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Own the Room

Own the Room

Discover Your Signature Voice to Master Your Leadership Presence
by Amy Jen Su 2013 240 pages
3.76
500+ ratings
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Key Takeaways

1. Leadership Presence Requires a Signature Voice

Leadership presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others.

Beyond Technical Skills. Leadership presence transcends technical expertise, setting true leaders apart. It's about adapting to situations and connecting meaningfully with stakeholders while staying true to oneself. This blend of confidence, authenticity, and effectiveness is what the authors call "Signature Voice."

Signature Voice Defined. Signature Voice is a unique leadership presence that is confident, authentic, and effective across a variety of situations and with diverse audiences. It's like a signature, recognizably unique and leaving a substantive impression. It's not about faking it or mimicking others, but about discovering and honing your own distinct style.

The Importance of Adaptability. The demands on leaders are constantly evolving, requiring them to adapt their presence to new roles, responsibilities, and organizational dynamics. What worked in the past may not guarantee future success. Leadership presence is dynamic, not static, and requires continuous self-awareness and adjustment.

2. The Presence Quadrants Diagnose Your Leadership Style

Like a signature, their presence is one that is recognizably unique and leaves a substantive impression on those around them and the organization.

Two Key Capabilities. Signature Voice hinges on two core capabilities: demonstrating your value and distinction (voice for self) and connecting with, aligning with, and impacting stakeholders (voice for others). These capabilities form the axes of the Presence Quadrants.

The Four Quadrants. The Presence Quadrants map leadership styles based on the strength of these two voices:

  • Signature Voice: Strong voice for self and others
  • Driving Voice: Strong voice for self, weaker voice for others
  • Supportive Voice: Strong voice for others, weaker voice for self
  • Passive Voice: Weak voice for both self and others

Identifying Your Slide. Most leaders have a dominant quadrant they "slide" to under pressure or stress. Understanding your default quadrant is crucial for developing a more balanced and effective presence. The goal is to operate consistently in the Signature Voice quadrant, drawing on both voices as needed.

3. Assumptions: The Bedrock of Your Leadership Presence

Your beliefs about yourself, others, and the situation you are in have the power to bolster your presence but also to undermine it.

The Power of Beliefs. Assumptions, the often unspoken beliefs we hold about ourselves, others, and situations, profoundly impact our leadership presence. Positive assumptions can boost confidence, while negative ones can undermine our best efforts.

Challenging Limiting Beliefs. To achieve Signature Voice, leaders must question and reset assumptions that no longer serve them. This involves identifying outdated or inaccurate beliefs and replacing them with more empowering perspectives. It's not just about positive thinking, but about aligning beliefs with the reality of the situation.

Three Critical Assumptions. The book highlights three critical assumptions to examine:

  • Confidence: What you bring to the table
  • Perspective: What hat you wear
  • Clarity: What your values are

4. Confidence: Believe in the Value You Bring

A key element of your value proposition is the strengths you bring to your role or organization, especially those that others don’t.

Overcoming Self-Doubt. Many leaders, especially those transitioning to new roles, struggle with self-doubt and underestimate the value they bring. This can lead to a weaker voice for self and a slide into the Supportive Voice quadrant.

Defining Your Value Proposition. To build confidence, leaders must clearly articulate their unique strengths, skills, experiences, and passions. This involves understanding the scope of their role, their sphere of influence, and what success looks like in their position.

Actionable Steps to Boost Confidence:

  • Check your authority story: Understand your relationship to authority and hierarchies.
  • Define your value proposition: Identify your unique strengths and contributions.
  • Appropriately size your role and sphere of influence.
  • Define success: Align your expectations with those of your stakeholders.

5. Perspective: Wear Different Hats to Connect

Maturity involves thinking like a businessperson rather than just a functionary.

Beyond Functional Expertise. While functional expertise is valuable, leaders must also develop a broader, more strategic perspective. This involves seeing issues from multiple angles and understanding the needs and priorities of different stakeholders.

The Enterprise Leader. To move towards Signature Voice, leaders must "try on other hats" and consider the impact of their decisions on the entire organization, not just their own function. This requires building awareness of other functions and teams.

Taking a Strategic View. It's essential to "get on the balcony" and see the big picture, integrating multiple agendas into your decisions. Ask yourself: What would Finance think? What would IT believe? This broader view enhances communication and builds credibility.

6. Clarity: Align Your Values with Your Actions

When you feel aligned to your values, you feel energized and thrive.

