The 5-step framework for commercial storytelling

 

Sitting in both sides of the room, as an aspiring executive and as a VP, taught me the fastest way to lose an executive audience is to start by explaining the work.   “We’ve spent the last quarter redesigning the process…” “We interviewed 20 customers…” “We’ve been working with Product and Operations…” “We created a new framework…”   You are confident this information is useful, but the truth is none of it answers the question senior leaders are secretly asking: Why should I care?   At Director level, you often know more about your work than anyone else in the room. You understand the history, the complexity, the dependencies, the research, the effort it took to get here.   So when it’s time to present an idea, you naturally explain all of that. But executives don’t need a guided tour of your work. They need the business story.   What is happening? Why does it matter? What do you think it means? What should we do? What changes if we act?   That’s commercial storytelling in a nutshell. And no, I don’t mean turning your strategy presentation into a TED Talk.   I mean taking everything you know and translating it into a story about the business, not the work.   The same idea can sound tactical or strategic depending on how you frame it.   You can walk someone through six months of excellent work and get a polite: “Thanks for the update.”   Or you can take the exact same work, connect it to a meaningful business problem and show leaders what decision needs to be made. Suddenly, the room wants to talk.   The quality of the work didn’t change. The story did.   The Difference a Commercial Story Can Make I saw this firsthand while coaching a product marketer who needed to present her sales enablement strategy for the next quarter to the executive team.   Her first deck was thorough. Very thorough. It explained product marketing. It explained sales enablement. It included a lot of information, ideas, and possibilities.   There was just one problem: It wasn’t really about the business.   Sales enablement had become clunky. Sales wasn’t happy. And leadership wasn’t asking for a lesson on what Product Marketing could theoretically do.   They already knew there was a problem. They wanted to know what was wrong, what we were going to do about it, and what would change as a result.   So we rebuilt the story.   We started by acknowledging the problem: our current sales enablement wasn’t giving Sales what they needed, and that was making it harder for them to move deals forward quickly.   Then, instead of guessing at the cause, we surveyed the Sales team anonymously. That gave us real evidence about what was working, what wasn’t, and where the biggest gaps were.   From there, we recommended five priorities we could realistically deliver that quarter, plus three additional opportunities if time and resources allowed.   And we tied the plan back to the outcome that mattered: stronger adoption of marketing materials and better support for Sales to close more deals, faster.   Same function. Same quarter. Same strategist. Completely different presentation.   And the executive conversation went very well because we stopped explaining sales enablement and started telling the business story.

