Ever wondered what it truly means to have 'executive presence'? Get ready to have all your burning questions answered as we welcome back executive consultant and coach, Liz Tracy, who helps us peel back the layers of this leadership buzzword. She breaks it all down into four essential components, showing us that it's not just about superficial appearances, but a harmonious blend of qualities that enable a leader to exude confidence, credibility, and authority.
Our conversation with Liz takes us on a deep dive into each of these components. How do you involve others in decision-making without compromising your authority? How do you manage your emotions when faced with tough calls? Liz provides insightful answers to these questions and more, even shedding light on the critical role of inclusive leadership and the importance of healthy conflict. We also explore the challenges faced by various groups, particularly women, in leadership roles and how to navigate them.
Connect with Liz HERE -> https://www.tracycoaching.com/
You can find Liz on Linkedin HERE --> https://www.linkedin.com/in/aboutliztracy/
Interested in learning more about Executive Presence? More resources from Liz can be found below.
https://blog.stewartleadership.com/6-consequences-of-a-poor-executive-presence
https://blog.stewartleadership.com/what-is-executive-presence
https://blog.stewartleadership.com/6-tips-to-improve-your-executive-presence-through-language
Connect with us:
Email the podcast.
Join us on Instagram - we appreciate your support!
Dana Dowdell - Boss Consulting - @bossconsultinghr - @hrfanatic
Ever wondered what it truly means to have 'executive presence'? Get ready to have all your burning questions answered as we welcome back executive consultant and coach, Liz Tracy, who helps us peel back the layers of this leadership buzzword. She breaks it all down into four essential components, showing us that it's not just about superficial appearances, but a harmonious blend of qualities that enable a leader to exude confidence, credibility, and authority.
Our conversation with Liz takes us on a deep dive into each of these components. How do you involve others in decision-making without compromising your authority? How do you manage your emotions when faced with tough calls? Liz provides insightful answers to these questions and more, even shedding light on the critical role of inclusive leadership and the importance of healthy conflict. We also explore the challenges faced by various groups, particularly women, in leadership roles and how to navigate them.
Connect with Liz HERE -> https://www.tracycoaching.com/
You can find Liz on Linkedin HERE --> https://www.linkedin.com/in/aboutliztracy/
Interested in learning more about Executive Presence? More resources from Liz can be found below.
https://blog.stewartleadership.com/6-consequences-of-a-poor-executive-presence
https://blog.stewartleadership.com/what-is-executive-presence
https://blog.stewartleadership.com/6-tips-to-improve-your-executive-presence-through-language
Connect with us:
Email the podcast.
Join us on Instagram - we appreciate your support!
Dana Dowdell - Boss Consulting - @bossconsultinghr - @hrfanatic
This episode is brought to you by the Essential Skills for Supervisors training offered by Boss Consulting HR. If you're a new supervisor or a green supervisor or you just feel like you need to refine your skills, it's a great training for you. It's offered online and we cover all of the basics of onboarding, performance management, having difficult conversations, interviewing, compliance everything that you need to know to be a better manager. So if you're interested in checking out the training, we have one coming up soon, and if you head on over to bossconsultinghrcom forward slash training, you can sign up for our next session. Welcome back to Quirky HR. I am joined by friend of the podcast who's been on before, so if you are new here, you would want to go back and listen to episode 61, which is discover the role of coaching and talent development with Liz Tracy, and she is back and we're going to talk about executive presence. So, liz, welcome back to Quirky HR.
Speaker 2:Thank you, I'm thrilled to be here.
Speaker 1:Happy to have you back. So if people didn't listen to your previous episode, can you tell them a little bit about yourself, what you do and how you got into this world of HR and then into coaching?
Speaker 2:Sure you know my name is Liz Tracy. I'm an executive consultant and coach with a private coaching practice. I have a 30ish year background in talent management and human resources. How I got there is, you know, always the fun question, dana, I think like a lot of us, I stumbled into it Accidental HR professional, but I spent. I started as an HR generalist and made my way over learning and development, which was really became a place where I kind of thrived. So spent a lot of years is what I would call a jack of all trades skill builder. So performance consulting, facilitator, learning experience designer, instructional designer all of those various roles in skill building. And the only way is that I really got to coaching through that, because I believe that people do their best work when they're super motivated and they were going on home with somebody.
