Executive presence development for a global leadership cohort

Context

A global function within a multinational healthcare organization had grown its senior leadership team rapidly through internal promotion and acquisition. Technical credibility within the team was strong; senior-stakeholder credibility, the ability to brief the corporate executive committee, hold the room with regulators, take a hostile question without losing weight, was inconsistent and limiting career progression for several otherwise high-performing leaders.

Approach

• 01Pre-programme 360 with senior-stakeholder feedback as the dominant input
• 02Two-day intensive on executive presence with rehearsal of real briefing scenarios from the participants' actual quarter
• 03Per-participant follow-on coaching focused on one specific stakeholder relationship each
• 04Six-month observed-behavior reassessment by the participant's senior sponsor

Outcomes

• ●13 of 15 participants rated by senior sponsors as observably stronger in stakeholder presence at six months
• ●Three participants progressed to next leadership level within twelve months
• ●Programme adopted as a standard developmental milestone for senior promotions in the function
• ●Methodology integrated into the function's leadership-development curriculum

“Our technical leaders were ready. The room was the gap. This work closed it.”