We’re here to put a dent in the universe” was a motto of the late Steve Jobs. Of course, no company will likely transform technology, communication and global culture like Apple, but most do strive to make substantial differences and rise to the top of their sectors. Doing so requires a figurehead with more than a big title. One make-or-break trait widely shared among the most successful leaders no matter the size of their business: executive presence.
Maggie Vo
photo Courtesy Of Fuel Venture Capital
Traditionally, executive presence has been defined by the 7Cs: composure, connection, charisma, credibility, clarity, conciseness and confidence. Confidence is among the most essential, according to Maggie Vo, CIO and managing partner of Fuel Venture Capital, a Miami-based VC firm. “You have to inspire it at all levels. You need to instill trust in your subordinates that you’re someone they want to follow. Exude confidence to your seniors or peers and you always have to champion your inner self. As a woman in venture capital, for example, I’m part of a small minority, so I’m always reaffirming for myself the unique value I bring to the table and the hard work I’ve done to get here,” the Boca Raton resident says.
Rarely is someone just handed the top job, which is why Vo believes building executive presence and showing leadership abilities early on is crucial to career growth.
“Executive presence is earned,” she explains. “Do your homework, be prepared and become highly knowledgeable in the subject at hand.”
Jared Shapiro
photo Courtesy Of The Tag Experience
Jared Shapiro, founder and managing director of The Tag Experience, a global, Miami-based full-service public relations agency, agrees. “An attitude of ‘fake it ’til you make it’ won’t get you far,” he says. “No one wants an imposter on their team. You have to look polished on the outside, but it’s important that what’s on the inside is polished, too.”
Unless you’re gunning for a position at Vogue (where Anna Wintour is notorious for judging the clothing labels of would-be staffers she interviews), it’s not hard to pull together a professional look from reasonably priced brands. What matters more is how you carry yourself. “Showing up on time, sitting up straight, dressing appropriately and going the extra mile: Those are easy ways to start developing your presence, through small habits and consistent actions that will build your reputation within the company and make people take you seriously, respect you and eventually, follow your lead,” says Vo.
That extends to your off-hours to a degree, particularly in the age of social media. Exercise caution with your content and if you think it’s something you wouldn’t want a potential hiring manager to see, hold off. “Yes, what you do during your personal time is on you, but at the end of the day, everything reflects your brand.” Many larger companies have social media guidelines about what is and isn’t acceptable, and violating those policies is a legal, fireable offense. It’s worth pointing out that once they reach the C-suite, many executives opt out of social media entirely, except for LinkedIn.
In meetings, piping up to make yourself known might be tempting, but Vo advises being more strategic with your words. “Speak when you have something of value to add.”
Be sociable, but also be conscious of the fine line between schmoozing with senior management and shameless sucking up. “Aim for authentic without going overboard,” says Shapiro. “Again, people can sense fake a mile away. But when you connect with someone and they like you, they’ll want to keep you near, whether that means promoting you or — and this has happened to me many times — they like the way you operate so much, they’ll take you with them when they leave the company.”
If there’s an executive whose leadership style you admire, endeavor to emulate it. Ask for and be open to feedback from them.
If you have to cry, go outside is oft-quoted office humor, but there is a lesson of truth to glean from it: don’t allow yourself to get emotional in response to critique or criticism. Not every instinct or decision you make will be the right one, but everything is a learning experience.
As you climb the ladder, you’ll only be as strong as the team you build around you, which means aligning yourselves with people you trust and empowering them to do their best. “Good leaders want their employees to shine,” Vo notes. “When they do well, recognize their achievements. Sometimes, it takes as little as a sincere thank you to show your appreciation and earn their loyalty.”
Being an effective leader also means recognizing that you can’t — and shouldn’t — try to do everything yourself or micromanage to the extent that it fosters resentment among those working under you. “Having the confidence to delegate is so important,” says Shapiro. “You have to trust your team — that’s why you hired them! Anyone threatened by rising talent is insecure. In business, someone will always be coming after your job. You have to fend it off so it doesn’t affect your productivity or mentality. Good leaders have a plan, make decisions, communicate, teach, but also listen and learn and collaborate.”
One impasse leaders often have to navigate: being friendly with their staff while creating clear professional boundaries. “Yes, you can be friendly, but ultimately, you’re the boss and your bigger priority is being a leader.”
Shapiro adds that heavy responsibilities, like restructuring, layoffs or firings are inevitable. There’s no easy way to do it, but making those tough decisions and delivering the news is easier on both sides when lines are drawn and clear and corporate relationships are in place.
Tim Cook
Photo Courtesy Of Apple
It’s important to recognize that workplace culture has shifted in the past several years. The rise of remote work and flexible schedules due to the pandemic has also led to an expectation of increased empathy and cooperation from our employers.
This contrasts sharply with the premise of the Apple TV+ series “Severance,” where employees have memories of their personal lives wiped blank while at the office, serving as a ridiculous satire of extreme workplace control. In reality, we’re less afraid to speak about our individual needs and accommodations and look to our bosses to collaborate on win-win solutions. Why should they? To hold on to loyal, hardworking talent.
“In 2024, you’ve got to be compassionate and understand that people have a lot going on in their lives,” says Shapiro. “If you treat them right, they’ll return the favor with commitment and hard work. Good leaders have a plan, make decisions, communicate, teach, listen, learn and collaborate.”
If they do, they’ll likely end with a flourishing company and a lasting legacy.
“People with the most to teach live like they have the most to learn,” current Apple CEO Tim Cook reflected on what would have been Jobs’ 68th birthday in 2023. “Steve loved learning. He was the most curious person I’ve ever met, which made him the best teacher I’ve ever known.”