Speaker 1:It's where I think things really come alive and that's what I want to be part of, and so you started Liz Tracy coaching and you focus on middle management development and coaching, and I think one of the things that you and I had had a conversation about previously is this idea of executive presence, which I in my sphere. It seems like it's a new kind of buzzword and I'm curious for you, having been in this industry, how, if it's something that you've heard about before, but can you, can you start by telling us what it is and kind of how it's come to be an important part of leadership?
Speaker 2:Absolutely, I think. I think it is sort of a buzzword and, you know, I think when people think about it they often think about it as sort of how you show up physically. You know, presence we think of Amy Cuddy's book presence and the power poses, and I think that is an important component of it. It's really a combination of qualities and characteristics that allow you to project confidence, credibility and authority in your role. So your back language is a part of that. How you show up is one key piece, but it's more than that. How you show up is a little bit about the visuals, about your body language you know how you dress, how you hold yourself, your voice.
Speaker 2:But there's three other parts. And the second one is how you decide. You know how you make decisions in order to get results, how you involve people. But the third is how you manage your emotions. You know, through giving and accepting feedback, managing your ego in these moments. So how you manage emotions and then how you inspire is the fourth piece. So those four pieces, and that would be about how you create an environment that brings other along with you and so there's four big parts how you show up, how you decide, how you manage emotions and how you inspire.
Speaker 1:That, I think, is what really executive presence is all about, and it just feels like it's all of kind of the best practices of leadership versus management, right, kind of combined into this concept of having that executive presence. Have you so, being a woman in business, I feel like some of these concepts of executive presence have been, you know, taught as I went through college and started negotiating jobs and working in an HR capacity. You know, I think there's, there's, the need for women to do many of these things. So has that idea kind of shifted now that executive presence has become more of a common understanding?
Speaker 2:Yeah, I think it, you know, I think it has shifted. I think originally it was a little bit more I don't know if you almost call it superficial, you know, but now it's a little bit more inclusive of you know how you bring others along with you in the process through decision making, you know, through getting them to you know valuing them to, inspiring them. So it's a more like I think you said, it's an sort of a, it's an integration of some of these key leadership practices and I think that there's an element of emotional intelligence, which is another, not a buzzword, but a real concept that's very popular and effective. Through this, it's really about how you manage some of these things in your process.
Speaker 1:Have you learning about executive presence and then learning about the coaching program that you offer on it? How has that shaped the way you view your own executive presence? Oh, that's a great question.
Speaker 2:I think for me, one of the things that's super important and I think you also brought this up relating to women, it's just sort of slowing it down a little bit. Just slowing it all down a little bit and really thinking about who you're talking to versus what you're trying to get out of your mouth. I think that's one of those elements that I think is just really critical. It's just dialing it all down.
Speaker 1:Yeah, I'm thinking of too, about how you know, and I don't want, I do not want this episode to be all about, you know, challenges of women in the workplace or anything like that. But I think I think in a way it kind of reframes the idea of being a female leader to be more about what you don't do and less about what you do Like you know. Where it's this? I think previously the concept was this uphill battle of I have to prove myself, I have to you know, be a loud voice and be a stern voice, assertive versus aggressive.
Speaker 1:You know all of these things and I think in a way this idea of executive presence kind of like softens it and it's for everybody, not just women. It's for young leaders and senior leaders and middle managers and those who aren't in leadership positions but aspire to be in leadership positions.
Speaker 2:I could not agree with you more. And I think when we think about women leadership yeah, I get where you're going. You know the idea of the glass ceiling and the idea that it's a battle those are not uniquely women issues. Those are sort of you know, many different representative groups struggle with that. But for women there are some unique things and Sally Pelges and Marshall Goldsmith wrote a great book, how Women Rise, which I really love to refer to.
