Happy New Year! It's 2006 already, and with the New Year comes those pesky resolutions. Besides going to the gym or losing those extra ten pounds, what are your resolutions-for the workplace? If you're a human resources manager, you may be thinking this year you want to hire that one person who will take your organization to the next level. Or maybe you want to polish those diamonds in the rough on your senior management team.

These resolutions have one thing in common. They revolve around your ability to find leaders with that special something: executive presence. It's one of the most powerful traits any leader can possess, but it's not always easy to find-or even define.

I've heard HR and staffing managers say "I know it when I see it" or "I know it when I don't see it." Executive presence can be elusive, because there is no clear definition. But the organizations that can define it are best equipped to harness its benefits. Of course, it's not just a matter of identifying what executive presence means. You must also figure out what it means and how it will work for your own organization.

I see executive presence as the integration of three components: the External, Acumen, and the Core. The External is what others see, including physical attributes, attire, accessories, posture, facial expressions, voice, and etiquette. Acumen encompasses education, skills, knowledge, and experience. The Core is all about personal values and philosophy, including integrity, honesty, sincerity, initiative, optimism, and the ability to develop relationships. The Core is usually the most obscure of the components, and can be the most significant. The real power of executive presence comes when the External, Acumen, and the Core are congruent and authentic.

Once you have a handle on what executive presence is, it is important to determine the role it plays in your organization. What does your leader model look like? How does race, age, ethnicity, or gender play into your equation? A leader is no longer defined as a 60-year-old white male. Look at your industry, business, product, clients, and culture. A leader of a 200-year-old law firm can be very different from a leader at an Internet start-up, or a progressive non-profit. A non-traditional leader in a traditional industry can also make a bold statement for any company. What does your choice of a leader say about your organization? And who in your organization are your emerging leaders?

HR managers can focus on executive presence in two areas: the hiring process and developing leaders. Many HR managers concentrate on the External and Acumen during the hiring process. It is easy to assess how people dress, how they present themselves, and their education. It's more difficult to uncover a person's Core, but it will tell you more about how that person will lead than anything else.

How do you get to the Core in the hiring process? Ask tough questions. Find out how self-aware they are. Why did they do what they did? Ask them to describe the decision process and their thinking behind it. What drives them? Ask about their childhood, their parents, their early education. How do they treat others? Do they volunteer? Why did they stay, leave, or make a lateral move? Why have they chosen to work at big organizations or small companies? Do they seek feedback? Once you begin to understand a person's reasoning, motivation, and choices, you reveal more of their Core, the essence of who they are.

So can you develop executive presence? Yes! Developing the Core involves the deeper expressions of a person's beliefs about self and others. It drives how we relate to others and how they interact with us. Individuals can strengthen their Core by any activity where they explore their self-awareness. This can be through reading, spiritual exploration, therapy, or conversation with trusted friends and family. Changing the External runs the gamut from easy (buying a new suit) to truly challenging (affecting physical attributes). Employees can enhance their Acumen by attending training or taking stretch assignments.

Ultimately, feedback is key. One obstacle in developing executive presence and the effectiveness that comes with it is that, typically, the more senior you are, the less feedback you get. These channels of communication need to be open, because executive presence is most important in senior and emerging leaders.

Create a safe environment for leaders to receive feedback from HR and their colleagues. There is no "clone" model of executive presence; it's about being yourself, and about being your best self. Remember that we all have plenty of room for improvement. There are certain areas where we can build our skills-enhancing our commitment or just stepping out of our comfort zone. All it takes is perseverance, practice, vulnerability, and a sense of humor.