A critical asset in the work environment

The work environment anywhere can be a volatile, even contentious place. Employees have different perceptions of each other, and the management to which they are responsible. Management on the other hand, has its preferences, and is often selective concerning who it relates to, and in what way.

In all of this, the human personality matters a great deal. Personality has to do with mannerisms, disposition, ways of speaking and relating, and attitude. It is also an important aspect of managerial presence. This relates to how management is seen, how its behaviour is interpreted, the strategies it uses to motivate, or achieve goals through its employees, and how its ways of operating are processed and, the response given by the workers.

In a recent piece on “The New Rules of Executive Presence,” Sylvia Ann Hewlett says that these include inclusiveness, which is hiring those with diverse background, giving a fair shot to everyone at climbing the ladder, and ensuring employees feel appreciated and supported. Next is showing respect for others which involves acquiring knowledge which enables an understanding of the experiences of those with a different heritage to gain insights that can strengthen the business. Authenticity is a further trait. Hewlett says it is newly prized. Here, executives are expected to reveal who they really are and not imitate an idealized model.

Although Hewlett mentions other traits, she notes most importantly that success can come from simply developing your authentic strengths, and excelling at a few other competencies.

I support Hewlett’s views on executive presence, and the explanation she provides for each. Being inclusive makes everyone feel they are an integral part of what goes on, and this makes them eager to make a contribution. Inclusiveness is related to diversity, which involves fairness at the workplace. And showing respect is an important value, since this comes about as a result of an understanding of cultural differences. Work relations can then proceed smoothly, since no one can feel they are treated in a certain prejudicial way because of the uniqueness of their cultural or other attributes. And executive uniqueness means the manager is authentic in his or her behaviour. No pretence is involved, so persons know where they stand. This builds mutual trust.

I do feel though, that Hewlett could have given a more precise, realistic, and concise catergorisation of the traits she ascribes to what executive presence entails. What she presents seems to be more about functions.

For me, executive presence is concerned with impact that is not self-generated, but embodies a natural way of behaving or operating. This impact comes from a spiritual connection between the manager and employees. Here the manager exercises psychological awareness, as a result of psychic insights concerning what works, or is needed by the environment he or she operates in, and delivers accordingly through the activities of workplace partners.

Management presence to me further has to do with a portrayal of what is positive. This puts others at ease, and does away with stress and unease in the work environment. This feature captivates rather than dominates. It generates a feeling of wanting to do better for the individual and organisation. This represents the calm effects of the manager just being there without imposing on others.

Managerial presence, as stated above is a unique quality and disposition that brings about desirable, qualitative change, a better situation, and a transformative work environment which constantly achieves objectives, and sets new and more wholesome ones.
It is about the quality of psychological and emotional self-management which reaches out, touches, and stimulates what is potentially good, right, and proper in a work environment that is awakened to its greater possibilities.

* Oliver Mills is a former lecturer in education at the University of the West Indies Mona Campus. He holds an M. Ed degree from Dalhousie University in Canada, an MA from the University of London and a post-graduate diploma in HRM and Training, University of Leicester. He is a past Permanent Secretary in Education with the government of the Turks and Caicos Islands.