The Power of Values. Core values, those things that matter most to us, are a powerful source of energy and motivation. When our actions align with our values, we feel energized and authentic. Conversely, when our values are violated, we feel drained and frustrated.

Understanding Your Hot Buttons. To leverage values effectively, leaders must understand their "hot buttons"—those things they care about most. This involves identifying their core values and recognizing when those values are being challenged.

Focus on Common Goals. Instead of trying to convince others to share your values, focus on what you have in common. This is usually a shared goal or objective. By focusing on common ground, you can build bridges and foster collaboration.

7. Communication: Master the Art of Connection

One of the marks of a good speaker is actually being a great listener.

Communication as a Foundation. Communication is a fundamental leadership skill, serving as the foundation for building relationships, influencing others, and conveying a clear vision. It's not just about what you say, but how you say it.

Beyond Autopilot. Effective leaders are intentional about their communication, adapting their style to the situation and the audience. They don't rely on a single approach but draw from a repertoire of techniques.

Three Core Communication Techniques:

  • Framing: Providing context and vision
  • Advocacy: Delivering a clear and consistent message
  • Listening and Engaging: Increasing connection and inspiration

8. Framing: Provide Context and Vision

If you are trying to change their thinking, you need to begin by understanding what their thinking is.

Making Your Message Relevant. Framing involves providing context that makes your message relevant and meaningful to the audience. Without a frame, people may misinterpret your message or fail to see its importance.

Understanding Your Audience. Effective framing requires understanding your audience's needs, priorities, and perspectives. This involves researching their backgrounds, anticipating their questions, and tailoring your message accordingly.

Types of Frames:

  • Strategic framing: Tie your message to the organization's strategic goals.
  • Outcomes framing: Connect your message to desired outcomes.
  • Metaphor framing: Use metaphors and analogies to bring your message to life.
  • Sound-bites framing: Create pithy, memorable statements.

9. Advocacy: Deliver a Clear and Consistent Message

The single most important skill in negotiation is the ability to put yourself in the other side’s shoes.

The Power of Clarity. Advocacy is the ability to clearly and confidently convey your perspective. It's about having a distinct point of view and communicating it in a structured way so that others know where you stand.

Structuring Your Message. To advocate effectively, you need to:

  • Know your stakeholders: Understand their needs and priorities.
  • Know your stake in the ground: Be clear on your message and desired outcome.
  • Know what outcome you want: Define the desired result of your communication.

Bottom Line Up Front. Always communicate the "bottom line up front" and then support your statement with data and explanation. This ensures that your audience understands your main point from the outset.

10. Listening and Engaging: Increase Connection and Inspiration

The single most important skill in negotiation is the ability to put yourself in the other side’s shoes.

Beyond Hearing. Listening is more than just hearing the words someone says. It's about understanding their underlying message, their emotions, and their motivations.

Three Levels of Listening:

  • Surface listening: Paying attention to the words being said
  • Issues-based listening: Understanding the underlying issues and implications
  • Emotions-based listening: Sensing the emotions and motivations behind the issues

Asking Insightful Questions. Asking open-ended questions is a powerful way to engage your audience, elicit valuable information, and build rapport. These questions should encourage further discussion and demonstrate your genuine interest in their perspectives.

11. Energy: Project Authenticity and Composure

Energy is simply the capacity to do work.

The Power of Nonverbal Communication. A significant portion of communication is conveyed through nonverbal cues, such as body language, facial expressions, and tone of voice. These cues can have a profound impact on how others perceive you as a leader.

Managing Your Physical Presence. To project authenticity and composure, leaders must be aware of the physical cues they are sending and manage them intentionally. This involves:

  • Identifying your physical cues: Understanding what your body language communicates.
  • Restoring your energy: Prioritizing self-care and managing stress.
  • Managing your wake: Being aware of the impact your energy has on others.

The CENTER Framework. The book introduces the CENTER framework to help leaders remember key physical cue points: Composure, Eyes, Nod, Tone, Energy, and Reach.

12. Signature Voice is a Journey, Not a Destination

Success is really doing what you love and doing it well.

A Lifelong Commitment. Developing a Signature Voice is not a one-time achievement but an ongoing journey. It requires continuous self-awareness, practice, and adaptation.

Addressing Backslides. Even after achieving Signature Voice, leaders may experience backslides under pressure or stress. Recognizing these triggers and returning to the ACE framework is crucial for maintaining a balanced presence.

