Demystifying Executive Presence

A senior engineering leader reached out to me for coaching. His credentials were impeccable—multiple graduate degrees from prestigious universities and an impressive professional track record. Yet, he was told to improve his Executive Presence (EP). His question? “What does that even mean?“

Through our conversation, we identified his challenge: he struggled to deliver his points with clarity and conciseness during senior leadership meetings.

This reminded me of another client—let’s call him Joe, a senior product manager. Joe was in the middle of a presentation when his VP interrupted, asking for the bottom line. Frustrated, Joe thought, Why won’t he let me finish my presentation?

Later, when he shared this with me, I asked Joe about the bottom line. He admitted he wasn’t sure. He thought he would lay out the details of his findings and let the audience draw conclusions. Joe had done the hard work of analyzing and compiling the complexities of the topic but didn’t form his ask or any recommendation. He said, “It’s not an obvious decision—it depends on priorities and trade-offs.”

This raises an important question: why do senior leaders ask for clarity and brevity?

Why do Senior Leaders Ask for Clarity and Brevity?

David Rock’s book, Your Brain at Work, provides an insightful explanation. The brain’s prefrontal cortex (PFC)—responsible for complex processing—is both energy-intensive and limited in capacity. Senior leaders, tackling multiple issues during a packed day, often don’t have the mental bandwidth for deep, complex processing in every interaction. They rely on the subject matter experts for the recommendation.

This is where clear and concise communication becomes invaluable. When subject matter experts like Joe deliver a clear, high-level summary, they save their audience from the cognitive load, making it easier for the senior leaders to make decisions. That doesn’t mean oversimplifying or ignoring complexities but offering a well-formed perspective with a disclaimer for nuance.

What Is Executive Presence?

Thinking on your feet and delivering concise messages are essential aspects of Executive Presence (EP), but they’re just part of the equation. Let’s explore two frameworks that shed light on the broader concept of EP:

Pat Kirkland’s Predator, Prey, and Partner Model
Kirkland describes leadership dynamics through three archetypes:
- Predator: Appears confident and competent but unapproachable.
- Prey: Approachable but appears as if they lack confidence and competency.
- Partner: A balance of both—someone who exudes confidence and approachability. Partner styles embody and enhance the best traits of both Predator and Prey.
  
  Kirkland emphasizes how confident body language, a positive and welcoming tone, and precise delivery shape perception. Leaders should take up space and communicate in a clear, concise, and organized manner. You can find examples of her techniques and coaching videos on her website.

Sylvia Ann Hewlett’s Three Dimensions of Executive Presence
In her book, Executive Presence: The Missing Link Between Merit and Success, Hewlett identifies three key elements:
- Gravitas (How You Act): Do you command respect and carry yourself like a leader? Do you project the presence of a lion in the jungle, or do you fade into the background like a chipmunk?
- Communication (How You Speak): Listening actively, delivering concise messages, and understanding emotional cues.
- Appearance (How You Look): Professional attire and grooming that aligns with your role and audience.
  Here is her article in Harvard Business Review.

Both models highlight that Executive Presence combines internal mindset and external behaviors.

Practical Steps to Improve Executive Presence

Improving Executive Presence doesn’t require a complete transformation overnight. Small, intentional steps can make a big difference. Here are some strategies that have worked for my clients and me:

Practice Conciseness
When delivering complex ideas, take a moment to gather your thoughts before speaking. Summarize key points in one or two sentences. To build this skill, challenge yourself to summarize articles you read or share short, clear posts on social media. Einstein famously said, “If you can’t explain it to a six-year-old, you don’t understand it yourself.” Minto’s Pyramid Principle (or McKinsey Pyramid) is an excellent tool for such communication.
Prepare for Meetings with Intention
One of my clients found success by “project managing” his time—identifying key meetings and topics to focus on each week. This preparation helped him feel more confident and present, allowing him to actively engage and articulate his ideas in a clear and concise manner.
Stay Grounded, Manage Distressing Emotions
In high-stakes situations, it’s common to feel anxious about how you’re coming across, which can unintentionally make you appear nervous or distracted. To counter this, focus on staying present. Practice mindful breathing to center yourself and reframe the meeting as a supportive rather than judgmental space. When speaking, focus on friendly faces in the room—they can help you feel more at ease and project confidence. Managing your emotions in the moment is key to appearing calm, composed, and in control.
Apply Kirkland’s Techniques
Start practicing Kirkland’s partner behaviors in low-stakes environments, such as team meetings or casual conversations. Focus on confident posture, deliberate gestures, and structured speech. Over time, these habits will feel natural.
Improve Your Listening
Many leaders struggle to think on their feet because they’re preoccupied with multitasking (e.g., typing notes during meetings). Try using pen and paper for key points and staying fully present in conversations. Active listening enhances your ability to respond thoughtfully.
Pay Attention to Appearance
Early in my career, I overlooked the importance of attire and grooming. Over time, I’ve realized how much these elements contribute to the perception of professionalism and authority. Seeking advice on wardrobe and grooming can be a simple yet impactful way to elevate your presence.

Prakash’s Journey to Executive Presence

Prakash, a Senior Director of Engineering at a Fortune 100 company, received feedback to improve his executive presence. Through coaching, we uncovered the root cause of his challenge: he felt pressured to already have the solution to the latest issue during the senior leaders’ meeting. When he didn’t, he assumed his bosses were disappointed, which led him to over-explain the complexity of the problem to justify the delay.

However, the reality was that the leaders weren’t looking for a detailed breakdown—they simply wanted a concise update on the status and gravity of the situation so they could provide input if needed.

Once Prakash recognized this, he shifted his mindset. He began viewing the forum as a supportive team rather than a space for judgment on his performance. This change allowed him to stay grounded and approach conversations with greater confidence. As a result, he communicated more effectively by providing clear, concise updates that added value to the discussion instead of overwhelming them with excessive details.

This transformation improved his executive presence and strengthened his confidence and impact.

Final Thoughts

Executive Presence isn’t about perfection—it’s about intentionality. Whether learning to think on your feet, mastering concise communication, or balancing approachability with authority, the journey to building EP starts with small, consistent actions.

Remember, EP isn’t something you have or don’t have—it’s a skill set you can develop. Start where you are, build on your strengths, and watch your leadership impact grow.