The 5-Part Commercial Story Framework Here’s the framework I want you to use the next time you need executive buy-in: Problem → Stakes → Insight → Recommendation → Outcome   1. Problem: What is happening in the business? Don’t start with your project. Start with the reason the project deserves to exist.   In our example, the weak version was essentially: “We need a new sales enablement strategy for next quarter.”   Technically true. Commercially weak. It describes the work, not the business problem.   The stronger version was: “Sales isn’t getting the support it needs from our current enablement approach, and that’s creating friction in how quickly and effectively they can move deals forward.”   Now I know why we’re having the conversation.   Before you prepare your next presentation, make sure you answer: What is happening in the business that makes this conversation necessary?   If your first answer is about what your team has been doing, you haven’t found it yet.   Side note: This part can be painful because you need to admit there is a problem and it likely happened on your watch. Do it anyway. It’s how you put the business above your pride and show executive maturity.   2. Stakes: Why does it matter? A problem becomes commercially important when you connect it to consequences.   Revenue. Growth. Customer retention. Cost. Speed. Risk. Productivity. Market position.   This is where many smart leaders stop too early.   “Sales isn’t happy with the materials.” “Our process is manual.” “Customers are confused.” “Employees are frustrated.”   These are all true, but senior leaders still need to know: So what?   For our sales enablement example, the real stakes were bigger than whether Sales liked the materials. If sellers couldn’t easily find or use what Marketing created, we were making it harder for them to move deals forward and close business efficiently.   You don’t always need a perfect dollar amount. But you do need to connect the issue to something the business values.   Use this question: If we do nothing, what does this cost, delay, threaten, or prevent?   That is where the commercial story starts getting weight.   3. Insight: What do you think is really going on? This is the piece that separates reporting from executive thinking. Anyone can surface information, but senior leaders add value by interpreting it.   What pattern do you see? What do you believe is causing the problem? What are people misdiagnosing? What does the evidence actually tell you?   In our case, we decided not to guess.   We sent an anonymous survey to the Sales team and asked what they actually needed, what was missing, what was working, and what wasn’t.   That mattered because an insight isn’t your opinion dressed up in executive language. It’s your interpretation of what the evidence means.   The survey helped us separate what was already working from the three gaps that actually mattered.   Now we weren’t presenting a wishlist. We had a point of view grounded in what the business needed.   Before you present, ask: What do I interpert that isn’t obvious from the data alone?   That answer is often where your executive value lives.   4. Recommendation: What should we do? If I had to put a number on it, I would say this is where a surprising amount of executive communication falls apart.   You do the first 3 steps well enough and then end with: “What does everyone think?”   Usually because you want to be collaborative and make sure you listen to other people’s opinions. And sometimes that is exactly the right question. But if you’ve been asked to lead the work, senior leaders usually expect you to have a point of view. So give them one.   In our case, we recommended five priorities we believed we could realistically deliver that quarter, plus three additional opportunities if time, headcount, and speed allowed.   That prioritization piece was important.   We weren’t showing leadership everything Product Marketing could do. We were telling them what we believed mattered most now, with the resources we had, and in line with what Sales needed most.   We named the tradeoff (what we won’t be able to deliver) and explained why we were choosing these initiatives over others. Strong recommendations don’t pretend there is no downside. They show that you’ve considered it.   Use this question: If the decision were mine, what would I do and why?   You can still invite discussion. But give people something worth reacting to first.   5. Outcome: What changes if we act? The last step is closing the loop. This is an underrated executive skill that I teach my executive clients and the entrepreneurs I work with.   Show them the promised land. If leadership says yes, what happens?   Not: “We’ll have a much better sales enablement program.”   That tells me what you’re building. It still doesn’t tell me why the business should care.   In our case, the goal was better adoption and use of marketing materials so Sales had stronger support to move more deals forward, faster. Where possible, we also estimated the expected business impact.   Your ending should answer: What business outcome becomes possible if we do this?   That is where an initiative becomes an investment and earns it’s place.   Explaining The Work vs. Telling a Business Story Most executive communication problems are not solved by using bigger words or swapping “sorry” with “thank you”. They are solved by changing your thinking, and using communication to translate your ideas into executive language.   Here’s a side by side example to make it easy to compare:   Explaining the work “We’ve spent the last quarter reviewing our sales enablement approach, gathering feedback, evaluating our existing materials, and identifying opportunities to improve how Product Marketing supports Sales.”   This is a great way to explain the work, but it is missing the commercial relevancy that makes it interesting for the leadership team. And it it is not showing your strategic thinking.   Telling the business story “Our current sales enablement approach is making it harder for Sales to quickly find and use the support they need to move deals forward. Feedback from the team showed three clear gaps in what we provide today. I recommend we focus on five priorities this quarter that address those gaps, with the goal of increasing adoption of our materials and helping Sales close more deals, faster. We’ll know this was a success by [desired result/metric]”.   Same work. Completely different conversation. That’s commercial storytelling.   The Skill Isn’t Just Storytelling. It’s Translation. This is why I think “communication skills” undersells what’s happening here. You don’t necessarily need prettier slides. You don’t need to become more charismatic. And you certainly don’t need to turn every presentation into a dramatic narrative arc.   You need to translate: Activity → Impact Information → Implication Functional problem → Business problem Idea → Decision   Your expertise lives in the details. Your executive value comes from knowing which details matter and what they mean for the business.

