Presence-Guide

Many managers believe that their impact is automatic. They assume that their status, expertise, and the importance of their concerns are enough to be perceived as convincing. In reality, impact is often determined independently of what is said. At the subconscious level of perception. In moments when you speak and act—and equally in situations when you do not act.

This is precisely where strategic presence begins.

It is not about image, styling, or superficial tricks, but about understanding presence as an active, strategic decision: Who am I in this role, who do I want to be, and how is that perceived—regardless of status or expertise.

Many of my clients ask themselves similar questions:

• Why am I less noticed in meetings with political decision-makers, the media, or major donors, even though my arguments are important?
• Why do people remember others even though I am just as strong or stronger in terms of expertise?
• Why does my demeanor sometimes come across as less than confident even though I am doing everything right?
• And why does my presence in conversations, panels, or interviews often fall short of my expectations?
• How can I remain “myself” despite the expectations of my professional role?

A concrete example from my own experience illustrates this point:

As a guest on the Anne Will Show, I was the only woman sitting with four male political heavyweights. Having analysed the format beforehand, I knew that I would only get to speak once or twice at most, and that I would be the only woman. As the head of a large NGO, I deliberately decided against the classic blazer – as a sign of anti-establishment statement – and opted for a bright red silk blouse instead. The red stood for life and my passion for human rights, and the silk for the value of my mission. This was not a decision made out of vanity, but a conscious choice to remain visible to the audience, even in moments when I could not speak. I had also resolved not to react emotionally – exactly what is often encouraged in these formats, but which can easily undermine your credibility.

Impact is not automatically created by status, speaking time, or professional importance, but by a combination of inner attitude, strategic demeanor, and visible presence. Style is both internal and external. The positive feedback I received after the show clearly demonstrated this to me.

My work focuses precisely on identifying and implementing these strategic decisions:

• Appearances at public events, on podiums, and with the media
• Confident handling of protocol when meeting with government representatives or donors
• Impact in an internal context: meetings, leadership situations, decision-making processes

Here you will receive practical preparation for an authentic, effective appearance. We work on nonverbal communication, inner attitude, spatial impact, and preparedness for unforeseen situations.

We also work on clothing, colors, and materials—not as a matter of superficiality, but as a strategic means of putting personality, role, and context at the service of your goals.

• What signals am I sending unconsciously? 
• What supports my position? 
• What weakens it?

Presence with intention means consciously shaping your own impact – regardless of status, arguments, or the importance of the issue. Ultimately, it is a decision to be seen, heard, and remembered in order to be more effective in terms of social and political goals.