Mastering Executive Presence: 6 Key Traits for Leadership Excellence and Corporate Success
Mutisunge Zulu Director & Chief Risk Officer | Qualified Risk Expert | Harvard & Manchester University Alumnus | Board Director |
In this article, I aim to share my reflections, informed by diverse influences such as my faith, academic programs at Alliance Manchester Business School Harvard Business School Executive Education and importantly, both formal and informal mentorship. While I’ve previously discussed the concept of executive presence, I acknowledge that, like technology, its meaning is continually evolving. Therefore, I wish to offer an updated perspective on what executive presence truly entails.
So, what is executive presence? Simply put, it is the outward demonstration of leadership exhibited by senior individuals in organisations, businesses, and corporations. Executive presence (EP) embodies the essence of corporate leadership, integrating leadership traits, soft skills, and socially accepted behaviors. This includes, but is not limited to, qualities such as empathy, humility, adaptability, and team collaboration.
The following outlines five essential attributes necessary to cultivate executive presence:
1. Communication: Communication is both verbal and non-verbal. In today’s digital era, it encompasses everything we post on social media, all of which reflect on us. How effectively do you command respect without belittling others? How often do you need to clarify your message for understanding to your teams? Are your emails or messages crafted with the professionalism expected? Is your vocabulary refined? How about your appearance—do you dress in a manner that reflects the respect your role demands? Do your attire choices make a statement? Communication is intricately linked to emotional intelligence—the ability to read the room and understand your audience. Are you punctual? Bear in mind that people see presence before you even speak.
2. Strategic and Analytical Thinking: We are all strategists, business analysts, or economists in our respective fields. In fact, we are called to think like chief value creation and financial officers. We should see our roles in the numbers (financials). A fundamental understanding of economics is key, along with the ability to apply hands-on technical knowledge. A common misconception about executive presence is the belief that ‘as you rise’, leadership becomes easier and is more about delegation. However, as I’ve experienced, leadership requires ongoing engagement and the ability to scrutinize data and concepts presented by your team. A strong leader doesn’t just passively manage but actively applies technical insight to assess the relevance and accuracy of strategic decisions. For example, before digitization 16 years ago, I worked as a market risk analyst leveraging off excel spreadsheets to calculate market to market valuations using complex formulae. Today, those same formulas have been incorporated into new digital tools to streamline data processing. What is valuable to me is that knowing the technical, laborious know – how is an asset no one will take away from me. This deep understanding allows me as a leader to guide my teams with clarity and make informed decisions because I was once in their roles. In the face of today’s dynamic environment, with global complexities like geopolitics, technological advances, and regulatory changes, we have all become, in a sense, business analysts and economists within our domains.
3. Authenticity and Self-Awareness: Just as each person’s fingerprints are unique, so too is every individual’. I’ve learned the importance of not seeing myself in others. Why? Because people are not reflections of me—they are unique. A key responsibility of an executive is to create an environment that fosters career development for subordinates, allowing them autonomy while supporting their creativity and innovation. Executive presence in this context involves providing regular, candid feedback—ideally every two weeks, and as needed. Effective feedback appreciates strengths while highlighting areas for improvement. However, the outcome is not always predictable: while some team members will embrace and grow from feedback, others may resist. At times, leadership requires making difficult decisions about whether to retain or part ways with team members. Executive presence demands emotional fortitude and the ability to make these decisions with confidence.
4. Mentorship: To rise to an executive level, someone took a chance on you, and along the way, a mentor provided you with invaluable guidance. Whether facing challenging decisions or navigating complex situations, there is always that one person you turn to for advice. This person is your mentor, someone who serves as a trusted advisor—a term derived from the Greek word “mentis.” In business school, we are taught to assemble a “personal board of advisors” who can provide insight in challenging moments. Building these relationships is essential. Who do you look to for guidance? Who is your safe space? Seeking mentorship early is critical because, although the higher you rise the lonelier it may feel, it is precisely at these higher levels that guidance becomes most crucial. My Bishop Bruce Msidi echoes these sentiments. As complexity increases, so too does the need for wise counsel.
5. Excellence: The final trait that unifies all the attributes I’ve mentioned is excellence. Executive presence demands excellence in everything we do, from how you communicate to the decisions you make. One can draw inspiration from biblical figures such as Daniel, who embodied an “excellent spirit” through disciplined routines such as prayer, reflection, and a commitment to continuous learning – he understood the Chaldeans (modern day astrologers or space physicists). In today’s world, excellence requires ongoing improvement and going the extra mile—a mindset of striving to do better every day. While there is a prevailing belief that perfection can hinder progress, I advocate for starting and refining as you move forward. Excellence, derived from the word “excel,” signifies continuous advancement. As we lead or aspire to lead organizations, we must adopt a mindset of perpetual learning, constantly improving, and embracing excellence. For executives, excellence is not negotiable; it is an intrinsic requirement of leadership.
6. Networking: Your network is your net worth. Attending networking events provides numerous opportunities to connect, yet it’s easy to overlook the potential value in those rooms. If you leave an event without having met someone new, you’ve missed a chance. Networking is not just about exchanging business cards—it’s about building relationships, learning about others’ work, and identifying synergies. I remember attending a networking event at Alliance Manchester Business School with a unique set of rules: bring your business card, dress smart-casual, and spend no more than five minutes talking to the same person. What struck me was the last point. I’ve observed executives at events who gravitate toward familiar faces, neglecting the opportunity to meet new people. Networking is about expanding your circle and creating new connections. It’s as simple as introducing yourself and inquiring about others’ work—how can synergies be developed, and how can new opportunities emerge from these conversations? The key question is: how can you use the contacts in your network to create opportunities for others?
