Executive Presence - Why It Matters
- katrincharlton
- Jul 1, 2025
- 4 min read
Updated: Apr 14
You may have heard it before.
"You need to develop your executive presence."
It often appears in feedback or promotion conversations - and is rarely unpacked. Leaders are left wondering what is meant, what is missing, and how to work on something that feels intangible.
So what is executive presence, really? And why does it carry so much weight?
Because in moments that count - when pressure rises, uncertainty looms or change is unfolding - people do not just listen to leaders.
They sense them.
Often, you cannot quite define it. Yet you know when it is there. And just as quickly, you notice when it is not.
Research supports this. A 2022 study by the Centre for Talent Innovation found that executive presence accounts for over 25% of what it takes to get promoted. In senior leadership environments, it is often an unspoken factor - a quiet edge that influences who gets heard, trusted and followed.
Executive presence is not about being the loudest voice in the room. It is not reserved for extroverts, nor defined by sharp suits or polished scripts. And it rarely comes from trying to perform leadership.
It is something deeper. Calmer. Built from the inside out.
So what is executive presence?
Leadership researcher Sylvia Ann Hewlett offers a helpful framework, breaking executive presence into three pillars and their relative impact:
Gravitas (67%) - how you act, decide and carry yourself under pressure
Communication (28%) - how you speak, listen and engage
Appearance (5%) - how you look and physically present yourself
Yes - appearance accounts for only 5%. That surprises many leaders.
From what I have seen in coaching rooms and boardrooms, these proportions feel accurate. Many leaders invest significant effort in how they appear - while the leaders who have the greatest impact, especially during transition, tend to demonstrate something else: clarity, intention and steadiness.
It is not about perfection. It is about alignment - with yourself and with what the moment calls for.
Purpose and values as foundations
In my work, I have also found purpose and values to be critical foundations of executive presence.
While they do not appear as standalone pillars in Hewlett's model, they strongly underpin gravitas in particular. Leaders who are clear on why they do what they do, and what they stand for, tend to show up with greater conviction, coherence and calm - especially in moments of uncertainty or change.
Purpose and values act as internal reference points. They guide decision-making, shape behaviour and create consistency between what leaders say and how they act. This alignment is often what others experience as authentic presence.
I will return to purpose and values in a later post - they deserve dedicated attention, particularly when leaders are navigating transition or stepping into more senior roles.
The neuroscience of presence
Our brains are wired to sense congruence.
Before the rational, thinking part of the brain fully engages, the limbic system - our emotional radar - is already scanning the room: Is this person safe? Are they genuine? Can I trust them?
When words, tone and body language are misaligned, people feel it immediately. This is one reason why the old advice to "fake it till you make it" often falls flat. Even if people cannot articulate why, they sense when something is off.
Presence, at its core, is coherence.
What it looks like in practice - a coaching lens
From my coaching perspective, the difference often shows up in these patterns. Not a rulebook - simply observations I see repeatedly:
Thinking
Lower presence: reactive, self-doubting, externally driven
Stronger presence: grounded, values-led, aware of impact
Communication
Lower presence: over-explaining, vague, apologetic
Stronger presence: clear, calm, considered - even in tension
Energy
Lower presence: anxious, performative, people-pleasing
Stronger presence: centred, responsive, intentional
Decision-making
Lower presence: hesitant or over-controlling
Stronger presence: composed, inclusive, able to hold complexity
Presence in the room
Lower presence: overlooked or overpowering
Stronger presence: creates safety, holds space, speaks with weight
We all move between both columns at times. This is not about judgement - it is about awareness. Noticing how we show up when it matters most.
A final reflection
Executive presence is not just for CEOs. It matters for anyone who needs to influence, lead or support others - whether you are managing a team, navigating change, or holding a difficult conversation.
For me, it is less about performance and more about alignment. Between your thinking, your energy and how others experience you when you walk into the room.
Presence is not a fixed trait. It is a practice. A way of tuning into what is needed - and responding from clarity rather than pressure.
In the next post, I share seven practical ways to strengthen it - without acting or pretending to be someone you are not.
Reflection prompt
Where in your leadership could your presence be more aligned with your intention this week?
Work with me
My work is with senior leaders, executives and founders navigating change, growth and leadership transitions. Executive presence - how you show up, how you are experienced, and how you lead under pressure - is often at the centre of that work.
If you'd like to explore what this looks like in your own context, book a call - I'd be glad to talk.
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