Why ‘Executive Presence’ Feedback Fails Brilliant Technologists, According to Stephanie Hills, Ph.D.

In a recent LinkedIn post, Stephanie Hills, Ph.D. critically examines the often-vague feedback surrounding “executive presence,” arguing that it can unfairly stall the careers of highly capable technical leaders. Hills, drawing on her experience across three Fortune 500 tech executive roles, highlights a common scenario where brilliant problem-solvers and trusted technical experts are passed over for promotion with nebulous reasoning.

As Stephanie Hills, Ph.D. observes:

“You lack executive presence.”

Those words stall brilliant careers.

She elaborates on the frustration this feedback creates, noting that individuals who have dedicated years to building skills, earning trust, and delivering tangible results are left wondering what specific, actionable steps they need to take. This lack of clarity, Hills contends, is a significant disservice to developing talent.

The Ambiguity of “Executive Presence”

Stephanie Hills, Ph.D. points out the inherent vagueness in the term “executive presence” when used as a reason for career stagnation. She recalls instances where technical leaders, lauded for their deep problem-solving abilities and the trust they commanded from their teams, were deemed “not ready” for advancement. The feedback, often characterized as “they need more executive presence” or “they’re rough around the edges,” lacked concrete definitions and actionable guidance.

According to Stephanie Hills, Ph.D., the core issue is that this feedback is often unexplainable:

What did they need to do differently?
Too often, no one could give them a clear answer.

This ambiguity, Hills argues, prevents individuals from understanding and addressing any perceived gaps, ultimately hindering their professional growth. She emphasizes that a leader’s effectiveness is not tied to a single personality type, citing her own experience leading over 250 engineers across seven countries.

Actionable Feedback for Growth

Stephanie Hills, Ph.D. advocates for a shift towards providing specific, teachable behaviors rather than relying on subjective and undefined concepts like “executive presence.” She proposes that if leaders are to grow, they deserve feedback that offers a clear path forward. Drawing inspiration from conversations with Brené Brown and Adam Grant, Hills identifies seven concrete behaviors that can be learned and practiced:

• Answer first, then explain: Start with the recommendation and follow with the reasoning.
• Listen to understand: Allow others to finish speaking and ask clarifying questions before stating one’s own view.
• Stay steady when challenged: Pause before responding, and seek to understand the root of concerns.
• Connect work to business impact: Articulate how contributions affect customers, revenue, costs, or risk.
• Make points with examples: Use short, relevant stories to enhance understanding and retention.
• Give people room to respond: Avoid filling every silence to allow others space for thought and contribution.
• Address conflict directly: Name disagreements, establish shared goals, and work towards decisions.

Hills highlights “Problem solver who is calm in crisis” as a particularly valuable trait. These specific behaviors, she asserts, are what managers should be able to articulate if a genuine developmental gap exists.

Seeking Clarity and Action

For individuals who have received feedback about lacking “presence” but are delivering strong results, Stephanie Hills, Ph.D. encourages them to seek clarification. She suggests asking direct questions such as:

“Can you give me a specific example and tell me what you wanted me to do differently?”

Conversely, she advises those giving such feedback to be prepared to provide concrete examples and explain the desired behavioral changes. In her view, professionals should not have to navigate their career advancement through guesswork. Stephanie Hills, Ph.D. concludes by offering her services for those seeking to understand the specific obstacles hindering their next career move, inviting them to book an Executive Advisory Conversation.