One of the difficult transitions professionals must make when they become partner is how to think and act like partners. Some seasoned partners express concern that new partners just don’t have it…whatever the “it” is. When I ask for a further explanation of what they mean, they really struggle with defining what’s missing. They just know “it” isn’t there. This is disappointing for the seasoned partners and discouraging for the new ones.

Here’s the problem. Up to this point, managers have established their sense of authority based on their technical competence and serving clients, being rewarded by compensation and promotion.  However, when filling a partner role, these alone are insufficient. Partners must gain respect and status based on something more—referred to as executive presence.

For the past decade or so, the leadership literature has emphasized the importance of how executives present themselves. When you observe those who exhibit executive presence, you notice that they possess the ability to be acknowledged and listened to by others. It’s the old EF Hutton effect (if you’re too young, google it).

Developing executive presence is a long process of adjusting your perspective of yourself and expanding your behavioral habits and practices. For instance, executive presence isn’t about how tall you are but rather in your posture. It isn’t how attractive you are but how approachable you look. It isn’t what you say; it’s how you say it. None of these alone will make much difference, but collectively, they communicate “presence.”

So, if you’re interested is commanding respect and authority to make a difference, concentrate on raising your game. You can read, observe and discuss, but the quickest way is to find someone who will give you the feedback and guidance you need to identify and solve those practices that limit your distinctive presence.

This week, focus on one thing that will position you as one deserving of attention and respect. It’s what separates managers from partners—the “it” that matters.