The Culture You Inherit. The Character You Bring.
The Culture You Create.
Let's have a little tough-love conversation about executive presence. You inherited a culture. You didn't create it. Some of it is wonderful. Some of it is dysfunctional. And some of it may be the very reason you were hired.
But here's the uncomfortable truth: You may not have created the culture, but you are responsible for what it becomes.
Culture isn't the values posted on the wall. It's what gets rewarded, what gets tolerated, how decisions really get made, and what happens when the boss isn't around.
Character? That's who you are when the decisions are difficult, the stakes are high, and doing the right thing comes with a price.
Executive presence is where the two meet. It's how your character shows up in the organization you lead.
Let's have a little tough-love conversation about executive presence. You inherited a culture. You didn't create it. Some of it is wonderful. Some of it is dysfunctional. And some of it may be the very reason you were hired.
But here's the uncomfortable truth: You may not have created the culture, but you are responsible for what it becomes.
Culture isn't the values posted on the wall. It's what gets rewarded, what gets tolerated, how decisions really get made, and what happens when the boss isn't around.
Character? That's who you are when the decisions are difficult, the stakes are high, and doing the right thing comes with a price.
Executive presence is where the two meet. It's how your character shows up in the organization you lead.
So, let's look in the mirror.
You say you want accountability. But do you hold your most talented executives to the same standards as everyone else?
You want innovation. But what happens when someone challenges your thinking or takes a risk that doesn't pay off?
You want an empowered team. But are you still making decisions two or three levels below your pay grade?
You want collaboration. But do your compensation systems, promotions, and recognition actually reward it?
You cannot communicate your way into a new culture while maintaining the systems and behaviors that reinforce the old one.
And before you start changing everything, take a good look at what you've inherited.
- What deserves to be preserved?
- What no longer serves the business?
- What must be different for the organization to succeed tomorrow?
Then build a plan. Change the systems. Clarify expectations. Develop the people. Make the hard decisions. And expect resistance.
Not everyone resisting change is stubborn or protecting the status quo. Some are frightened. They aren't sure they can succeed in the organization you're describing. Their resistance may sound like concern for the business when, in fact, they're worried about their own survival.
Listen. Understand. Support their development. Give them a chance to succeed.
But don't confuse compassion with permission to stand still.
We've spent years encouraging leaders to listen, build consensus, empower teams, and lead collaboratively. All important. But have we become so focused on getting everyone on board that we've forgotten something fundamental?
Leaders must lead.
You won't always have consensus. You won't always be popular. And you certainly won't always be comfortable.
SAGE Advice
Years ago, I had a brilliant boss who told me that, for all our sophisticated assessments and leadership models, success ultimately comes down to two things:
- Are you smart enough?
- And do you have more perseverance than anyone else?
I've never forgotten that advice.
Because changing culture isn't a campaign. It's an endurance sport.
The first announcement is easy. The strategic plan is exciting. The leadership retreat generates enthusiasm.
Then Monday morning arrives.
The old behaviors return. The difficult executive is still difficult. The systems haven't changed. People wait to see whether this is another initiative they can outlast.
And they're watching you.
- Will you hold the standard when it's inconvenient?
- Will you address the executive who delivers results but damages the team?
- Will you stop rescuing people from decisions they should own?
- Will you stay focused on the future rather than retreating into the operational work where you're most comfortable?
Think Rocky
When the fight gets difficult, will you get up again? And again? Including that last time?
Perseverance isn't stubbornness. It's having the wisdom to change your approach without abandoning your purpose. It's knowing when to listen, when to adapt, and when to stand firm.
And it's having the character to keep showing up as the leader your organization needs, not simply the leader you're most comfortable being.
Here's the tough love
Your people are watching what you do, not just listening to what you say.
You inherited the culture. What are you doing to change it? And when the going gets tough, will you still be leading?
I believe in you,
Join the Conversation
Let’s continue this discussion on LinkedIn. I’d love to hear your insights, experiences, and successes (or stumbles) as you strengthen your Emotional Intelligence.
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Here’s to a month of clear, impactful communication together!