Your Next Steps The next time you have an important presentation, proposal, update, or email, give yourself ten minutes before you start building slides. Use this as your 10-Minute Commercial Storytelling Prep:   1. PROBLEM: Why are we having this conversation now? 2. STAKES: What does this cost, delay, threaten, or prevent? 3. INSIGHT: What does the evidence tell me that isn’t immediately obvious? 4. RECOMMENDATION: What specifically am I asking us to do, and what am I choosing not to do? 5. OUTCOME: What measurable business result should improve?   Then write your story based on these. Do not open the deck yet.   Because once you start inside PowerPoint, it is incredibly easy to fall back into chronology: Here’s what we did. Here’s what we learned. Here’s everything you might possibly need to know.   Build the business story first. Then use the work, data, and details to support it.   And before you walk into the room, run one final test: If I had only 60 seconds with the CEO, could I explain why this matters, what I believe, what I recommend, and what changes if we act?   If not, you probably haven’t found the story yet. Stop explaining the work. Tell the business story.

The Real Difference Between a Director and a VP

 

“What’s actually different between being a Director and being a VP?”   It comes up with my 1:1 clients. It comes up inside Success Builders. And it makes sense, because companies are surprisingly bad at answering it.   You ask your manager and hear things like: “Think more strategically.” “Operate at a higher level.” “Expand your scope.” “Show more executive presence.”   All technically true but not particularly useful.   Even companies with formal leveling guides tend to describe VP expectations in language so broad that you’re still left wondering: What should I actually be doing differently starting tomorrow?   And that is important to know, because if you don’t understand what the next level requires, it’s very difficult to deliberately build toward it.   So let’s make it practical.

VP is not a bigger version of Director One of the easiest traps to fall into is assuming that becoming VP means doing your Director job at a larger scale.   A bigger team, a bigger budget, more responsibility and meetings with senior executives, and overall more visibility.   Those might come with the title, but they are not what makes someone VP-ready.   The real shift is in the altitude from which you operate, the outcomes you own, and the judgment the business expects from you.   And this is where a lot of talented Directors get stuck: They keep collecting evidence that they are excellent at the Director level, when what they really need is evidence that they can operate at the VP level.   Here’s what that shift looks like in practice: Director VP Owns a function, team, or portfolio and is accountable for its performance Owns a business outcome even when the work required to deliver it sits across multiple teams they don’t control Builds strategy for their area based on company priorities Identifies the business problem worth solving, makes a recommendation on where to focus, and influences how resources and attention are allocated Makes strong decisions within their remit and escalates when needed Makes consequential calls with incomplete information, weighs tradeoffs, and takes accountability for the outcome Delivers strong functional results against agreed goals Connects functional decisions to measurable business outcomes such as growth, profitability, retention, efficiency, or market position Leads a team effectively and develops strong performers Builds leverage through leaders, structure, systems, and talent so the organization can perform without depending on them personally Collaborates well across functions to get work done Resolves competing agendas, makes tradeoffs explicit, and gets multiple teams aligned around one business outcome Communicates effectively with executives and keeps them informed Enters executive conversations with a clear recommendation, challenges assumptions when needed, and changes the quality or direction of the decision Executes against company priorities and turns them into plans Spots emerging risks and opportunities early and influences what the business should prioritize next Builds credibility with senior leaders through strong performance Earns enough trust to represent the business, make high-stakes calls, and be relied on beyond their functional expertise   The difference is subtle in some places, but significant.   A Director may build an excellent strategy for Marketing. A VP asks whether Marketing is solving the right business problem in the first place.   A Director may bring senior leaders strong analysis. A VP brings a proposal for changes and is prepared to make the tradeoff.   A Director may execute an important company priority exceptionally well. A VP may be the person helping decide which priorities deserve resources at all.   This is why becoming an exceptional Director does not automatically make you VP-ready.   At some point, you have to demonstrate that you can operate at a higher altitude not just bigger scope.   The good news? You don’t need the title to start doing it. In fact, not waiting for permission is part of proving you are ready to take on bigger problems and lead as an executive.   The real proof is consistency If you’re already starting to demonstrate some of the VP behaviors in this table, that’s a good sign. That’s how the shift begins. But there is a caveat. Executive perception isn’t built from one great moment. It comes from demonstrating a pattern.   Leading one enterprise-wide initiative gives you useful evidence. Making one difficult decision shows that you can step into a higher level of judgment.   Influencing an executive conversation shows that you’re capable of operating differently.   But the next question is: Is this becoming the way I consistently operate? (and not a fluke)   Because at the VP level, these behaviors need to show up repeatedly, at meaningful scale, with meaningful consequences for the business to shape your reputation.   Over time, that consistency changes how senior leaders perceive you.   They stop seeing someone who occasionally steps up. They start seeing someone they can trust with bigger problems now, not one day.   Your VP-readiness assessment Go back through the table and score yourself on each row:   1: I primarily operate at the Director level here. 2: I sometimes demonstrate the VP behavior, but it is not yet consistent. 3: I consistently operate at the VP level and have meaningful evidence to prove it.   If you want to go the extra mile (and basically start building your promotion case) find a concrete example for each criteria.   Not just yes/no but a specific example where you demonstrated the behavior, drove the outcomes or led the direction.   Then look for the two or three places where the gap between how you operate today and how a VP would operate is the widest.   For each gap, ask yourself: What am I currently working on where I could increase the altitude of my contribution? What decision am I currently escalating that I could instead bring a clear recommendation on? What business problem could I take greater ownership of, even if parts of it sit outside my function? Where am I executing a priority when I could be helping shape the priority itself? What would I need to do consistently over the next few months for executives to experience me differently?   Those answers become your promotion priorities.   Because one of the biggest mistakes I see talented Directors make is continuing to collect evidence that they are great Directors.   They take on another project, fix another operational problem, get even better at managing their team and deliver another strong quarter. All useful. You still need to deliver at the Director level.   But if the gap is enterprise thinking, another project inside your function probably won’t close it.   If the gap is executive judgment, getting better at execution won’t close it. If the gap is organizational influence, becoming an even stronger people manager won’t close it.   At some point, more proof that you can succeed at your current level stops strengthening the case for the next one.   You need to deliberately start creating different evidence.   That might mean taking ownership of a business problem that extends beyond your function. It might mean bringing executives a clear recommendation instead of waiting for them to make the call. It might mean shaping priorities instead of simply executing the ones you’ve been given.   The exact move will be different depending on where your gap is.   But the goal is the same: Start operating in ways that give the organization evidence that you can handle the VP role before you have the title.