Speaker 2:And a lot of what gets you know in women's way is some of the assumptions about expertise, like how they have to be expert at everything. I think there's a great statistic around like men will apply for a job if they have 70% of the requirements, women will earn them unless they have 100% of the requirements. It's that overdoing concept of like needing to be perfect, needing to be best, needing to be above everything in order to just show up. And when I said dialing it down, that's a little bit of what I'm talking about. It's sort of bringing back a little bit of ease into the process so that you're not over-exerting and over. You're just too strident and too effortful.
Speaker 2:That is to me a little bit of what executive presence it's bringing in that confidence to show up comfortable in some of these more challenging moments. And so having a framework for decision making, having a framework for managing yourself, having a framework for inspiring, is some of the things that I work with my clients in coaching and I use that Stuart Leadership Model of executive presence to do that. And what happens, you know, to kind of just build on that a little bit, dana is usually one or two of these are really our sort of achilles heel. It's not all of them, so figuring out which one of those is getting in the way can kind of help you lean into the others. Does that make?
Speaker 1:sense? Oh, absolutely. I mean, I'm thinking of myself in terms of, like you know, managing your ego and displaying that emotional intelligence, like those can be really challenging things to handle and manage, self-manage in the workplace. And, you know, I think that this idea, you know, I think about my common complaints of other leaders in the workplace, or like presidents, vp, business owners, you know, they do tend to tie into these parameters in terms of, you know, why, are they open to feedback or are they? How do they make decisions? How do they communicate? Do they communicate enough? Are they wishy-washy, are they clear and concise or are they muddy? And I think, you know, I feel like this is like the golden ticket to better, to better, more, you know, profitable, coordinated workplaces.
Speaker 2:Yeah, oh, I love that you said that. I really do think there's a bit of it. And if you think about it like of those four pieces, how you show up, how you decide, how you manage emotions and how you aspire usually, like I said, there's one or two of them that are really the tricky parts and if you start to zone like really zero in on that, you can start to realize, oh, if I could just not react the way I, if I could just sort of manage my reaction, then my decision making, which is really pretty solid, comes through really clearly. But when I don't manage my reaction, I need jerk.
Speaker 2:I quickly jump into things, I say things that maybe I wish I had, and do you see where I'm going with that? So once you start to figure out, okay, or it's physical, or it's like, hey, you know, we're all, we all suffer from the iPhone hunch, right, we're all on our phones, we're always leaning in and that is. That is a very submissive posture. And so you realize, well, maybe before some meetings I actually really do need to do some power poses so that I get out of that punched in front of my computer all day, pose and I just have a better, better physical, you know command, and then I feel like I'm confident and I and I'm comfortable when I express an idea or I'm not, it just makes a big difference.
Speaker 2:So there's a lot to be said for figuring out which of those really is sort of the, the one, that sort of your stumbling back because some of the that will make the flow happen for some of the other stuff.
Speaker 1:Can we break these down a little bit and kind of dive into the framework a little bit more?
Speaker 2:Absolutely.
Speaker 1:So the first one, how you look and how you speak, so like the physical presence you know how do? We. How do you start to tackle that?
Speaker 2:Well, you know, that's a great question and I think for me, you know, as a New Englander and someone from you know, I have a habit of speaking very quickly and very, you know, and it goes quick, quick, quick and so, starting to pay attention to some of those things about yourself, I think this is a great place where you know we're on zoom a lot, there's a lot of recordings, not a bad idea to watch yourself a little bit and see what are some of your filler?
Speaker 2:words. What are some of your habits? You know what some of those things that that are. Once you start paying attention to it, you could start to find ways to, you know, make small changes that have a big impact. The. I think there's a statistic that you know when people are hearing messages, they pay like 7% of what they pay attention to is what you actually say.
Speaker 1:The words you use. Everything else is like non-verbal and tone.
