Summary 

Over the past decade, as a result of the pandemic, political and economic instability, social movements such as Black Lives Matter, and changing workplace technologies, what people expect from leaders has changed.

Executive presence (EP) is typically perceived as consisting of three elements in descending order of importance: gravitas, skillful communication, and the “right” appearance. The author’s new research shows that while confidence and decisiveness are still paramount for gravitas, pedigree has become less central, and new weight is given to inclusiveness and respect for others. On the communication front, superior speaking skills and the ability to command a room still lead the list of desirable attributes, but comfort on Zoom, a “listen to learn” orientation, and authenticity are on the rise. Projecting authenticity is also key to the appearance component of EP; so are dressing for the “new normal,” having an online image, and showing up in person.

This article offers a playbook for developing six attributes that increasingly factor into executive presence, citing the examples of a dozen leaders who have cracked the code.

Aspiring leaders have long been told that to be considered for senior management roles, especially those in the C-suite, they must demonstrate “executive presence” (EP). In most corporate settings, that has traditionally boiled down to three attributes: gravitas, strong communication skills, and the “right” appearance. But what exactly constitutes EP now? After a decade marked by tumultuous economic, cultural, and technological change (think climate threats; the Covid-19 pandemic; war in Europe and the Middle East; the #MeToo, Black Lives Matter, and LGBTQ+ rights movements; worsening political divides; and the rise of Zoom, Instagram, and other online platforms), how have expectations about ideal leadership traits changed?

Surveys I conducted in 2012 and in 2022 tell a story of significant shifts embedded within continuity. The 2012 survey targeted 268 U.S. business executives at the director level or above in various industries; the 2022 survey targeted 73. Both groups were asked to rank the importance of 25 leadership traits.

Confidence and decisiveness have not gone out of style; those are still the most-sought-after traits contributing to gravitas, which accounts for the lion’s share of EP. However, inclusiveness, in all its manifestations—respecting others, listening to learn, telegraphing authenticity—has shot onto the list of the most-valued components of all three dimensions of EP. That change reflects the new weight of diversity, equity, and inclusion in business strategy.

The old ideal—shaped and embodied by white male CEOs who ruled the U.S. and European corporate worlds through the beginning of this century—has long been eroding. In sharing my latest research findings here, I aim to shed light on what the preferred leadership model looks like today. Women and people of color no longer have to fit into a mold not fashioned for them. But they must still cultivate a confident, decisive, polished, and commanding persona without running afoul of biased social norms that punish them for overstepping. Meanwhile, executives who neatly match the old profile can’t rest on their laurels, assuming that the EP that once afforded them power will continue to do so. They must stretch themselves in new ways to meet evolving expectations for leaders to be “real”—online as well as in person—while simultaneously ensuring that team members feel seen, heard, and valued.

What follows is a guide to the new rules of executive presence—a look at the traits that increasingly matter, some ways to cultivate them, and a dozen people who currently exemplify them.

Gravitas

Trait: Inclusiveness.

To be inclusive, you must not only hire people with diverse backgrounds and give everyone a fair shot at climbing the ladder. You must also ensure that all your employees feel appreciated and supported. In doing so, you will uncover value for individuals, your team, and your organization.

Tactic: Deliver informed empathy.

When MGM Resorts International started to reopen its hotels and casinos in the winter of 2020–2021, CEO Bill Hornbuckle wanted to raise the morale of employees as they struggled to recover from the tragedies and disruptions of Covid-19. Hornbuckle had started his career as a room-service waiter at the Jockey Club, so he understood the demands on his people. He knew that MGM could improve their work experience while also setting itself up as an employer of choice as the hospitality sector ramped up and the labor market tightened. After much fact-finding and many focus groups, he and his team rolled out what they called a “culture of yes.” It was all about empowering employees to say yes to guests and authorizing managers to say yes to employees—whether they were seeking three-day workweeks, short shifts, or the ability to move from hourly work to the management track. “We’re giving them what they told us they most want—the ability to deliver excellence on the job and improve their own prospects,” Hornbuckle explained to me. “Employees now see us leaders as having more understanding and empathy.”

Tactic: Volunteer a “value add.”

Back when he was an assistant vice president at Merrill Lynch, Todd Sears approached his mentor, managing director Subha Barry, with a business idea that focused on better serving the LGBTQ+ community. As an openly gay man, Sears knew that most wealth-management firms catered to straight people and had very few products or services tailored to the needs of people like him. For example, since same-sex couples are much less likely than heterosexual couples to have children in their households (15% compared with 38%, according to U.S. Census Bureau data), they tend to be more interested in targeted philanthropy than in college-tuition savings accounts. Furthermore, Sears’s activism on behalf of LGBTQ+ rights had made him a well-known figure in the gay community, and he was able to bring in partners eager to work with Merrill on this venture. Barry, who had none of those connections, was excited about tapping into a new market and making Merrill more inclusive. Over several years she and Sears built a team that managed more than $2 billion in assets invested by LGBTQ+ clients.

Trait: Respect for Others.

Being a respectful leader requires much more than treating everyone with dignity. It involves acquiring a body of knowledge that allows you to understand the lived experiences of those whose identity or heritage is different from your own. Consult experts, dig down into the research, and add people with diverse perspectives to your team. If you go beyond empathy and compassion, you may gain valuable insights that can strengthen your business…[MORE]

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To read the entire article by Sylvia Ann Hewlett, visit the HBR site: The New Rules of Executive Presence