Your Next Steps Knowing what VP-ready looks like gives you the destination. Building the path there is the harder part.   You still need to figure out where your biggest gaps are, how to create opportunities to demonstrate the next level in your current role, how to change the way executives experience you, and how to turn all of that into a credible promotion case.

The Internal Operating System of a True Executive

 

People love to tell ambitious leaders to “act like an executive.” Think more strategically. Be decisive. Own the room. Show more leadership presence.   Useful advice, except for one small problem: What does an executive actually do differently?   I’ve spent years trying to demystify that question because getting promoted to VP isn’t simply about becoming better at the job you already have.   At some point, senior leaders have to believe they can hand you a meaningful part of the business and trust you to run it. That requires a different operating system.   I was reminded of this recently when I heard Leila Hormozi explain how she evaluates executives for her nine-figure business.   She was speaking as a CEO deciding whom to hire, but I immediately thought about the other side of that decision: If this is what CEOs need from their executives, what would you need to demonstrate now to prove you can operate at that level?   Because executive behavior often reveals itself long before you have the title. I saw this recently with two clients.   One had just been promoted to Director and was struggling with a decision he knew some people on his team wouldn’t like.   He wanted to be collaborative, so he asked for feedback. Then more feedback. Eventually, instead of making the decision himself, he let the team decide. He regretted it almost immediately.   The mistake wasn’t asking for input. Executives absolutely should. The mistake was confusing collaboration with transferring ownership of the decision.   Compare that with another client who found herself in a meeting that had completely gone off the rails.   People were debating different issues, the conversation kept expanding, and no one seemed capable of landing the plane.   So she stopped the discussion and asked a few simple questions: What are we actually trying to decide? What matters most here? What information do we really need to move forward?   Five minutes later, the meeting ended with a decision.   She didn’t dominate the room or have some brilliant answer nobody else could see. She created direction when the room needed it.   That is executive behavior. And it’s exactly what I mean by having a different operating system.