Speaker 2:And yeah, absolutely so when you're clicking the pen or you're, you know, picking at your nails or you're doing those things which I do all the time, you give up off that distractedness, you give off that feeling of like you're uncomfortable or you're slightly wanna be, elsewhere or you're waiting for the next thing. So, starting to pay attention, there's a great thing called a resting pose that you can use to put your hands in a certain spot. So you just have, you're not fidgety. Those are some things that you could do.
Speaker 2:Another thing is the clothes you wear to a degree like paying attention to what people are wearing in your space. I know we know we've all come through COVID and we have our COVID gloves sometimes that we relish in, but paying a little attention to that, paying attention to what others are doing around you, is one of those pieces.
Speaker 1:So I'm always I continue to be amazed the amount of like therapy that I do. That then gets infused into my HR practice. And so when you were talking about that idea of picking your nails or clicking a pen in a meeting, that to me is a lack of presence in that moment, right, and so I think that's a really fantastic place to aim for, even if you're not, you know, let's say that you're not quite ready to figure out your ego, or not quite ready to figure out your emotional intelligence, like having a sense of presence in the room that you're in and the space that you're in, in the meeting you're in. When you're with an employee, a customer, whoever, that can be huge, not just for you but the person on the receiving end.
Speaker 2:Think of how it feels when somebody's you know clicking away at other stuff, you don't think they're with you. You just really don't.
Speaker 2:And so that one little step of intentionally just putting those distractions away can really change how you show up in those moments and what you get back from that, because now they think you're actually paying attention to them and they put their thing down and they will start to you know. But and it doesn't mean you can never have, it doesn't mean that you never have a you know moment where you're super comfortable and you're with your friends. But we're talking about executive presence and there are certain times and places where we get so comfortable that we forget that there's other people who are forming an impression about what we're doing and how we're showing up. So places that are important might be staff meetings or you know other meetings where other business partners come together or other groups come together, and I think we just forget about it right Cause we get busy being busy doing our work.
Speaker 1:Sure, and it's. It's easy to have so much things, so much stuff in your brain of what you need to do next and where you need to be, and I think that's fantastic. So let's talk about the next one how you decide.
Speaker 2:Through this one. This was a great one. This is really about having a strategic point of view and involving other people. So how you decide, it's taking a position really and have involving others. So not just making a decision and then executing on it, but involving people when you need to and having some clear expectations, getting some multiple perspectives. How you decide isn't about just being decisive. It's about how you make that and how you involve people, because that creates again that executive presence that you've thought it through and you've defined the problem before you solved it.
Speaker 2:So it's important in executive presence because if you get the, if you're giving off the impression that you need your or that you consensus seek extensively and you never get to making a decision cause you're so busy creating consensus, that will impact how you show up, because you're spinning. You see what I'm saying there. It's just being aware that if that's a challenge for you, that could affect how you're showing up to others, because you're constantly circling or you're making a decision without involving anybody else.
Speaker 1:Well, I was gonna ask too if this also includes what decisions don't need input of others.
Speaker 2:Absolutely Having it, knowing that right. Maybe you're working with a team and you say, hey, I'm gonna make the executive decision on this, so we don't have to constantly come back in and regroup and having the sense to say that and to say, hey, everybody, I'm gonna own this and I'm not gonna involve you. If it becomes a problem, let me know, like if it. But knowing that there's certain times for that and then there's certain times where you do need to bring it to the group. But whoever you're working with, the team as it's defined, knowing enough to have some kind of standard operating procedures, and being thoughtful that not every single situation has to be the same and that you have to kind of sometimes, as an executive or as a leader, have a point of view and bring it forward.
Speaker 1:I hear that a lot on employee side of things where they're frustrated that their manager isn't making a decision or they're not clear on their decision, and when you have direct reports, that doesn't make for a really pleasant experience because there's mixed messaging and there's just a bad trickle down effect.
Speaker 2:So yeah, and it's paying attention to what vibes, what you're getting from your team. Are you getting the sense, being aware enough? Back to that, the concept of presence, paying enough attention to how they're responding? Are you getting crickets? Are they just checking out? Are they not paying attention, or are you getting feedback that they don't? There's not enough transparency. They don't understand the decision-making process and then using that to have a planned approach on how you're gonna make decisions, when you're gonna involve others, when you're gonna decide on your own, evaluating as you go forward.