Leading with Purpose. Ultimately, Signature Voice is about aligning your leadership with your deepest values and passions. When you lead with purpose, you inspire others and create a lasting impact.

Last updated:

FAQ

1. What is "Own the Room" by Amy Jen Su and Muriel Maignan Wilkins about?

  • Signature Voice Framework: The book introduces the concept of "Signature Voice," a unique, authentic, and adaptive leadership presence that enables leaders to consistently demonstrate their value and connect with others.
  • Integrated Approach to Presence: It presents a comprehensive model (ACE: Assumptions, Communication, Energy) for developing leadership presence by aligning mindset, communication skills, and physical energy.
  • Practical Tools and Drills: The authors provide actionable frameworks, diagnostic tools, and exercises to help readers assess and enhance their leadership presence.
  • Real-World Examples: Through composite case studies and client stories, the book illustrates common leadership challenges and how to overcome them using the Signature Voice approach.

2. Why should I read "Own the Room" by Amy Jen Su and Muriel Maignan Wilkins?

  • Clarity on Leadership Presence: The book demystifies the often vague feedback about "executive presence" and provides concrete steps to improve it.
  • Actionable Strategies: Readers gain practical tools and frameworks (like the ACE model and presence quadrants) to diagnose and develop their own leadership presence.
  • Career Advancement: Understanding and applying the Signature Voice framework can help readers navigate key career transitions and increase their impact in organizations.
  • Authenticity and Adaptability: The book emphasizes being true to oneself while also adapting to organizational needs, making it relevant for leaders at any stage.

3. What are the key takeaways from "Own the Room" by Amy Jen Su and Muriel Maignan Wilkins?

  • Presence is Learnable: Leadership presence is not innate; anyone can develop it with intentional practice and self-awareness.
  • Signature Voice Defined: Effective leaders balance "voice for self" (demonstrating value and distinction) and "voice for others" (connecting and aligning with stakeholders).
  • ACE Model: Presence is built on three integrated levers—Assumptions (mindset), Communication (skills), and Energy (physical presence).
  • Continuous Journey: Developing Signature Voice is an ongoing process, requiring regular reflection, feedback, and adaptation to new roles and challenges.

4. What is the Signature Voice framework in "Own the Room" and how does it work?

  • Two Voices: Signature Voice is the integration of "voice for self" (asserting your value) and "voice for others" (connecting with and aligning to others).
  • Presence Quadrants: The framework uses a 2x2 matrix to diagnose where a leader’s presence currently sits—Signature Voice, Driving Voice, Supportive Voice, or Passive Voice.
  • Goal of Integration: The aim is to consistently operate in the Signature Voice quadrant, skillfully balancing advocacy for oneself with engagement of others.
  • Adaptability: Leaders learn to consciously shift their approach based on the audience and situation, rather than defaulting to habitual behaviors.

5. What is the ACE model in "Own the Room" and why is it important?

  • A = Assumptions: Mental conditioning—examining and resetting beliefs about oneself, others, and the situation to support effective presence.
  • C = Communication Strategies: Skill conditioning—developing the ability to frame messages, advocate clearly, and listen/engage effectively.
  • E = Energy: Physical conditioning—managing nonverbal cues, body language, and overall physical presence to align with intended impact.
  • Integrated System: The three elements are interconnected; neglecting one can undermine the others, so all must be developed together for sustainable change.

6. How do the presence quadrants in "Own the Room" help diagnose leadership presence?

  • 2x2 Matrix: The quadrants plot "voice for self" (y-axis) against "voice for others" (x-axis) to show where a leader’s presence typically falls.
  • Signature Voice Quadrant: Upper right—strong in both self and others, representing the ideal leadership presence.
  • Driving Voice/Supportive Voice/Passive Voice: Other quadrants indicate over-reliance on self, others, or disengagement, respectively, highlighting areas for development.
  • Diagnostic Tool: Leaders use the quadrants to identify patterns, understand their default responses under stress, and create targeted action plans.

7. What are the most common myths about leadership presence according to "Own the Room"?

  • Myth 1: "You Are Who You Are": Presence is not innate; it can be developed by anyone willing to do the work.
  • Myth 2: "One Size Fits All": There is no single model of presence; effective presence is unique and authentic to each individual.
  • Myth 3: "If It Ain’t Broke, Don’t Fix It": Leadership presence must evolve with changing roles and organizational expectations; what worked before may not work now.
  • Impact of Myths: Believing these myths can stall careers and prevent leaders from reaching their full potential.

