Executive presence is not some magical way of being bestowed upon you at birth.
It can be learned. I know because I’ve learned it by paying attention to myself in real moments.
For example, I noticed I used to start a lot of statements with “I think…”
Not because I lacked conviction, but because I didn’t want to come across as too forceful.
Once I became aware of it, I made a shift. When something was a point of view or a decision, I said it like one.
Same with filler words.
My default opener, both written and verbal, was (sometimes still is) “So…”
Not wrong. Not unprofessional.
But unnecessary.
I didn’t need the preamble; I needed to be clear.
Appearance is another place where executive presence gets misunderstood.
Some people think it means wearing a suit to fit in.
I love a good suit, and I wore them even in tech environments where the norm was a t-shirt and jeans, including from the CEO.
For me, executive presence meant showing up confidently even when I stood out, not blending in to be palatable.
I’m also known for being calm in a storm.
That didn’t come from training. It came from experience.
When you’ve weathered enough storms, your internal bar shifts.
My floor became simple: Did I die? If not, there’s an opportunity to try again.
That perspective changes how you show up under pressure.
I’m naturally detail- and research-focused, sometimes to a fault.
I don’t love making decisions without doing deep due diligence.
But as my roles expanded, I realized speed and adaptability mattered too.
So I put myself in environments where I had to learn those skills.
It was uncomfortable at first, but necessary in hindsight.
Just today, I facilitated a session where I opened by saying:
“I have a prepared agenda, but we’ll take this where the team needs it to go.”
The old “must be prepared and cannot deviate from the plan” me would never.
That’s what executive presence has looked like in practice for me.
Not becoming someone else.
But learning when to be decisive, when to be flexible, and how to communicate with intention.
It can be learned. I know because I’ve learned it by paying attention to myself in real moments.
For example, I noticed I used to start a lot of statements with “I think…”
Not because I lacked conviction, but because I didn’t want to come across as too forceful.
Once I became aware of it, I made a shift. When something was a point of view or a decision, I said it like one.
Same with filler words.
My default opener, both written and verbal, was (sometimes still is) “So…”
Not wrong. Not unprofessional.
But unnecessary.
I didn’t need the preamble; I needed to be clear.
Appearance is another place where executive presence gets misunderstood.
Some people think it means wearing a suit to fit in.
I love a good suit, and I wore them even in tech environments where the norm was a t-shirt and jeans, including from the CEO.
For me, executive presence meant showing up confidently even when I stood out, not blending in to be palatable.
I’m also known for being calm in a storm.
That didn’t come from training. It came from experience.
When you’ve weathered enough storms, your internal bar shifts.
My floor became simple: Did I die? If not, there’s an opportunity to try again.
That perspective changes how you show up under pressure.
I’m naturally detail- and research-focused, sometimes to a fault.
I don’t love making decisions without doing deep due diligence.
But as my roles expanded, I realized speed and adaptability mattered too.
So I put myself in environments where I had to learn those skills.
It was uncomfortable at first, but necessary in hindsight.
Just today, I facilitated a session where I opened by saying:
“I have a prepared agenda, but we’ll take this where the team needs it to go.”
The old “must be prepared and cannot deviate from the plan” me would never.
That’s what executive presence has looked like in practice for me.
Not becoming someone else.
But learning when to be decisive, when to be flexible, and how to communicate with intention.
Executive Presence is Translation
- Turning expertise into influence.
- Turning thoughtfulness into clarity.
- Turning experience into leadership others can follow.
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