The 5 Tests of Executive Readiness You don’t need the VP title to start operating like a VP. These five tests will show you where you already are and where your current operating system may still be holding you back.   1. When there’s no direction, do you create it? High performers are often exceptional executors.   Give them a goal and they’ll figure out how to achieve it. Give them a problem and they’ll solve it. Give them an impossible deadline and somehow they’ll make it happen.   That skill can take you very far. But eventually the question changes.   Senior leaders stop asking: Can this person execute our strategy?   And start asking: Can this person help create it?   Executives don’t need someone else to consistently define the path before they can move. They look at the business, identify what matters and form a point of view about what should happen next.   Their internal operating system shifts from: “Tell me the goal and I’ll execute.”   to: “Here’s where I think we need to go, why it matters and how I recommend we get there.”   That doesn’t mean ignoring your boss or making decisions in a vacuum. It means bringing clarity instead of waiting for it.   The test When something is ambiguous, what do you typically bring your leadership team? A question? Or a recommendation?   Gather the information you need, but don’t outsource the thinking. Bring the first draft of the answer.   2. When you enter the conversation, does the thinking change? This may be one of the most overlooked signals of executive readiness. Executives don’t simply contribute to conversations.   They change them.   They challenge assumptions. They connect things other people haven’t connected. They ask questions that expose the real issue underneath the obvious one.   Leila made a point I loved: you know someone is executive material when you leave the conversation thinking differently than you did when you entered it. That’s a high bar. And a useful one.   It’s easier to become excellent at adding value to the discussion.   You know the data. You provide context. You answer questions. You explain what your team is doing.   Executives are expected to do something more. They change the trajectory of the business by changing the quality of the thinking.   The test Think about your last few meetings with senior leaders. Did you mostly reinforce, explain and respond? Or did you introduce a perspective that changed how people saw the problem?   The next time you’re in an important meeting, don’t just ask: “What can I add?”   Ask: “What are we not thinking about that we should be?”   One great insight or gap can demonstrate more executive potential than ten minutes of impressive commentary.   3. If your scope doubled tomorrow, could your organization handle it? One of Leila’s most interesting observations was that when a CEO hires an executive, they aren’t really evaluating one person. They’re evaluating the organization that will exist underneath that person.   A VP isn’t simply responsible for producing great work. They’re responsible for building an organization capable of producing great work at scale.   This is where strong leaders can accidentally limit themselves.   They know everything. They solve the hardest problems. They’re involved in every important decision. Their teams depend on them. Which feels valuable.   Until someone considers doubling their scope. Now their indispensability becomes a liability.   The test Imagine your CEO doubled your responsibilities tomorrow.   Would your current leadership model stretch? Or snap? Can your team make strong decisions without waiting for you? Are you developing people who can take on bigger problems? Can work keep moving when you’re not in the room?   Your job is not to become the strongest person on the team. It’s to build a stronger team.   4. When a problem repeats, do you solve it again or redesign the system? A recurring problem is rarely just a problem. At executive level, it’s usually a signal that something in the system isn’t working.   Maybe ownership is unclear. The incentives are wrong. The process breaks at scale. Two functions are operating from different assumptions.   Strong executors become excellent at rescuing the business from these problems.   Executives ask why the rescue keeps being necessary. Because you cannot scale heroics.   If you solve the same problem brilliantly every quarter, congratulations: you have become incredibly efficient at tolerating a broken system.   The test Look at what keeps landing back on your desk. What have you already solved more than once?   Instead of asking: “How do we fix this?”   ask: “What needs to change so we stop having to fix this?”   Executives don’t just manage the work. They improve how the business works.   5. Can the business succeed without you? This is the most counterintuitive test. High achievers spend years trying to become indispensable. Executives do the opposite.   They build teams, systems and leaders that make their constant involvement unnecessary.   As Leila puts it: “The best executives make themselves unnecessary.”   Which sounds slightly terrifying when you’ve spent your career proving how valuable you are.   But executives aren’t paid to protect their current responsibilities. They’re paid to create the next version of the business.   If you’re still the only person who can make the decisions, maintain the key relationships or solve the complicated problems in your current role, you haven’t created room to take on something bigger.   The test Ask yourself: If I disappeared for a month, what would actually break?   Every answer is a clue.   That’s where you may still be operating as the person who keeps the machine running instead of the executive who built a better machine.

