The evolution of executive presence: authenticity and inclusiveness as new leadership traits

In a recent study published by Harvard Business Review, it emerges that inspiring confidence and assertiveness are still important traits over the past 10 years, yet inclusiveness has entered the list of most valued components compared to the 3 components listed above. This change reflects the new weight of diversity, equity and inclusiveness in corporate strategy. The old ideal - modelled and embodied by successful white male leaders who ruled the US and European corporate world at the beginning of this century - has long since tarnished, making way for examples of leaders who are, yes, confident, decisive, clear-headed and authoritative, but also empathetic, open to feedback, emotionally aware and allied in all aspects of Diversity, Equity & Inclusion.

Also in executive presence the value characteristics of this new leadership must be expressed and clearly visible, thus overcoming old teachings on 'what is good to reveal and not to reveal too much about oneself'. Besides Kamala Harris, there are many leaders of companies and organisations who have started to talk openly about their modest background to demonstrate executive presence. For example, Bill Hornbucke, CEO of MGM Resort, to recruit his own people in the post-pandemic era, has repeatedly told how at the beginning of his career he was a room service waiter at a well-known chain; it goes without saying that none of his employees questioned that he knew what it was like to work in a hotel.

Similarly, Laura Garza, Dyson's Chief People Officer, said in a recent interview: "I'm Mexican and I'm gay. I think that also puts me in a position to 'get' the complexity of the global market." And what about Ginni Rometty, CEO of IBM from 2012 to 2020? Asked about her well-known innovative and visionary skills, she repeatedly stated, "My mum with four kids and no education after high school had to figure out how to make a living when her husband - my dad - left us. It was hard. But I always saw how she managed to reinvent herself with great difficulty because she did not have access to many things. This has remained in my mind forever and ever. Finding access to the future".

I applaud, I don't know about you. Authenticity and uniqueness, which were not particularly valued 10 years ago, are now demanded of leaders and they are expected to reveal who they really are and not imitate a dated and idealised model. Consider, for example, how dress codes have changed in recent years. Even in the most formal environments, a certain interpretation of a look is now allowed, which at times looked more like an 'uncomfortable' uniform than a comfortable outfit suitable for one's work; for example, ties and shoes that slouch as a must, and I'll stop there.

A hallmark of executive presence is therefore to communicate one's authenticity, of being who one is, with one's personal and work experiences. In short, having such a quality does not mean pretending, copying or reciting a script for which one is not suited just to look good. On the contrary, executive presence is born and developed from truthfulness, from the very essence of our being, from the traits that distinguish us and make third parties perceive our hidden talents on which our entire reputation rests. Important experiences of lived and professional life that make us the only 'experts' in the field.

We might ask ourselves at this point, how training that aims at developing one's executive presence should change. As we have described in the book "Matters of a Certain Kind", with Veronica Giovale and Consuelo Sironi, executive presence passes through authentic work on oneself, the discovery and revelation of what makes us unique and needs training, coaches prepared to provide important feedback and last but not least, great courage to present oneself as one is, truly.

*Partner of Newton SpA