Law firms are grappling with a systemic issue in how the concept of executive presence is envisioned and communicated, particularly to underrepresented groups, including women, people of color, and the LGBTQIA community. As these groups strive to move into leadership roles, they frequently encounter feedback suggesting their executive presence is inadequate, impeding their progress. The traditional idea of executive presence often excludes women, introverts, people of color, the disabled, and older individuals.
An example shared by Holly Amaya in a recent article illustrates the challenges faced by marginalized individuals. A senior associate nearing a partner role at a large law firm struggled to align her introverted style with her aggressively assertive partners. Despite her excellent work product, she received vague feedback to improve her executive presence, without actionable advice or a clear path forward.
This situation is not unique and underscores a broader issue within the legal profession and corporate America. Research from Coqual, formerly the Center for Talent Innovation, reveals that the executive presence gap has kept women and people of color in junior roles despite their qualifications. As of 2023, Black leaders occupy just eight chief executive roles among Fortune 500 companies; women lead 10.3%. These numbers, though milestones, are still low.
Executive presence is commonly defined by ambiguous qualities such as “gravitas,” communication, and appearance. Think pieces abound but rarely offer a definitive roadmap for individuals to develop these traits. Real change requires commitment from the highest leadership levels to offer specific, behavior-anchored feedback. Vague statements like “you need to step up” must be replaced with clear, actionable advice.
Law firms must reassess how management views leadership presence, emphasizing specific qualities and behaviors that represent effective leadership. Are firms prioritizing those who are the loudest or most vocal, while overlooking other essential characteristics? Effective leaders are confident, thoughtful, authentic, generous, and ethical—qualities not exclusive to any one group. Recognizing and rewarding these traits across diverse individuals will enrich the talent pool and advance more equitable leadership within firms.