Many organizations seem to have a clearly defined career path. After a few years in a professional role, you become a manager. Then, depending on the opportunities available, the organization’s needs, recognition of your potential, and the context, the next step becomes apparent: an executive role.
For many, this seems like a natural next step, often involving more influence, responsibilities, and recognition. But before you set your sights on this kind of promotion, ask yourself: Do you really want to move into an executive role?
The question may seem surprising. After all, why would you turn down the chance to have more of an impact? Yet the title may not be what most people imagine.
It’s not just a step up
We tend to think of our career as a ladder, where each new role represents a step up from the last. But moving from a managerial role into an executive one is a completely different ballgame.
Beyond the new title and broader responsibilities, this transition also involves sacrifices: giving up on being the one people turn to for answers, letting go of having a say in every decision, and sometimes stepping back from day-to-day operations to focus more on reflecting, influencing, and preparing for the future. For many leaders, this transformation is incredibly stimulating, but for others, it means giving up what truly drives them.
The operations manager is generally very involved in the day-to-day work. Their role consists of supporting their team, solving concrete problems, and making decisions that deliver tangible results relatively quickly.
The executive’s role, on the other hand, exists on a different plane. The focus is more on the future than on the present. They have to deal with ambiguity, strike a balance between competing priorities, and make decisions that will only yield results months or even years down the line. In other words, success depends less on their expertise or execution skills and more on their ability to influence others, foster a shared sense of purpose, and navigate complexity.
Executive presence: more than just a matter of image
Executive presence is often used to describe a leader’s confidence, credibility, or charisma. But in reality, it’s about far more than the image they project.
Developing an executive presence means learning to see the organization as a system rather than viewing it solely through the lens of your team or your role. It requires taking a step back, broadening your perspective, and recognizing that it’s almost impossible to please everyone.
This approach manifests itself in particular through:
- the ability to think long term
- a systemic understanding of the issues
- a greater tolerance for uncertainty
- the ability to influence without necessarily controlling
- a willingness to prioritize the organization’s best interests over those of your business sector
- the ability to become your own advisory committee when nobody else can make decisions in your place
- the ability to make complex decisions based on principles and values, even when the answers aren’t clear-cut
Beyond responsibilities and decisions, a new way of carrying out your role must therefore take shape. According to Amy Cuddy, an American social psychologist known for her work on presence and confidence, the way you carry yourself influences not only how others perceive you, but also how you behave and take your place in the world.
The question few people ask themselves
Let’s consider the example of a manager I met with as part of a development coaching session. Known for his ability to mobilize his team and deliver results, he had been identified as a potential candidate for a VP position for several years.
During a discussion about his career goals, I asked him what appealed to him most about a potential executive role. He thought about it briefly and then gave an answer that surprised me: “Honestly, I’m not sure if it’s the role itself that appeals to me. I think it’s mostly because I’ve always assumed it was the next step.”
This realization sparked a much deeper conversation. As he explored his motivations further, he realized that what energized him most was helping people grow, working closely with teams, and solving real-world problems.
Now, years later, he’s still in a key leadership role, but has chosen a different career path. Not because he wasn’t cut out for an executive role, but because he realized that it didn’t align with how he really wanted to use his talents.
His story highlights a key point: the distinction between having the potential for executive leadership and aspiring to it.
In potential assessment, we often see managers who have many of the characteristics needed to succeed in executive roles. But having the potential to become an executive isn’t the same as aspiring to be one.
Some people have the ability to move up to the highest levels of leadership but are happier in roles that allow them to stay close to teams, clients, or operations.
Potential answers the question: “Could I serve in an executive role?” Aspiration answers the question: “Do I really want to?”
However, when a career opportunity comes along, discussions are often centred on the skills required or chances of success, and rarely on whether the person actually wants the job.
Making conscious choices
Organizations have long portrayed the ability to rise to senior management positions as the ultimate measure of professional success. But this view has started to shift.
People nowadays are more inclined to seek alignment rather than advancement. They want to make a meaningful contribution while remaining true to their core motivations, strengths, and aspirations.
Given this, it’s still worthwhile to develop an executive presence, even if you have no desire to serve on an executive committee.
Three questions to ask yourself before pursuing an executive role
- “If the title and compensation were the same, would I still choose an executive role?”
This question helps clarify whether you’re primarily drawn to the status or the actual responsibilities of the position.» - Which activities do I find most stimulating in my current role?
Is it developing people, solving concrete problems, and being on the front lines? Or is it thinking about organizational challenges, influencing strategic directions, and navigating complexity? - “What kind of impact do I want to have?”
Some leaders want to transform their organization as a whole. Others prefer to have a direct and visible impact on their teams. Both are valuable. The key is to recognize which approach aligns best with what drives you today, while keeping an open mind as your aspirations evolve.
In short
Moving into an executive role isn’t just a promotion. It’s often a shift in identity.
Before asking yourself how you can develop your executive presence, take the time to consider a more fundamental question: is that really the kind of contribution you want to make?
Ultimately, the most sustainable leadership isn’t one that meets other people’s expectations. It’s one that reflects who you are today… and who you aspire to become.
Reference:
Cuddy, A. (2012). “Your Body Language May Shape Who You Are.” TEDGlobal.
https://www.youtube.com/watch?v=Ks-_Mh1QhMc