Your Next Steps Go back through the five tests and answer them honestly:   When there is ambiguity, do you create direction? When you enter the conversation, do you elevate the thinking? If your scope doubled, could your organization grow with it? When problems repeat, do you redesign the system? And as the business becomes stronger, does it become less dependent on you?   You don’t need to master all five at once. Choose the one where your evidence is weakest and practice it intentionally this week.   Bring the recommendation instead of waiting for direction. Ask the question that changes the conversation. Develop someone to take on more. Fix the system instead of fixing the same problem again.   Because becoming an executive isn’t about looking more senior. It’s about proving you can be trusted with more of the business.   And that proof starts long before you get the title.

7 Habits to Build Executive Presence

 

No one tells you how invisible you can feel in a room full of senior leaders.   You know your business. You’ve done the work. You may even know more about the topic than half the people in the meeting. And yet, somehow, you disappear.   I remember sitting in meetings early in my career, listening carefully, taking notes, waiting until I had something smart enough to contribute. By the time I was ready to speak, the conversation had moved on.   Or I would finally get the floor and give a thoughtful, detailed answer that somehow didn’t land, while the executive who had just summed up their entire point in two sentences got the head nods.   I looked at that leader and wondered: would I be able to command the room like that one day?   For a long time, I thought executive presence was something I would develop as I became more senior. That it will come with the title. I had that backwards.   You don’t become a VP and suddenly learn how to command a room. You demonstrate the behaviors first and the title catches up. And surprisingly, they’re not all about winning in big rooms or making bold moves.   Executive presence is built in ordinary meetings, status updates, emails, Slack messages, difficult conversations, and decisions. It’s built in how you communicate when things are going well and, even more importantly, in how you respond when they aren’t.   And it’s not just one behavior, its a set of small signals that compound and create your reputation.   How you show up every day sends a message. The question is, are you sending the right one?   Let’s see which behaviors scream “executive potential”.