Speaker 1:Sure, I have so many like HR file because I'm like well, it also probably involves making like the understanding and I think this ties to the next one around your ego but in decision-making that your goal is not to make everyone happy and you have to come to terms with the fact that you won't make everybody happy, and so I think that ties into the next one, about knowing how to manage your emotions and what is needed to manage them. So talk a little bit about that.
Speaker 2:Absolutely, so that you really you really said it perfectly You're gonna, you're going to have to disappoint people as a leader, not because you want to, but because you're gonna have to make a decision that's gonna be unpopular with some facet of your group. So not taking it personally, not owning that as like your personal fail. I think what managing emotions also is back to that concept of emotional intelligence and being aware of how you're coming across and how you're affecting other people. Resiliency is a piece of this. Like bouncing back from it. Hey, you know what, I'm gonna have to make a difficult call. I know they're gonna be upset. I'm gonna be transparent and tell it like it is and own it, but then not let that define me, not let that disappointment define me, and this has been a personally hard one for me, just as a person who wants everybody to like her kind of person. It's being comfortable with the difficult decisions that sometimes you have to make and the impact of them.
Speaker 2:I also think a key piece of this managing emotions concept is being comfortable giving and receiving feedback, like expecting a feedback loop. Hey, I'm gonna share with you. I've got something to say. I've got some feedback for you constructive as well as positive feedback, but creating that culture and being part of conversations where you're not afraid to stop and say I'm seeing something, can I share it, I'm seeing something happening here, can I share what I'm seeing? And if you can do that regularly enough and people your team or your partners realize that it's just part of the conversation, the more you do it, the more comfortable everybody gets with it. It normalizes it. That's perfect, yeah.
Speaker 1:Yeah, oh, if you had been a fly on the wall over the last like four to eight hours. I've said more times than I can count how frustrated I am with people's inability to have like healthy discord, discourse discord in the workplace, that idea of hey, I don't like how that came across to me or how that landed with me, or I'm sorry that I said it that way and just that level of discomfort that we have around healthy, healthy and productive conflict.
Speaker 2:Yeah, think about it. If we're with the pace at which we're working, we're going to have to think we're gonna have to say things wrong. We're gonna have to say something that we didn't what. I didn't mean to offend you, but what I was focusing on was X, and I realized that came across wrong. It wasn't what I was trying to get across, and that's the pace at which we work. We should be having those moments. It would be crazy that we didn't. So we have to kind of lean into that a little bit. I think the Google did their study on teams and when teams are at their best and when they're most effective, they have what they call burstiness, where the pace of discourse, where they go back and forth really quickly, rapidly, and if anybody else heard the exchange, they might think that they're angry with each other, but they trust each other so much that they're just going back and forth with this. No, they're not bothering with some of the niceties, sure.
Speaker 2:They're just telling that oh, no, no, that can't go there. No, it has to go over here. No, up here, don't go left. And it's not personal. It's not personal Because they trust each other enough that they can just focus on the thing and they're not.
Speaker 2:that's the piece. It's not personal, it's not defining either party, and that's challenging place. But think about it for a second, dana. What if you're not able? If this is an area that is that Achilles' heel or weakness for you, how that is gonna affect how you decide and how that is gonna affect how you show up. You're going to be indecisive at times. You're going to. It's part of this whole if you're, how you manage your emotions is the biggest challenge. It affects how you show up in these other areas because you get protective of yourself.
Speaker 1:Oh apps, oh gosh. I feel like we could write it just a 300 page book of all of the ways that these things can show up in the workplace negatively, like when you're not managing your ego. Here's what can happen because it's so common.
Speaker 2:Yeah, and so you asked about coaching, and what I say is the thing to do is to figure out which one of these are the areas to start really dialing into and like making some place for some change so that the other things will just start to naturally take care of themselves. And you just show up in such a more confident and comfortable executive presence. You just show up so much more confident, yeah.