8. How does "Own the Room" by Amy Jen Su and Muriel Maignan Wilkins recommend developing each part of the ACE model?

  • Assumptions: Regularly examine and update beliefs about your value, perspective, and values; reframe limiting assumptions to support your goals.
  • Communication Strategies: Practice framing messages for relevance, advocating with clarity and structure, and engaging in deep, multi-level listening.
  • Energy: Increase awareness of nonverbal cues, manage physical presence (posture, tone, visibility), and develop rituals to restore and calibrate energy.
  • Holistic Practice: Use drills, feedback, and reflection to integrate all three elements, ensuring congruence between thoughts, words, and actions.

9. What practical tools and exercises does "Own the Room" provide for building leadership presence?

  • Presence Quadrants Drill: Identify where your presence slides with different stakeholders and in various situations.
  • ACE Baseline Assessment: Analyze your current assumptions, communication habits, and energy to establish a starting point for growth.
  • Bio Update Exercise: Clarify and articulate your value proposition by rewriting your professional bio.
  • Stakeholder Analysis and Networking Maps: Strategically increase visibility and influence by mapping key relationships inside and outside the organization.
  • ACE Preparation Checklists: Use before high-stakes situations to align mindset, communication, and energy for optimal impact.

10. How does "Own the Room" address the challenges of authenticity versus adaptability in leadership presence?

  • Authenticity as Foundation: The Signature Voice framework emphasizes being true to your unique strengths, values, and style.
  • Adaptability as Necessity: Leaders must also adapt their presence to meet evolving organizational needs and diverse audiences.
  • Balance, Not Imitation: The book warns against mimicking others or rigidly sticking to one’s comfort zone; instead, it advocates for conscious, situational flexibility.
  • Sustainable Change: Authenticity and adaptability together create a presence that is both credible and effective across contexts.

11. How can managers and organizations use the Signature Voice and ACE frameworks to develop others, according to "Own the Room"?

  • Clear Feedback: Use the presence quadrants and ACE model to provide specific, actionable feedback rather than vague advice.
  • Coaching Role: Managers can help direct reports assess their presence, create integrated action plans, and offer real-time coaching using the frameworks.
  • Organizational Language: Encourage a shared vocabulary around presence to reduce bias and support consistent development across the organization.
  • Celebrating Growth: Recognize and reinforce progress, helping individuals overcome obstacles and sustain their development journey.

12. What are the best quotes from "Own the Room" by Amy Jen Su and Muriel Maignan Wilkins, and what do they mean?

  • "Presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others."
    This defines presence as both self-expression and relationship-building, not just charisma or confidence.
  • "A Signature Voice is both authentic and adaptive."
    Leaders must be true to themselves while also responding to the needs of their stakeholders and situations.
  • "You are not finding a part of yourself that wasn’t there before, you are becoming more of who you are."
    Developing presence is about uncovering and amplifying your best self, not adopting a false persona.
  • "The key to effective leadership presence is not only the ability to attain it but to be aware enough to know when your presence is starting to slide."
    Self-awareness and ongoing adjustment are essential for sustaining impactful leadership presence.
  • "Behaving or looking like someone else is a surefire way to chip away at your integrity and lose the respect of others."
    The book cautions against imitation, reinforcing the importance of authenticity in leadership.

Review Summary

3.76 out of 5
Average of 500+ ratings from Goodreads and Amazon.

Own the Room receives mixed reviews, with an average rating of 3.76/5. Readers appreciate its insights on developing leadership presence and communication skills, particularly for those transitioning to senior roles. The ACE framework (Assumptions, Communication, Energy) is praised for its simplicity and practicality. Some find the book long-winded with too many examples, while others value the relatable scenarios. Many readers recommend it for its actionable advice on finding one's authentic voice and improving executive presence.

Your rating:
4.38
26 ratings

About the Author

Amy Jen Su is a renowned executive coach and leadership development expert with nearly two decades of experience. She co-founded Paravis Partners, a premier coaching firm, and has authored two books published by Harvard Business Review Press. Her latest work, "The Leader You Want to Be," draws from her extensive experience across various industries. Su is also a regular contributor to HBR.org. With an MBA from Harvard Business School and a psychology degree from Stanford University, both earned with honors, Su brings a wealth of knowledge and expertise to her coaching and writing. Her work focuses on helping leaders sustain and scale their best selves during organizational growth and transformation.

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