As we step into October and the fall season is now in full swing, the familiar pressure to ramp up production, establish goals and optimize time returns reemerges - all things associated with “back to school” and essentially, back to the office. Yet before we accelerate into year-end mode, I invite us all to take a moment to pause so that we may better understand how we can be more true to ourselves and our path forward. I’ve had some profound conversations in recent months with leaders who are feeling the weight of what it means to show up authentically in our rapidly evolving world. This question keeps coming up - how does one bring innovation to their executive approach when the old ways of showing up don't work anymore? I’m hearing repeatedly that leaders are being asked to perform at “the next level” but without any clear definition of what that means. As a bicultural leader myself, I understand this challenge intimately—the constant work to uplevel, to be true to your approach beyond just personal branding, while navigating multiple cultural prisms.

We're living in an age where AI can generate presentations and analyze data, yet what I'm witnessing is a deep hunger for something AI will never be able to touch: authentic human connection. This is the kind of presence that creates space for others to grow. AI can generate generic content, but it can't capture your unique voice, cultural context, or individual leadership philosophy.

Here’s an example - when someone visits a hotel website, it can be well-devised and comprehensive, leading a guest to have certain expectations when they arrive – tied to the in-person experience of the hotel’s setting, staff and services. Ideally, this hi-tech virtual experience prior to arrival has to match up with the human to human experience.

When applying this to executives, it is the need to develop this same kind of intentional presence for themselves and understanding who they are, how they enjoy interacting and what they’re wanting to give to others. When you work for a brand, there is a team that works on a strategy to develop a vision, mission, and values. When you are operating as an executive on your own, you need to develop all of this for yourself. Doing the inner work which AI can't do. However, this is easier said than done. You know what you know, but you don’t know what you don’t know. Often you don't get feedback from others on whether your actions are creating the impact you intend.

A recent colleague shared that “AI-generated data can highlight the most engaging parts of a speech, but only a leader’s authentic storytelling can make it truly compelling. AI can suggest improvements to a leader’s tone, but only the leader can bring the passion and conviction needed to inspire a team. The best leaders use AI to their advantage without losing their personal touch. They recognize that technology is a support system, not a replacement for genuine human interaction.”

What's fascinating is that as AI becomes more prevalent, people are craving more authentic human connection, not less. But here's the challenge: how do we communicate in the age of AI? How can we make things personal but not too personal. How can we be present but not overwhelming?

The leaders who are thriving understand that their unique value lies in their ability to create connection, inspire transformation, and navigate the complex emotional landscape of change. They're not choosing between being human and being strategic, they see that their humanity is their strategy.

The old model was built on having all the answers. Today, the most effective leaders are getting comfortable with not knowing, asking better questions, and creating space for collective wisdom. Knowing is overrated, and not knowing is underrated. Similarly, it’s important to cultivate authentic relationships and make interactions feel genuinely personal. There is a deep connection between executive presence and emotional intelligence.

As we enter the final stretch of the year, I encourage you to consider how you want to show up between now and the end of the year. What aspects of your executive presence are calling for evolution?

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