Speaker 1:All right.
Speaker 2:so the last one is how you inspire others, which is so essential to leadership 100%, and so this is about really being able to create sort of an engaging vision of the future and tapping into others' emotions to get them to go along with you, so getting somebody to follow you, creating a vision that is sort of a rallying cry that gets people to be like, yeah, that's what we're trying to do, that's what I wanna do, instilling some risk taking, and it's a place where some people are just naturally good at this sort of bringing people along with them. But it's an important piece because it's that concept of really tapping into, it's inspiring others, and that concept of influence and getting people to like, when you're not in the room, they're repeating what you were saying.
Speaker 1:I'm thinking have you read the book the Motive by Patrick Lancioni? I don't think so. It's a very short read and this idea of inspiring others is lending me to think about that book, because he talks a lot about how, when you become a leader or a manager, you have to understand what's the motive in doing so. Is it ego-based, where you're looking for title and power, or is it truly leadership-driven, where it is that inspirational piece of it, where you're pulling people from one area and bringing them with you to another? I'm just thinking how much of that is tied to that idea of managing your emotions and managing your ego. Is your desire for inspiration based in ego or is it based in true inspiration?
Speaker 2:Yeah, I think that's a really good question because really it can have a vision of the future. If you have a sense for, like, this is where the team's going. This is how we're going to delay our customers. This is why we're installing the system, so we can be more efficient. You can paint that picture. As opposed to, I just want to get promoted or I just want to get.
Speaker 1:I just want the title.
Speaker 2:I just want the title. I just want to be a. My friends are a zone, so I want to be a zone.
Speaker 1:I want to be a director because everybody, I just want the respect. I don't feel respected, so I need the title, yeah.
Speaker 2:And think about it If you're so busy just executing on the acts of doing the job, managing versus leading that's a concept of if you're so busy just making sure you're hitting your numbers, your people are where they're supposed to be the customer's happy. You're not you kind of heads down and it doesn't mean you're not doing a good job, but you're not picking your head up and painting a picture of where everybody is trying to get to so that people can follow you. And it's an important part of leadership, which is why it fits into this executive presence model, because if you're just focusing on execution of your small space, you're not showing up as a leader, as a real team leader that is bringing people behind you, and that's why it fits in this model.
Speaker 2:It's also not just a superficial posture of it. Sure, it's not just showing up with the right clothes or not fidgeting. It's really about using that time with your group to bring them along with you and thoughtfully contributing, thoughtfully challenging the status quo, thoughtfully being just creating a little constructive dissent at the right moments and asking the hard question. It's not just about how you give a presentation. It's about when you ask that hard question not to challenge and be aggressive, but more to is this really going to make the difference for us? Is this the right time and place? What are we getting? How can we get more those kinds of questions? That's why it fits in the mix, because I love this.
Speaker 2:It's fantastic.
Speaker 1:How much does developing your executive presence require a period of being in discomfort?
Speaker 2:Most growth does Dana right. If it's not uncomfortable, you're not really challenging yourself. So, yeah, it should be a little bit uncomfortable. But I also think it's strength-based too, and that's why I like the four quadrants of it, this do-it-be-be leadership model around it, because some of the stuff we naturally do well, so you kind of go back to doing it like figuring out which of these are my wrestling with and which of these do I do well, Because you can lean into that when you need to Like okay, I've got a really good voice, or I really do have a good.
Speaker 2:I'm comfortable making decisions and I'm comfortable making tough decisions. But sometimes I'm so busy in my own space I don't bring the people along with me, so I need to spend more time there. And what can be super uncomfortable is doing the work to evaluate yourself and maybe doing a 360, asking your peers which of these would I benefit from doing more? Of? Which of these do you think the team needs more? I think it's awesome if people have trusted partners at work that they can get some honest feedback from to see how they're showing up.
