---
name: executive-presence-coach
description: |
  Communication impact, body language mastery, meeting leadership, strategic visibility, and developing gravitas for professional influence and advancement.
  Use when the user asks about executive presence coach, or needs help with communication impact, body language mastery, meeting leadership, strategic visibility, and developing gravitas for professional influence and advancement.
  Do NOT use when the request requires professional specialized advice or falls outside the scope of executive presence coach.
license: Apache-2.0
metadata:
  author: foundry-skills
  version: "1.0.0"
  tags: "career guide step-by-step"
  category: "career-development"
  subcategory: "career-growth"
  depends: ""
  disclaimer: "none"
  difficulty: "intermediate"
---

# Executive Presence Coach

## When to Use

**Use this skill when:**
- User asks about executive presence coach
- User needs guidance on executive presence coach topics
- User wants a structured approach to executive presence coach

**Do NOT use when:**
- Request requires professional consultation beyond educational guidance
- User needs emergency assistance

## What Is Executive Presence?

Executive presence is the ability to project confidence, credibility, and composure in a way that inspires trust and followership. It is not about being loud, aggressive, or dominating. It is about being intentional with how you show up.

### The Three Pillars

Research from the Center for Talent Innovation identifies three core components:

**1. Gravitas (67%)** - The weight of your words and presence
- Confidence without arrogance
- Decisiveness under uncertainty
- Emotional composure under pressure
- Speaking with authority and conviction
- Demonstrating integrity and substance

**2. Communication (28%)** - How you convey ideas
- Clear, concise articulation
- Commanding attention when speaking
- Active and visible listening
- Adapting message to audience
- Storytelling that resonates

**3. Appearance (5%)** - How you show up visually
- Polished and appropriate for context
- Consistent with your personal brand
- Body language alignment with message
- Energy and vitality

**Key insight**: Gravitas and communication matter far more than appearance, but appearance is the first filter through which others perceive you.

## Communication Impact

### The Executive Communication Framework

**Structure: Bottom Line Up Front (BLUF)**

Executives do not want to follow your thought process. They want the conclusion first, then supporting evidence.

| Junior Communication | Executive Communication |
|---------------------|----------------------|
| "We analyzed the data from Q3 and found several trends including..." | "We should invest in Product X. Here's why." |
| "There are several options we could consider..." | "I recommend Option B. Here are the trade-offs." |
| "I've been thinking about this problem and..." | "The core issue is X. I propose we do Y." |

**The SCR Framework** (Situation, Complication, Resolution):
1. **Situation**: Brief context (1-2 sentences)
2. **Complication**: The problem or tension (1-2 sentences)
3. **Resolution**: Your recommendation (1-2 sentences)
4. **Supporting data**: Available if they ask

### Speaking with Authority

**Voice Techniques**
- End sentences with a downward inflection (statements, not questions)
- Avoid uptalk (rising intonation at end of declarative sentences)
- Pause before and after key points (silence conveys confidence)
- Moderate your pace (rushing signals anxiety)
- Project from your diaphragm (not your throat)
- Eliminate filler words: "um," "like," "you know," "so," "basically"

**Language Upgrades**

| Weak Language | Strong Alternative |
|--------------|-------------------|
| "I think maybe we should..." | "I recommend we..." |
| "I'm not sure, but..." | "Based on the data, my assessment is..." |
| "Does that make sense?" | "What questions do you have?" |
| "Sorry, but..." | State your point directly |
| "I just wanted to say..." | Say it without the qualifier |
| "We could potentially try..." | "We should do X. Here's the plan." |
| "I feel like..." | "I believe..." or "The evidence shows..." |

### Conciseness

**The Elevator Test**: Can you explain your point in 30 seconds? If not, you have not distilled it enough.

**Practice**:
- Before any meeting or presentation, write your core message in one sentence
- For every supporting point, ask: "Is this necessary for the decision?"
- Remove 30% of your slides, talking points, or email content
- If it takes 10 minutes, make it take 5

### Storytelling for Executives

Stories make data memorable and ideas actionable.

**The Executive Story Structure**:
1. **Anchor**: A specific, relatable moment ("Last month, a client told me...")
2. **Tension**: The challenge or conflict ("But we discovered that...")
3. **Turning point**: The insight or decision ("That's when we realized...")
4. **Resolution**: The outcome and lesson ("As a result, we now...")

## Body Language Mastery

### Power Posture

**Standing**
- Feet shoulder-width apart, weight evenly distributed
- Shoulders back and relaxed (not tense)
- Hands visible (not in pockets, not behind back)
- Head level, chin slightly up (not down toward phone)
- Gestures that support your words (open, purposeful)

**Seated**
- Sit fully in the chair (do not perch on the edge)
- Lean slightly forward for engagement
- Hands on the table (visible, not hidden)
- Do not cross arms (signals defensiveness)
- Take up appropriate space (do not shrink)

**Walking**
- Deliberate pace (not hurried)
- Head up, eyes forward
- Purposeful stride

### Eye Contact

- Hold eye contact for 3-5 seconds per person in groups
- In one-on-one conversations, maintain 60-70% eye contact
- Break eye contact by looking to the side (not down - down signals submission)
- In presentations, connect with individuals across the room

### The Handshake and Greeting
- Firm (not crushing) grip
- Web-to-web contact
- 2-3 pumps
- Maintain eye contact during the handshake
- Match the other person's energy level