7 habits that build executive presence every day Here are seven habits that helped me build my presence long before I had the title.   1. Get to the point faster Early in my career, I thought a good answer proved that I had thought through every angle. So I gave people the journey. The background. The context. The analysis. The caveats.   Eventually, I learned that senior leaders usually want the destination first.   They don’t need the details, they need to know what matters, why, and what you need from them. Don’t aim for through, aim for sharp.   If all they needed is someone who can repeat the details they’ll use GPT. Your job is to do the thinking for them, so they have a much easier time deciding.   The best way to do that? If a senior leader asks for an update, start with the end: “We’re on track for launch. The only risk is vendor timing, and we have a contingency in place.”   Then stop. If they want the backstory, they’ll ask.   It’s better to add more information on demand, than try and backtrack after rambling and sharing too much.   The habit is simple: before you speak, decide what the bottom line is.   Can you make your point in roughly 30 seconds? Not because every conversation needs to be short, but because if you can’t explain the point clearly, you probably haven’t decided what matters most.   2. Speak before you have all the answers This was a big one for me. I used to wait. I was terrified of saying something wrong, or stupid.   I wanted to understand the conversation first. Make sure my point was useful. Avoid saying something obvious. Be certain I had enough information before weighing in. All reasonable instincts.   Except at senior levels, you almost never have 100% of the information but you still need to form a point of view and communicate it.   Waiting to be called on won’t demonstrate your executive potential. Raising your hand, even when you don’t know if you are right will. That means you need to ask the question no one wants to ask.   Make the observation. Offer the recommendation based on what you know today.   You don’t need to pretend you’re certain when you’re not. You do need to become comfortable sharing a perspective before every detail is known.   Because if you wait for complete certainty, there’s a good chance you’ll never get to speak, and no one will see your brilliance.   3. Protect your time and attention This one can feel counterintuitive. We’re often taught that being responsive, available, and willing to help makes us valuable. And it does.   Until everybody else’s priorities start becoming more important than yours.   You accept every meeting. Jump into every fire. Say yes to every request. Solve problems that someone else should own.   Before long, your calendar is full, you’re incredibly useful, and you have almost no time left for the work that actually requires you to lead.   You may feel good about being busy, but to the outside world it would seem like you are wrapped up in busy work, not leadership.   Senior leaders control their time and how they spend it. They know they need to protect where their attention goes. That means sometimes saying: “I can help, but not this week.”   Or: “I don’t think I need to be in this meeting. Can you send me the decision afterward?”   Or simply deciding that a problem does not require your involvement.   Protecting your time isn’t about becoming unavailable. It’s about knowing what deserves your attention and being willing to act accordingly. That is prioritization. And prioritization is a leadership skill.   4. Hold your ground without becoming defensive I’m sure you’ve experienced this one.   Someone interrupts you. A senior leader challenges your recommendation. The room pushes back.   These moments are easy to underestimate, but they reveal a lot about your presence.   Some leaders immediately retreat. Others launch into a long defense designed to prove they were right.   Neither is particularly effective.   Holding your ground with grace can be as simple as: “Let me finish this thought, then I want to come back to that.”   Or: “That’s a fair concern. The tradeoff I’m worried about is…”   Or: “I’m open to changing my recommendation. Can I understand what’s driving your concern?”   You don’t need to win every argument or fight for airtime. You do need to show that your point of view deserves consideration, and can survive a challenge.   5. Build support before the meeting Executives know how to influence others. That might show up as getting buy in, securing headcount or getting more budget.   That influence doesn’t come from building the best deck or having the most information. It comes from securing support way before the meeting starts.   Senior leaders understand that people move the business.   So before an important decision, they talk to the people who matter. They understand concerns. Test their thinking. Find out where resistance is coming from. And build common ground.   Sometimes they change the recommendation before the meeting because those conversations exposed something they hadn’t considered.   This is what politics is all about, in the best sense. It’s influence.   The goal isn’t to manipulate the outcome behind closed doors. It’s to secure support in advance through alignment.   And leaders who can influence others and gain support are perceived as more seasoned and ready for VP and C-suite roles.   6. Make the call when others won’t Some decisions have an obvious right answer, but the big ones often don’t.   You have incomplete information. Every option has a downside. Different stakeholders want different things. And at some point, somebody still has to decide.   No one wants to make a mistake, but part of showing up as an executive is having the ability to choose anyway. To set direction, to pick a lane, even if you are not sure. And, and this is a big one, if it pisses off other people.   Your job as an executive is not to make everyone happy. It’s to do what is best for the company, the mission and the goal.   You can ask for feedback, consider opinions, but at the end of the day, you need to decide.   You won’t always make the perfect call, but that’s okay. It’s not the goal. The goal is to decide, even when it’s hard and take responsibility for a direction when certainty isn’t available.   That is a very different signal from waiting for someone else to make the difficult choice for you.   7. De-escalate when tension rises Executive presence becomes especially visible when things stop going according to plan. A project fails. Someone gets angry. Two leaders disagree.   Suddenly, everyone in the room has more emotion and less perspective and the room get’s noisy.   Don’t get dragged into the chaos. Become a source of calm and composure.   Sometimes that means slowing the conversation down. Separating what actually happened from the assumptions people are making about it. Clarifying what people are really disagreeing about. Moving the conversation from blame to what happens next.   The person who can help a tense room regain perspective carries a very different kind of presence and influence.   Not because they are the loudest or most confident person there. Because when the pressure rises, they help everyone else think more clearly and de-escalte a tense situation.   The real way executive presence gets built Executive presence isn’t something you “perform” for an all-hands presentation. It isn’t what happens during one impressive meeting with the CEO.   And it doesn’t magically arrive once you have enough years of experience.   It’s a practice you build in the daily moments that barely feel important.   The Slack message you send on Tuesday morning. The team meeting where someone interrupts you, and you respond calmly. The update where you choose the headline instead of giving everyone the play-by-play. The decision the room was avoiding and you were able to make.   One of those moments probably won’t change how anyone sees you. But hundreds of them will.   That’s how executive presence gets built. Small behaviors, repeated often enough that they eventually become simply how you show up and how others see you.

Your Next Steps Don’t try to fix all seven. Pick the one habit on this list that would most change how you currently show up and practice it deliberately for the next two weeks.   If you ramble, lead with the headline. If you wait until you know everything, practice forming a point of view sooner. If your calendar belongs to everyone except you, protect your priorities. If pushback makes you retreat, practice holding your ground.   The goal isn’t to “have executive presence” for your next important meeting. It’s to practice these behaviors often enough that when the important meeting happens, you don’t have to perform. You just know what to do.