Speaker 1:Oh, absolutely Absolutely so. You and I spoke in the last episode about that idea of coaching and how that can really be a strategic solution for HR professionals. So how can HR start to infuse some of these concepts into their practice that can make some lasting change?
Speaker 2:So you're thinking specifically about coaching or executive presence, the idea of executive presence.
Speaker 2:Yeah, I think having conversations about it is super helpful, like talking about it, using common forums to explore a model that really works, doing some self-assessment work, getting people thinking about doing self-assessment work, evaluating I think everybody kind of do a little self-evaluation to make it public. And then I'm always a big fan of development plans, having some kind of development plan of what we're working on this year, each of us individually, and so I think that's a place where HR departments can help the organization put structured development plans in place, where people can target some of these things. That's fantastic. So awareness and some development plans, I think is a great one.
Speaker 1:Yeah, and I think too, you know the. So I have a big ripe with assessment methods because I feel like organizations bring in assessment methods as a band aid so you know any of them, myers-briggs, any of them but then they don't infuse them into everyday practice or they're not good at kind of closing the loop, and I think this idea of executive presence is really the vehicle to help close the loop right. If you're doing an assessment about your ego or emotional intelligence or communication style, it then is a way to continue to practice the things that you're learning in those assessment methods through some formal structure.
Speaker 2:I couldn't agree with you more. I think an assessment is sort of like a you are here kind of tool for the learner to identify what they want to focus on, but it really should be followed up with some kind of instruction Like so what, like, what can I?
Speaker 1:do with that? What do I do with this? How can I get?
Speaker 2:better at these things. You know and use it in my work. I like the Myers-Briggs. I'm a big fan of it. I think there's a lot of like. These are the things that I'm naturally strong at. I'm a big fan of strengths-based assessments of any kind where these are the things that I'm naturally going to be strong at and these are my opportunities. So I'm going to have to find a way to sort of, you know, balance out how and when I use my strength to help me with my opportunities.
Speaker 1:Yeah, Is it safe to say that this concept of executive presence is can apply to all capacities outside of just a leadership position or a management position, Like I'm thinking of someone who's in a sales role?
Speaker 2:100% Right.
Speaker 1:Yeah, totally Like this could just skyrocket somebody in a sales capacity.
Speaker 2:All right. Anybody honestly in a, you know, customer-facing role to a degree too, like you know, thinking about how you're showing up in these moments where you're engaging in dialogue with the client about the challenges they're having, you know how you manage your reaction in those moments and how you help them you know how you navigate the decision-making process.
Speaker 2:I think sales, for sure. I think teamwork. Think about, you know, some of the project teams that are out there. So much good stuff, so much good stuff on the team space, but I don't think it's called executive presence. But I don't think, if I hear where you're heading with that, it's not just for executives, it's for professionals and we want to get the best impact for their efforts. We get the results that you know we're working hard right, I love it.
Speaker 1:I love it. Liz, where can people connect with you, oh?
Speaker 2:great question. So I have a website, it's tracetycoachingcom, and then my email address is lidsatraciepartnershipscom as well, and then, of course, on LinkedIn. I'm on LinkedIn, but what I will, you know, we'll share our you know I'm. This is the Stuart leadership model. I have a partnership with those, these guys. I built the curriculum with them and then also can use their materials with my clients. So I will also share some of their great blogs, because they have some super cool stuff, because they have some super helpful resources and we can probably share those with folks as well.
Speaker 1:That'd be great, and just for someone that's listening, that's like I need this. You work one-on-one, correct? Oh, I do.
Speaker 2:I do, yeah, I do work one-on-one Perfect.
Speaker 1:Well, as always, make sure you check out the show notes to find all of the places that you can contact Liz, and we will share the model, the four-part model, so that you can reference it. But you know, this is, I think, has huge potential for young leaders, green leaders, female leaders, male leaders, whoever. I think we all can really benefit from these concepts. So, liz, thank you so much for being on Quirky HR Again, I really appreciate it.
Speaker 2:It's super fun. I'm glad to be here, dana. I always love chatting with you Likewise, likewise TheWith Liz.