Beyond the Meeting Room: Jill Avey on the Unseen Aspects of Executive Presence

In a recent LinkedIn post, Jill Avey delves into a often-overlooked dimension of executive presence, emphasizing that a leader’s impact is judged not only on their performance within meetings but also on how they are perceived to operate when absent. Avey, who is certified in executive presence and has dedicated years to studying its creation, highlights that most conventional advice focuses solely on in-meeting behaviors like presentation and confidence.

However, Avey argues that a more critical component, and one that many directors fail to cultivate, is the expectation of how a leader will function in their absence. This involves clear communication about their decision-making processes, core values, and ability to navigate unforeseen challenges.

“How do people expect you to operate when you’re not there? Do they know how you’ll make a decision? Do they understand what matters to you? Can they predict what you’ll do when something doesn’t go according to plan?”

The Shadow Assessment of Leadership

Avey points out that this ‘off-camera’ assessment significantly shapes perceptions of a leader’s effectiveness and reliability. While in-meeting presence is important, the ability for colleagues and superiors to anticipate a leader’s actions and rationale in their absence builds a deeper level of trust and predictability. This is particularly crucial for women in leadership, as Avey discusses her work in developing a customized executive presence model based on BTS’s research, specifically tailored for the women her organization coaches.

She contrasts this practical approach with more generic advice, stating:

“Because it gives women something much more useful than ‘be more confident’ or ‘have more presence.’ It gives us specific things we can actually work on.”

Deconstructing ‘How I Operate’

In Episode 63 of her podcast, Avey focuses on the first of five facets of executive presence: ‘How I Operate.’ This section further breaks down into four key elements: practical wisdom, intentionality, integrity, and vision. Avey shares a personal anecdote illustrating a common pitfall within practical wisdom.

She recounts her past tendency to misinterpret financial pushback on marketing spend as a personal attack. Her initial reaction was to over-explain and amplify her arguments, a response that stemmed from a flawed internal narrative about the finance department’s intentions. As Avey explains:

“Every time the finance guy pushed back on my marketing spend, I decided he was against me. So I’d explain myself again. I’d give him more information. I’d make the case harder. Sometimes, I’d probably make it louder.”

This personal experience led her to a crucial realization: the story one tells oneself about another’s actions can significantly influence one’s own behavior and the resulting interaction. Understanding this internal narrative is key to operating more effectively, especially when direct oversight is not present.

Navigating the Unseen Judgements

Avey emphasizes that at senior levels, the focus shifts from mere task competence to the manner in which work is executed and how leaders conduct themselves under pressure or in absence. This ‘how’ becomes a primary determinant of long-term leadership potential and influence.

“Because at this level, nobody is wondering whether you can do the work. They’re watching how you operate while you do it. And, eventually, they need to know how you’ll operate when they’re not watching at all.”

Her insights, shared through her podcast, aim to equip leaders, particularly women, with actionable strategies to cultivate this essential, yet often underestimated, aspect of executive presence.