2014, p. 28). Being a subject matter expert would show that you are credible and also knowledgeable.

    I believe that becoming a subject matter expert would fall under self-mastery within your commentary.

    Again thank you for your contribution to our class. I enjoyed your article!

    Brody, M. (2014). Leadership Presence. Leadership Excellence Essentials, 31(9), 28-29.

  10. These are some great points to help lead those 9f us who seek to improve, enhance, or are inspired to be more of professional. Thank you for your expertise and sharing the opportunity to challenge myself. While there are many different areas in my personal and business life that are open for improvement, my specific focus would be to work harder at achieving self-mastery, even when encomfortable. There are many components that contribute to an individual’s highest self. As stated by Dhiman, since the beginning of civilization there has been a quest for self-fulfillment and self-knowledge. Over the last 60 years, management thinkers have researched personal meaning, mastery, and fulfillment in regards to self-actualization. There are behaviors associated when one self-actualizes; where one’s attention is fully concentrated and totally absorbing, choices to grow are made, letting one’s self emerge, accepting responsibility, listening to ourselves, preparations, creating peak experiences, and courageously dropping defenses. These behaviors are noted to happen simultaneously or randomly, over time (Dhiman, 2007).

    Dhiman, S. (2007). Personal mastery: our quest for self-actualization, meaning, and highest purpose. Interbeing, 1(1), 25-35.

  11. I enjoyed reading your post. I would like to elaborate on a portion that speaks to me personally,
    You write that, “the essence of dressing well means that your individuality is expressed in a way that communicates confidence and congruence. Thus, your appearance shows other that you’re comfortable in your own skin—and clothes. As a result, people will be more disposed to make a positive initial judgment about your competence and respond positively to you because they recognize your authenticity”.
    I recently read an article about Generation Y’ers and their professional images… I myself have a hard time following a “traditional appearance” approach and when I am contacted about my resume I feel I must disclose my appearance to help “brace” the hiring management. For some “progressive” companies I feel my appearance and resume give me a competitive edge, while other companies might pass judgment on my orange hair and colorful skin.
    How do you think that a shift in the talent that is coming into companies my affect this idea of professionalism and appearance?

    Schwarz, T. (2008). Brace yourself here comes generation Y. Critical Care Nurse, 28(5), 80-85.

    • Sarah, I have some very definite thoughts on professionalism and appearance, several of which I articulated in the article, but let me amplify a bit.

      First, classic business dress evolved over 400 years to the point where definite cues as to one’s competence, trustworthiness, etc. are subconsciously communicated. For men, that typically means a well-fitting navy or grey suit, tasteful necktie, well-shined black or brown dress shoes, a short haircut, and no facial hair. Women have a bit more leeway, but similar principles apply. In the case of doctors (at least until recently, the wear of a white lab coat over a tie and dress shirt communicates integrity and expertise (see the Milgram experiment among others).

      The whole idea is to frame one’s face in the most flattering way possible and eliminate any distractions that take away from that focus, especially when engaged in business or professional activities where the stakes are both real and high.

      In a culture that prizes individuality, I understand that the way one dresses can be important to personal expression, but that said, just know that you will be continuously battling perceptions that–fair or not–could be detrimental to your career progression, even in industries like fashion, advertising, etc. For example, things like loud patterns, tattoos, bright colors, perfume or cologne, “bangly” jewelry, and piercings in a business environment are jarring and distract from the professional task at hand.

      If I were coaching young people about professionalism, we’d explore 1) what it is that drives the need for “self-expression,” 2) how that need aligns with (or not) professionalism expectations in their chosen career, and 3) the implications for and impact on their careers. Incidentally, all these points are part and parcel of self-awareness and the maturing as a professional.

      You know, business professionalism used to be taught or at least that information was readily available, It isn’t today and that’s a shame.

      If you’re willing to “learn the ropes” and change your approach to self-expression (I’m thinking of the TLC show “What Not to Wear”) you’ll create a real competitive edge compared to your peers since you’ll present yourself much more professionally than they do. Is it worth it to give yourself this “easy” edge?

      To be sure, the answer to this question is an individual decision, but one I believe ought to be made by an informed understanding of the facts, the impact your decision has on others (boss, peers, clients, patients, etc.), and–most importantly–on the success of the organization.

    • Sarah, I think that over time the negative stigmas for tattoos and self-expressive dress has been more accepted and will continue to be more accepted. This acceptance would be generationally diverse, Osland & Clinch states, 21% of adults are pierced or tattooed, where 38% of adults age 30-39 are likely to have a tattoo. Other age groups; (18-24, 27%) (25-29, 30%) (40-49, 27%) (50-64, 11%) (65+, 5%). This shows that millennial managers are going to be more accepting of those with tattoos. Companies are going to still have to be more sensitive with their customer base (Osland & Clinch, 2014). By allowing employees to cover up their tattoos or remove their piercings or allowing minimal or esthetically acceptable will continue to lesson the negative stigma over time. However, it seems that the need for customer sensitivity will always need to be kept in mind. I would guess that there are companies that just are not able to be put in a position to offend their customers.

