Influence over executive presence: A more human way to lead

For years, “executive presence” has been held in high regard as a hallmark of strong leadership; however, this term can be problematic. Executive presence is often a coded label that indicates how similar someone might be to us or the team we are trying to create. When leaders are coached to improve their “executive presence,” it is feedback that is often delivered with a lack of clarity or that may not be actionable: What does it even mean and if it can’t really be defined, how could someone possibly create it?

While how we show up does matter, this narrow and often limiting definition of how leadership should look will not move us forward. Executive presence suggests that there is one way to lead: One tone. One style. One way of being present. In reality, that’s not what organizations—or the people in them—need. Instead of presence (something that seems a little static), our true leadership aspiration should be influence, and the impact it creates.

At its core, influence is not personality or charisma or the confidence with which we speak. Influence is more about how we intentionally connect and adapt to create momentum. It is a set of individual choices that leaders make each day that shape the way they show up over time. Influence is rooted in authenticity, but recognizes there must still be intentionality in thought, behavior, and communication. Influence is not just about how a leader wants to be perceived or the mask of executive presence one might put on. It is about a connection that inspires others to act, and it must be cultivated consistently.

When I work with leaders, I often anchor the concept of building influence in five specific levers.

Most leaders jump quickly to what they want to say, but don’t spend as much time articulating the reason behind it. Influence starts with clarity on what you’re trying to create. What decision needs to be made? What action needs to happen? What outcome matters most? Spending time reflecting on intent is critical: It helps others understand our why and the motives behind our actions. Conversely, when intent is vague, influence is diluted, and it’s harder to motivate action.

This is where leaders begin to understand the gap between how they intend to show up, and how they are actually experienced. One of my favorite truisms is, “We judge ourselves by our intentions and others by their actions.” Awareness of how others are seeing those actions can allow an individual to pause before reacting. Influence requires the ability to see yourself in the system and adjust in real time, and this is only possible with awareness.

Influence happens across a network of relationships, priorities, and power dynamics over time. Leaders who are effective at influence take the time to understand who matters, what they care about, and where alignment (or misalignment) exists. By identifying, understanding, and empathizing with stakeholders, leaders can anticipate and work through resistance, ultimately influencing positive outcomes.

The most influential leaders design conversations that lead to action. This means not just knowing exactly what to say, but knowing when and how to say it (including the method used to deliver the message or the tools used to capture feedback). Leaders understand when a well-phrased question or a deeper exploration of the why will generate results and when clarity must be conveyed, and are able to adapt their communication style to fit the audience and the needs.

Influence is not built in a single moment. It is built over time and requires follow-through, clarity, and alignment between words and actions. When leaders can be counted on to behave predictably, it creates feelings of safety that generate trust. Trust is a multiplier of influence. It is what causes people to follow leaders anywhere, building momentum and getting results.

As we consider leadership through the lens of influence rather than executive presence, we can see how influence inspires action and shifts the conversation; how it allows us to create connection rather than control; how it shifts leaders from trying to fit a mold to truly building impact. Influence is less about how others might see you, and more about what actually happens—the impact that is actually made—because of you.

In credit unions, especially, leadership is deeply tied to purpose. Our organizations are built on relationships, trust, and service. Leaders who understand how to build influence rather than curate executive presence move from wondering, “Do I look like a leader?” to “Am I creating movement where it matters most?” When we’re curious about answering that question, our leadership becomes about the future and the impact we make.

Curious about building your influence in a structured and authentic way? Our executive coaching resources are a great tool for your growth.