Executive presence: what it really means to have authority

During a board meeting, a manager presents a detailed analysis. He knows the data, answers every question and adds useful details. But when asked which path he recommends, he reverts to discussing alternatives and risks. The decision falls to another executive, who is less of an expert on the topic but more willing to take a stance. The first manager leaves feeling unheard; the others may have listened intently, but they were not given a direction.

The term ‘executive presence’ is often used to describe what is missing in these moments. It can become a vague, even unfair label if it simply means a person does not resemble the company’s preferred leadership model. To make the concept useful, it must be grounded in recognisable behaviours and situations.

Competence, role and recognition

Technical competence lends credibility on a given subject. A formal role assigns responsibilities and powers. Perceived authority relates to the confidence others have in a person as a point of reference when guidance, decisions or problem-solving are needed. These three dimensions can develop at different paces, especially after a promotion to a managerial role.

A highly competent individual may continue to be consulted only to verify details, while broader assessments are entrusted to others. Sometimes the organisation keeps them in that position. At other times, it is the individual who takes refuge in the territory where they feel most secure, avoiding exposure on choices that involve uncertainty and have consequences for other people.

A stance others can understand

Managerial presence also emerges from how an issue is brought to the table. A complete account of all activities undertaken can leave an audience unsure of what is being asked of them. A clear proposal makes the recommended choice, its consequences and any remaining uncertainties legible. It does not require feigning confidence when data is incomplete.

When dealing with more senior executives, holding a position means being able to explain one's reasoning without treating every objection as a personal refutation. One can incorporate new information, modify a proposal and still maintain authority. This is harder to do when one’s sense of value seems to depend on always having the correct answer.

Coherence is revealed under pressure

A manager may talk about autonomy and then publicly contradict a team member as soon as a decision becomes uncomfortable. They may ask for input and then shut down the discussion when real dissent emerges. In these episodes, behaviour carries more weight than the declared message. Trust is eroded, even when no one says so openly.

Maintaining composure does not mean remaining impassive. It means noticing one’s own reaction early enough to prevent it from dictating the entire conversation. For one person, the work will be to interrupt less; for another, it will be to stop softening every sentence to the point that disagreement becomes invisible. Extroversion is not a prerequisite, and imitating a style that is far from one’s own can make communication less credible.

Presence within a context

The timing and setting for taking a position also matter. Challenging a proposal without understanding the constraints of other functions can create avoidable resistance. Conversely, always seeking prior consensus risks diluting one’s role. Working on stakeholder management helps in reading these dynamics without reducing leadership to a political performance.

When the difficulty relates to recurring habits, an executive coaching programme can provide a space to analyse specific incidents, experiment with behaviours and gather feedback. First, however, the judgment ‘they need more presence’ must be translated into something concrete: in which situation, in front of which stakeholders, and with what expected effect?

Authority thus becomes a practical area for development. It is not a demand to change one's personality, but a matter of working on how to make responsibility, judgement and direction visible in the way one inhabits the role.