      Osland, A., & Clinch, N. (2014). Tattoos in the workplace. Journal Of Critical Incidents, 7121-124.

    • Sarah,

      You brought thought provoking idea to this discussion. Definitely the idea of professionalism and appearance is being challenged in various sectors of the markets today. Google, encourages its employees to dress up in shorts and informal wear to enhance their creativity but on the other side in hospitals you are encouraged to dress up in scrubs to help the organization by maintaining the focus on what you do rather than how you look. It depends on profession how you dress up and how you are perceived.

      Regards,
      Taran

      References:

      Professional Appearance. (n.d.). Retrieved March 20, 2016, from https://www.johnmuirhealth.com/get-involved/careers/working-here/professional-appearance.html

      Writer, S. (n.d.). 10 Big Businesses With Incredibly Casual Offices. Retrieved March 20, 2016, from http://www.businessinsurance.org/10-big-businesses-with-incredibly-casual-offices/

    • Sarah,

      You brought a thought provoking discussion on idea of professionalism and appearance. With the changes in culture, there has been a shift in appearances in job markets. For example, Google encourages to dress casually to promote creativity whereas in hospitals its recommended to wear scrubs to help the organization maintain a decorum. I believe it depends on the profession how your appearance is perceived.

      Regards,
      Taran

      References:

      Professional Appearance. (n.d.). Retrieved March 20, 2016, from https://www.johnmuirhealth.com/

      Writer, S. (n.d.). 10 Big Businesses With Incredibly Casual Offices. Retrieved March 20, 2016, from http://www.businessinsurance.org/

    • Sarah, you brought a thought provoking discussion on idea of professionalism and appearance. With the changes in culture, there has been a shift in appearances in job markets. For example, Google encourages to dress casually to promote creativity whereas in hospitals its recommended to wear scrubs to help the organization maintain a decorum. I believe it depends on the profession how your appearance is perceived.

      Regards,
      Taran

      References:

      Professional Appearance. (n.d.). Retrieved March 20, 2016, from https://www.johnmuirhealth.com/

      Writer, S. (n.d.). 10 Big Businesses With Incredibly Casual Offices. Retrieved March 20, 2016, from http://www.businessinsurance.org/

  12. This is a well-put article that really speaks on the importance of self awareness and ultimately, self-mastery. The biggest thing that stands out to me is the need for a personal mission statement. This statement is something that clearly and specifically defines your purpose and tells how you are going to achieve such results. John Maxwell, author and leadership guru speaks on similar topics of self-awareness and one’s purpose in life. He says that “Your purpose statement should naturally grow out of your dreams, values, and convictions. So creating it isn’t a quick, onetime event. Instead, most people develop and and then refine it over the course of a couple years.” (Maxwell) By being self-aware, you intuitively understand that your purpose can change over time, and your personal mission statement will also change depending on where you are, what your current goals are, and your growth as an individual. By putting a personal mission statement into concise and specific words, this only brings you one step closer to your goals and becoming an authentic leader.

    Maxwell, John. 2016. Retrieved from http://www.johnmaxwell.com.

    • Well said, Brent. As Ken Maschke states in his article“A personal purpose statement requires the writer to understand what talents, skills, and attitudes he or she has to share” (p. 295). A purpose statement or a mission statement clearly defines the intent behind someone or a company. By understanding your initiatives and being able to state those clearly in a purpose statement would show that you have self-mastery and a strong internal locus of control. Again thanks for your insights they were very well thought out!

      Maschke, K. (2013). Finding Purpose with a Purpose Statement. Leadership & Management In Engineering,13(4), 295-298. doi:10.1061/(ASCE)LM.1943-5630.0000250

  13. If the mentioned leaders had it, I can build it or attempt to have it. In my opinion, an executive presence begins with noise. The noise is not always by sound but can be demonstrated by an event. The events are usually something of positive and productive magnitude. At a certain level, there are many people who have the intellect but few have the ability to stand out amongst the crowd. As mentioned, Lombardi had! However, Lombardi is also known as a popular leader due to the cigar and success as a winner on the football field. The wins on the field are what I consider positive noise. If there is area I would like to improve it would be the blind spots. I would like to be more of an extrovert than I currently am to offset my natural introvert but not at the cost of what an introvert successful.

    Daft, R. (2012). Management (10th ed.). Mason , OH : South-Western

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