How to Develop Executive Presence

I have recently had the privilege of coaching over thirty next-generation HR leaders in an executive program. The most frequent concern they expressed can be captured in this synopsis:

I have had a very good career in my specialty area (talent acquisition, learning and development, compensation, change, etc.) or as a generalist partner. I have been invited to move into more senior management roles. But I have been advised that to be effective in these new roles, I have to develop my “executive presence.” What does that mean? How do I do it?

What is executive presence?

Developing executive presence matters for anyone aspiring to leadership opportunities and shows up as mindset, courage, influence, and impact. Executive presence is how one is perceived and received by others (e.g., build others’ confidence in oneself), how one captures energy and passion (e.g., inspire commitment), and how one helps others to increase their capacity (e.g., use personal power to empower others). Executives who have “it” capture attention when they formally present or informally connect. Those who spend time with leaders who have “it” leave the interaction feeling better about themselves as a result of the connection. Most know executive presence when they experience it, but they sometimes have a hard time specifying how to develop it in themselves or others.

How does one build executive presence?

A number of competency checklists exist that help one develop executive presence. Let me suggest putting this shopping list into a menu or framework that applies to executive presence but also has application in many arenas: improving overall mental health, supporting adolescent progression, and creating “the corporate athlete.” Figure 1 lays out five domains of personal and holistic well-being that frame how to develop executive presence; let me offer specific suggestions in each domain for oneself and those one coaches.

Physical Resources

1. Manage appearance. First impressions often come from in-person nonverbal signals sent by personal grooming (clothing, hair, makeup appropriate to situation), workspace (pictures on desk or wall, books, office layout) and style of how one enters a room (quietly, timing, where to sit or stand). In today’s world, digital signals come from how we show up on social media (zoom background, tone of comments, willingness to engage virtually). We should observe ourselves as others might see us.

2. Be attentive. Giving another person attention comes when one manages body language (eye contact, posture), energy (enthusiasm, passion, tone of voice), time (available and accessible), and support (willing to help others as needed or requested). This includes reaching out personally to an individual based on his or her circumstance (health, anniversary, activity) to show personal attention.

Social Network

3. Engage with others. Those with executive presence engage others by knowing their background, personal lives, and aspirations. Relating to and connecting with others regardless of their role or title increases our breadth of connections. In addition, executive presence comes as we appreciate that others may have different views, encourage those views, hear them, then be willing to move forward with confidence. By so doing, we help others recognize how their goals can be met with or through our leadership.

4. Communicate with clarity. Executive presence shows up in communicating, being both caring and candid, sharing credit in success (Teflon) and taking responsibility in failure (Velcro), actively listening and boldly inspiring, sharing personal stories, and articulating organizational visions. In meetings, we can increase executive presence by participating thoughtfully by asking others their views, supporting comments, summarizing ideas, and then being willing to make and communicate decisions.

Emotional Reserves

5. Demonstrate emotional intelligence. Emotional intelligence comes from knowing oneself: strengths, weaknesses, predispositions, vulnerabilities, biases, and mindset. By knowing ourselves, we are more likely to be calm in crisis, confident without arrogance, and patient and empathetic with ourselves and others—exuding that executive presence.

6. Be authentic and develop trust. We demonstrate executive presence by being authentic and developing trust by being trustworthy and trusting. Being trustworthy comes from our being credible, dependable, predictable, and reliable. Trusting means that we empower others to make decisions and act for themselves even if they don’t fully agree with us. Trust that builds presence also includes follow up on holding ourselves and others accountable.

Intellectual Agility

7. Be curious and learn. A growth mindset that reflects executive presence encourages being open to new ideas and willing to learn. This means knowing the past and what has been done that works and does not but focusing more on the future and what can be done. Curiosity also means not being defensive and closed but inquisitive and open when challenged: asking more questions than giving answers. Learning that builds executive presence also shows up in vulnerability—being willing to admit and run into mistakes that can be opportunities for growth.

8. Turn aspirations into actions. Executive presence means navigating the paradoxes of both vision and action: anticipating what can happen next and having the discipline to act on what is happening now. Seeing around corners helps us envision the future; but then we need to move around the corner to give others confidence in our ability to get things done today. As we move into executive ranks, our views become broader, longer term, and increasingly focused on where to go and how to get there.

Spiritual Foundation

9. Create a meaningful future. Executives with presence are meaning makers who shape an organization’s purpose (mission, vision, values), creating meaning for all those who engage with the organization (employees, customers, investors, communities). This abundant organization emphasizes personal flourishing and a supportive work environment by focusing on timeless principles around sustainability, philanthropy, gratitude, and mindfulness (lived out in daily practices).

10. Model and live values. Executives with presence live the organization and their personal values. Their daily actions reflect what they believe and is evidenced by those they spend their time with, what questions they ask, what information they rely on, and how they make decisions. They do not become a leadership hypocrite whose talk does not reflect their walk; indeed, they teach leadership and sometimes use words.

Conclusion and Implications

I wish I had given the HR (and other) leaders I coached the diagnostic in figure 2 to help them identify how to improve their executive presence. After assessing one’s current state, leaders can pick two to four of the ten suggestions to prioritize and improve.