Elevate Executive Presence with Strategic Communication
- Lori Counts, FAHP, CFRE
- May 28
- 3 min read
In this five-part series, Lori Counts, FAHP, CFRE, Principal Consultant and Certified Executive Coach, demystifies executive presence, highlights its significance in health care and offers practical strategies for cultivating executive presence within the C-Suite. Continue reading for Part 2 of the series or begin with Part 1. As a philanthropy leader, you are an expert communicator. You excel at bringing your health care system’s mission to life through captivating stories that engage your constituents. You have the ability to expertly connect with prospects and donors and you are an accomplished presenter in front of an audience. But, are you exceptional? Is there more that you can do to be an extraordinary communicator—especially in the C-suite? When communicating at a leadership level, you aren’t just trying to make your point; you are working to engage, inspire, collaborate with and influence those around you. To do this effectively, Amy Jen Su, author of Own the Room, advises that you must “provide context and framing for your message so it is relevant for the audience, deliver a clear, crisp and consistent message, and be able to listen, engage and connect to your audience.” This principle applies not just to interactions in the boardroom, but also to presentations in larger settings. It is easy to slip into poor habits where communication breakdowns occur. Sometimes we forget to listen, go into too much detail instead of presenting the big picture, talk around the point instead of succinctly highlighting the key points or fail to connect and provide appropriate context. Philanthropy leaders with strong executive presence take the time to provide context for their message and ensure their message is relevant. They utilize different communication strategies depending on the audience and situation. Speaking in a clear, concise and relevant way is especially crucial when engaging with your CEO. Get to the point, avoid unnecessary detail and know what answers you are seeking. Providing context for your message directs your listeners to the most important issues and makes your message resonate with others. However, even with strong context and a clear message, it is essential to engage your audience. This engagement occurs through active listening. Asking deep, thoughtful and insightful questions keeps the conversation moving and, more importantly, helps you connect with your audience and understand their perspective. Knowing when to connect with others in a supportive role and when to assert yourself as an expert is where agility comes into play. There are times when being goal-oriented and hard-driving works well, and there are times when it is better to step back and focus on the larger, strategic picture. Different audiences and different moments require different approaches, and it is not always easy to know which to choose—making active listening and being attuned to your environment absolutely vital. As a strategic health care leader, ask yourself: What is truly being communicated? Why is this important? How does this fit into the broader strategy of our organization? What are the true implications of what is being said? A leader with a comprehensive communication portfolio—both with the spoken and the unspoken word—can command an effective leadership presence in multiple situations. Your communication strategies are often the first ways people perceive you and can have the most significant impact. Based on what you say and how you say it, people make judgments about your executive presence and your competence as a philanthropic leader. As an executive, this is often where you gain the most visibility. So, as you grow as a true health care executive, ask yourself: What communication strategies or skills must I develop to enhance my executive presence and have a greater impact in my role as a philanthropic leader? Want more? Next time you are in a meeting or making a presentation, reflect on the following:
What is my role?
Who is the audience?
How will my participation help or hinder the conversation?
What does my tone convey?
What outcomes do I want to achieve?
What are the key points I need to make?
What are some strategic, insightful questions I can ask to advance the conversation?
How will I listen and look for cues to engage and connect to my audience?
About the Author: Lori J. Counts, FAHP, CFRE, is a certified executive coach and Principal Consultant with Accordant. She specializes in executive coaching, board development and training, as well as program assessments and capital campaign fundraising. You can reach her by email at Lori@AccordantHealth.com or by connecting through LinkedIn.
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