So we're on skill number seven and today we are talking about presence.

And we debated whether we even include this one because I think it can feel very frustrating to get feedback that sounds like it'd be helpful if you increased your presence with senior stakeholders or senior people across the company.

And you sort of think how and what does that look like? your presence with senior stakeholders or senior people across the company.

And you sort of think how and what does that look like?

Or Helen and I were saying that sometimes someone gets pointed to as that person has brilliant presence or you maybe even notice or recognise well that person has great presence.

And then you think, and I'm nothing like that.

Yeah. Like I worked for a boss who did have and does has great presence. And then you think, and I'm nothing like that. Yeah.

Like I worked for a boss who did have and does have brilliant presents.

You know, people were engaged by her.

They listened to her.

She brought people with them.

But I was like, oh, my personality is like dramatically different to her.

But I can see how what she does works. Because when people do have presence, you know, I think people want to follow you. I think they want to be part of what

you're doing. Your ideas have more impact. And so I do believe it makes a difference, but I think

it can often start from this kind of point of being like,

oh, but this is not me.

You know, sometimes I think we can be quite fixed about our own abilities around presence.

Yeah, and I think sometimes it's like, it's this idea that you need to have presents like all

the time, like every minute your day starts, you're like, hi, I'm Helen, I've got presents

for every minute.

But I actually think what is more important is to think about when is me having presence actually going to make a difference? Like,

in what meetings and moments are, is my presence most important? And that's where to put the

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