## Meeting Leadership

### Before the Meeting

**Agenda Control**
- Send an agenda in advance with specific items and time allocations
- Define the meeting purpose: Decision, Discussion, or Information
- Invite only necessary participants
- Pre-circulate materials so the meeting is for discussion, not reading

### During the Meeting

**Commanding the Room**
- Arrive early (setup and greet arrivals)
- Open with a clear statement of purpose: "We're here to decide X by the end of this meeting"
- Manage time actively: "We have 10 minutes left on this topic"
- Direct discussion: "Let's hear from [name] on this"
- Manage tangents: "That's important - let's table it for a separate discussion"
- Summarize and assign actions: "To confirm, [name] will do X by [date]"

**Participation Techniques**
- Bring quiet voices in: "[Name], what's your perspective?"
- Redirect dominators: "Good point. Let's hear other views."
- Use silence strategically: After posing a question, wait 5-7 seconds before filling the void
- Close the loop: End with clear decisions, actions, and owners

### Virtual Meeting Presence

- Camera ON (non-negotiable for presence)
- Eye contact with camera lens (not the screen)
- Good lighting (facing a window or ring light)
- Clean, professional background
- Mute when not speaking (eliminates noise, signals when you have something to say)
- Stand up for important presentations (changes your vocal energy)
- Use names more often (compensates for reduced social cues)

## Strategic Visibility

### The Visibility Portfolio

Presence without visibility is invisible leadership. You must be known beyond your immediate team.

**Internal Visibility**
- Volunteer for cross-functional projects
- Present at all-hands or town halls
- Author internal thought leadership (blog, newsletter, brown bag sessions)
- Mentor others visibly
- Attend and contribute to leadership meetings (even as an observer initially)

**External Visibility**
- Speak at industry events or conferences
- Publish articles or blog posts
- Participate in panels
- Engage on LinkedIn with substantive commentary
- Join industry associations and take active roles

### The Sponsorship Strategy

A mentor gives advice. A **sponsor** puts their reputation on the line to advocate for you.

**How to earn sponsors**:
1. Deliver exceptional, visible results
2. Make your sponsor's job easier
3. Seek challenging assignments that showcase your capability
4. Be reliable and low-drama
5. Communicate your career goals clearly
6. Show gratitude and reciprocate with loyalty and performance

### Managing Up

**Give your leaders what they need**:
- Proactive updates (do not make them ask)
- Problems paired with proposed solutions
- Clear, concise communication (respect their time)
- Early warning on risks (no surprises)
- Public support and private feedback

## Developing Gravitas

### Composure Under Pressure

**The 3-Second Rule**: When surprised, challenged, or provoked, pause for 3 seconds before responding. This brief pause:
- Prevents reactive statements you may regret
- Projects confidence and thoughtfulness
- Gives your brain time to formulate a clear response
- Signals that you are in control

**When You Do Not Know the Answer**:
- "That's a great question. Let me think about that and get back to you by [specific time]."
- "I don't have the exact numbers on that, but I'll follow up after this meeting."
- Never bluff. Acknowledging a gap with a plan to fill it builds more trust than a weak guess.

**When Challenged Publicly**:
- Stay calm (this is the test)
- Acknowledge the challenge: "That's a fair point"
- Respond with data or reasoning, not emotion
- If you are wrong, own it immediately: "You're right, I need to reconsider that"
- If you disagree: "I see it differently, and here's why..."

### Decisiveness

- Gather sufficient information (not all information)
- State your recommendation clearly
- Acknowledge trade-offs and risks
- Commit to the decision and act
- Course-correct if new information emerges (this is not weakness, it is wisdom)

### Building Trust and Credibility

| Trust Builder | How to Practice |
|--------------|----------------|
| Follow through | Do what you say. Every time. |
| Consistency | Same person in every room (authentic) |
| Transparency | Share your reasoning, not just conclusions |
| Accountability | Own mistakes before anyone else points them out |
| Generosity | Give credit to others, share opportunities |
| Competence | Know your subject matter deeply |

## Executive Presence Action Plan

### 30-Day Quick Wins
- [ ] Eliminate one filler word (track with a friend or recording)
- [ ] Practice BLUF in all emails and communications
- [ ] Arrive 5 minutes early to every meeting
- [ ] Make one contribution in every meeting you attend
- [ ] Improve one aspect of virtual meeting presence

### 90-Day Development
- [ ] Volunteer for a high-visibility project
- [ ] Seek feedback on your communication from a trusted colleague
- [ ] Practice a 2-minute professional story (your value proposition)
- [ ] Build one new relationship with a senior leader
- [ ] Present to a group at least once

### Ongoing
- [ ] Record yourself in meetings (review body language, filler words, clarity)
- [ ] Seek a mentor who exemplifies executive presence
- [ ] Read widely beyond your functional expertise
- [ ] Develop a signature leadership style (authentic to you)


## Output Format

```
EXECUTIVE PRESENCE COACH OUTPUT
===============================

Section 1: Assessment / Analysis
- Key findings
- Recommendations

Section 2: Action Plan
- Step-by-step guidance
- Timeline if applicable

Section 3: Resources
- Relevant references
- Next steps
```

## Example

**Input:** "Help me get started with executive presence coach"

**Output:** A structured executive presence coach plan tailored to the user's specific situation, following the process outlined above.

## Edge Cases

- **Incomplete information:** Ask clarifying questions before proceeding. Do not assume details the user has not provided.
- **Out of scope requests:** Redirect to appropriate professional resources when the request exceeds educational guidance.
- **Conflicting requirements:** Present trade-offs clearly and let the user decide priorities.
